HomeMy WebLinkAboutAgenda - 05-08-2014 - 6d1
ORANGE COUNTY
BOARD OF COMMISSIONERS
ACTION AGENDA ITEM ABSTRACT
Meeting Date: May 8, 2014
Action Agenda
Item No. 6 -d
SUBJECT: Consolidated Housina Plan Annual Action Plan /HOME Proaram
DEPARTMENT: Housing /Human Rights and PUBLIC HEARING: (Y /N) No
Community Development
ATTACHMENT(S): INFORMATION CONTACT:
Resolutions James Davis, 919 - 245 -2488
FY 2014 -2015 Annual Action Plan (Under
Separate Cover)
PURPOSE:
1) To adopt a Resolution approving the FY 2014 -2015 Consolidated Housing Plan
Annual Action Plan;
2) To adopt and authorize the Chair to sign a Resolution approving the proposed
HOME Program Activities for 2014 -2015; and
3) To authorize the Manager to implement the HOME Program as approved by the
BOCC including the ability to execute agreements with partnering non - profit
organizations after consultation with the County Attorney.
BACKGROUND:
Consolidated Housing Plan Annual Action Plan
In 2010, a Consolidated Plan for Housing and Community Development Programs in Orange
County was developed and approved by the U.S. Department of Housing and Urban
Development (HUD). This document details the housing needs of very low income, low income
and moderate - income families and special population groups in addition to outlining the
strategies and plans for addressing those needs. The Consolidated Plan is required for all
communities receiving HOME funds (Orange County HOME Consortium) and Community
Development Block Grant (CDBG) entitlement funds (Town of Chapel Hill).
Each year, local communities are required to submit an Annual Action Plan to the Consolidated
Plan to the State HUD Office by May 15th. This Update includes the 2014 -2015 Community
Development Plan for the Town of Chapel Hill and the 2014 -2015 HOME Program Action Plan
or the Orange County HOME Consortium. Public hearings were held by the Chapel Hill Town
Council on February 17 and April 21 and by the BOCC on February 4, 2014 to receive public
comments regarding the Update prior to development and subsequent submission to HUD.
Public comments received at the hearings are summarized in the Annual Action Plan.
A public comment period as required by HUD was established for April 14 — May 14, 2014 by
notice in the Chapel Hill Herald. Therefore, the Orange County Housing, Human Rights and
Community Development department will continue to accept public comments through May 14,
2014 and will communicate any comments received to HUD and share with the Board. Copies
of the draft Annual Action Plan were made available at the Orange County Housing, Human
Rights and Community Development Main Office.
2014 -2015 HOME Program Activities
The current Orange County HOME Consortium Agreement establishes a HOME Program
Review Committee to provide general oversight of the program. Participants in the HOME
Consortium are Orange County and the Towns of Carrboro, Chapel Hill, and Hillsborough. The
Committee is authorized to provide policy oversight for planning, operations, and evaluation of
OHC and the HOME Program. The Manager or his /her designee from each participating unit of
local government and one (1) elected official from each jurisdiction shall be a member. For
Orange County, Commissioner Earl McKee serves on this Committee.
Every year, the HOME Program Review Committee prepares a proposed HOME program
design each year and consortium program application to HUD, in compliance with the Act, the
Regulations, and the Federal Program Requirements, including reallocation of any funds from
previous years not expended or any repayments or other program income consistent with this
Section. The proposed HOME program design defines a strategy in sufficient detail to
accommodate the collective and individual needs and priorities of the County and Towns. Each
year's proposed HOME program design and the consortium program application should be
consistent with the Consolidated Plan and is subject to the approval of each consortium
member's elected board.
This year, as required by the Consortium Agreement, the HOME Program Review Committee
reviewed applications for HOME Program funding and developed the proposed HOME Program
Design for the 2014 -2015 Program Year. A total of six (6) applications were received from local
non - profit organizations requesting approximately $623,374. There is approximately $450,317
in HOME funds, HOME program income and HOME Program match funds available for Fiscal
Year 2014 -2015. The recommended program design is detailed in the attached resolution.
In accordance with the Orange County HOME Consortium Agreement approved in May 2011,
the HOME Program Design for each year must be approved by all jurisdictions prior to
submission to HUD. The Program Design is scheduled for approval by Carrboro on May 7t", by
Hillsborough on May 13th and has already been approved by the Town of Chapel Hill. The
Board of County Commissioners (BOCC) is therefore asked to consider approval of the
attached HOME Program Resolution.
HOME Program Implementation
After approval of the 2014 -2015 HOME Program design by all consortium participants,
authorization is also requested to allow the Orange County Manager to execute agreements
with partnering non - profit organizations as necessary to implement the approved HOME
Program design. All agreements will receive the review and approval the County Attorney's
office.
FINANCIAL IMPACT: The Orange County HOME Consortium is scheduled to receive
approximately $351,540 in FY 2014 HOME Program funding — an increase of approximately
five percent (5 %) from FY 2013 funding level. The required total local government match is
$79,097. Orange County's share of the match is $30,848 which will be allocated from County's
K
general fund. There is also $19,680 in HOME program income, providing a total of $450,317
available for programming next fiscal year.
RECOMMENDATION (S): The Manager recommends that the Board:
1) Adopt a Resolution approving the FY 2014 -2015 Consolidated Housing Plan Action
Plan;
2) Adopt and authorize the Chair to sign a Resolution approving the proposed HOME
Program Activities for 2014 -2015; and
3) Authorize the Manager to implement the HOME Program as approved by the BOCC
including the ability to execute agreements with partnering non - profit organizations
after consultation with the County Attorney.
M
RES- 2014 -029
RESOLUTION
AUTHORIZING THE SUBMISSION OF
FY 2014 - 2015 Annual Action Plan for the
FY 2010 -2015 CONSOLIDATED HOUSING PLAN
FOR ORANGE COUNTY, NORTH CAROLINA
BE IT RESOLVED, by the Orange County Board of Commissioners, that the
Commissioners authorize the County Manager to submit the Orange County Consolidated Plan for
Housing and Community Development Programs Annual Action Plan to the U.S. Department of
Housing and Urban Development, including all understandings, assurances, and certifications
required therein.
BE IT FURTHER RESOLVED, that the Manager is hereby designated as the authorized
representative of the County to act in connection with the submission of the Annual Action Plan and
to provide such additional information as may be required by the U.S. Department of Housing and
Urban Development.
This the 8t' day of May 2014
fE&2014 -030
RESOLUTION AUTHORIZING
THE ORANGE COUNTY FY 2014 -2015 HOME PROGRAM DESIGN
BE IT RESOLVED, by the Orange County Board of Commissioners as a member of the Orange
County HOME Consortium approves the following activities for the 2014 — 2015 HOME Program.
Homeownership Assistance
Funds would be allocated to the Community Home Trust to assist first time homebuyers earning less than
80 percent of the area median income to purchase homes county -wide. Funds would be provided as a
grant to Community Home Trust.
(Requested amount: $50,000) $52,731
Funds would be allocated to the Community Home Trust for new construction costs for townhomes to be
built to assist first time homebuyers earning less than 80 percent of the area median income to purchase
homes in the Waterstone Development.
(Requested amount: $100,000) $64,481
Funds will be allocated to Orange County Habitat for Humanity to provide deferred payment zero interest
second mortgages for ten (10) homes throughout Orange County. Homes will be sold to households
earning between 30 percent and 65 percent of the area median income.
(Requested amount: $250,000) $250,OOC
Operational Support
Funds would be allocated to the Community Home Trust as a Community Housing Development
Organization for administrative expenses.
(Requested amount: $20,000) $11,777
Funds would be allocated to the Community Alternatives for Supportive Abodes for administrative
expenses.
(Requested amount: $25, 000) $ 5,800
Housine Rehabilitation
Funds would be allocated to Weaver Community Housing Association for repairs to replace siding for six
(6) units in Cedar Rock Apartments.
(Requested amount: $30,374) $30,374
Program Administration
TOTAL FY 2014 -2015 HOME PROGRAM FUNDS
$ 35,154
$450,317
BE IT FURTHER RESOLVED, that the County Manager is hereby designated as the authorized
representative of the County to act in connection with the submission of this plan and to provide such
additional information as may be required by the U.S. Department of Housing and Urban Development
This the day of May 2014
Barry Jacobs, Chair
SEAL
uran ge Cou nty
H OM �E Con sort �i u �m
FY 2014 - 2015
Annual Action Plan
(draft)
May 15, 2014
7
Table of Contents
ExecutiveSummary ........................................................................... ............................... 3
Annual Strategic Plan ................................................... ............................... 12
Goal 1 — Provide Decent and Affordable Housing for Lower - Income Households. 12
Goal 2 — Provide Housing and Services for Homeless Populations ......................... 12
Goal 3 — Provide Housing and Services for Special Needs Populations .................. 13
Goal 4 — Increase Capacity and Scope of Public Services ......... ............................... 13
GeneralQuestions ............................................................................ ............................... 15
Demographics................................................................................... ............................... 15
Managingthe Process ...................................................................... ............................... 23
CitizenParticipation ........................................................................ ............................... 25
InstitutionalStructure ..................................................................... ............................... 28
Monitoring........................................................................................ ............................... 28
Lead -based Paint .............................................................................. ............................... 30
Specific Housing Objectives ............................................................ ............................... 31
Needsof Public Housing .................................................................. ............................... 32
Barriers to Affordable Housing ...................................................... ............................... 32
HOME/ American Dream Down payment Initiative ( ADDI) ...... ............................... 34
Specific Homeless Prevention Elements ......................................... ............................... 40
Emergency Shelter Grants (ESG) .................................................. ............................... 43
CommunityDevelopment ................................................................ ............................... 44
AntipovertyStrategy ....................................................................... ............................... 49
Improve the Quality and Availability of Affordable Housing ... ............................... 51
Provide For and Improve Public Services .................................. ............................... 51
Neighborhoods and Economic Development ............................ ............................... 51
Non - homeless Special Needs (91.220 (c) and (e)) .......................... ............................... 52
Housing Opportunities for People with AIDS ............................... ............................... 53
SpecificHOPWA Objectives ........................................................... ............................... 53
FY 2014 -2015 Action Plan
Narrative Responses
Executive Summary
Program Year 5 Action Plan Executive Summary:
In an effort to streamline several programs, the U.S. Department of Housing and
Urban Development now requires all jurisdictions that receive federal Community
Development Block Grant (CDBG) funds, federal HOME Program funds, Emergency
Shelter Grants (ESG) and grants for Housing Opportunities for People with AIDS
(HOPWA) to submit a Consolidated Plan for Housing and Community Development
Programs.
The Town of Chapel Hill receives federal Community Development Block Grant
funding each year and the Orange County HOME Consortium receives HOME funding
each year. Since the Town of Chapel Hill is a member of the Orange County HOME
Consortium, the County is permitted to submit one plan that details the housing
needs and activities of the entire County including Chapel Hill.
The Consolidated Plan not only serves as an application for each of the programs,
but also seeks to further the statutory goals of these programs through a
collaborative process whereby a community establishes a unified vision of housing
and community development actions to address identified housing needs.
Prior to beginning to develop the 2014 -2015 Annual Action Plan, public forums were
held to receive citizen feedback regarding the housing and community development
needs and proposed activities that should be included in the Plan. Public Forums
were held by the Chapel Hill Town Council on February 24 and May 12, 2014 to
receive citizen comments regarding housing needs and the proposed use of
$422,152 in CDBG funds in Chapel Hill and $333,418 in HOME funds that the Orange
County HOME Consortium expects to receive for Fiscal Year (FY) 2014 -2015. The
Orange County Board of County Commissioners held a public hearing on February 4,
2014 regarding housing needs and the proposed use of the $333,418 in HOME funds.
(It should be noted that the Consortium was later notified that a total of $351,540 in
HOME funds would be available in the next fiscal year, thus planning proceeded
based on the actual amount.) Comments from these public hearings are included in
this Summary.
Summary of Comments Received
A copy of the approved minutes from the February 4, 2014 public hearing for Orange
County has been included below.
FY 2014 -2015 Action Plan 3
9
Excerpt from the February 4, 2014 BOCC Approved Minutes
5. Public Hearings
a. Orange County Consolidated Housing Plan Update
The Board received comments from the public regarding the housing and non -
housing needs to be included in the Annual Update of the 2010 -2015 Consolidated
Housing Plan for Housing and Community Development Programs in Orange County
and proposed uses of 2014 -2015 HOME funds.
Tara Fikes reviewed the background information from the abstract. She said her
department anticipates receiving the same amount in funding as last year ($333,418) for
acquisition, rental assistance, new construction and housing rehabilitation. Commissioner
Pelissier referred to the Plan to End Homelessness and asked if there are any items in this
grant to encourage permanent housing. Tara Fikes said the housing department tries to
make sure that the community knows that there is interest in creating more permanent
housing. She said there is a real push for this during the preparation of the continuum of
care application, and the hope is that this carries over. Commissioner Rich asked if there
is anything additional or outside of the box being done that is not listed in the plan. Tara
Fikes said she cannot think of anything at this point, but she will give this some thought.
Chair Jacobs said the Senior Housing that was done with a private developer was a major
investment of housing bond funds.
PUBLIC COMMENT:
Mary Jean Seyda said she is the chief operating officer of CASA, an organization
that develops and manages rental housing for mostly disabled and homeless citizens. She
said one of their tenants, John, a veteran, lost his job and then his housing. She said he
ended up camping in the woods for 4 years before an outreach worker found him and
developed a relationship with him. The outreach worker was able to put him in touch
with the VA and then with CASA. Mary Jean Seyda said John now has his own
apartment funded by the County Commissioners. She said having a safe secure place
enables him to cook, clean, and make all of his appointments at the VA. She said John
has expressed that the ability to only pay 30% of his income for rent allows him to even
get a burger once in a while. Mary Jean Seyda said this is one example of the power of
affordable housing, and she advocates for these funds to serve the County's most
vulnerable populations. She said housing is one of the simplest solutions for
homelessness. She advocated for funding for more affordable apartments and for rapid
re- housing. She said the rapid re- housing is beneficial because it takes people out of the
lFC shelter and places them in housing quicker, and it also provides a bridge for some
people to prevent them from becoming homeless. She acknowledged Tara Fikes and her
staff for their dedication and commitment to finding housing solutions in Orange County.
Susan Levy, Executive Director for Habitat for Humanity, said Habitat has
developed 11 creative partnerships in 2013 to build 11 new homes. She said the families
who purchase these homes are hardworking members of the community. She said 9 of
FY 2014 -2015 Action Plan 4
10
these homes were built in Phoenix Place, and 2 of the homes were built in the Fairview
Community in Hillsborough. She said despite the bad weather so far this year there are 9
homes currently being built in Rush Hollow, 2 homes in Fairview and 7 homes in
Phoenix Place. She said when all of the families are moved into Phoenix Place in late
summer, there will be 115 children living in a safe secure environment in which to grow.
She said, despite the foreclosure crisis, home ownership is still a good thing for families,
and it has a long term positive impact on families and children. Susan Levy, said there
has been an increase in demand for the home ownership program over the past 5 years,
and there were 300 applications for the 50 homes in Phoenix Place. She said 120 of these
applicants met the basic qualifications, which means that 70 qualified families were
turned down. She said the majority of the applicants were living in overcrowded
apartments and paying more than 30 percent of their income toward rent. She said the
owners of Habitat for Humanity homes usually pay less than their prior rent. She said
Habitat is also very engaged with the Brush for Kindness program, and 18 families were
served in 2013. She said this program will continue to expand. She said Habitat will
continue to ask for $250,000 in home funds to support building projects. Susan Levy said
that Habitat for Humanity, Home Trust and CASA are all members of a newly formed
affordable housing coalition in Orange County. She said this coalition hopes to continue
to work with local government to increase the range of local housing options.
Commissioner Rich asked what happens to people who are turned down. Susan Levy said
these residents are referred to other programs if possible, but there are not a lot of
options.
Robert Dowling, Executive Director of Community Home Trust, said this
community is fortunate to have Habitat for Humanity and Casa. He said more funding is
needed in Orange County, and it is unfortunate that each of these organizations is
competing for the same few dollars. He said the Waterstone Development is now moving
forward on their residential components, and there are plans to develop 24 affordable
townhomes. He said this is expected to happen by the summer of 2014. He said this
means an increase in the funding he is requesting, and he will be requesting $100,000 in
subsidy. He said Community Home Trust has 220 homes in their inventory and 15 more
under construction. He said a lot of these are condominiums, and these are starting to see
turnover, which means subsidies are needed. He said this is because the income limits
today are less than those of 2004, while taxes and housing costs have increased. He
thanked the Board for their support of affordable housing in Orange County.
Commissioner McKee asked if Community Home Trust could collaborate with
Habitat for Humanity and CASA on the project in Waterstone. Robert Dowling said he
would look into this.
FY 2014 ®2015 Action Plan 5
11
FY 2014 — 2015 HOME Proaram Activities and Projects
Homeownership Assistance
Funds would be allocated to the Community Home Trust to assist first time
homebuyers earning less than 80 percent of the area median income to purchase
homes county -wide. Funds would be provided as a grant to Community Home
Trust.
(Requested amount: $50,000) $ 52,731
Funds would be allocated to the Community Home Trust for construction costs
associated with the development of the Waterstone Townhouses to assist first time
homebuyers earning less than 80 percent of the area median income. Funds will be
provided as a grant to Community Home Trust.
(Requested amount: $100,000) $64,481
Funds will be allocated to Orange County Habitat for Humanity to provide deferred
payment zero interest second mortgages for nine (9) homes throughout Orange
County. Homes will be sold to households earning between 30 percent and 65
percent of the area median income.
(Requested amount: $250,000) $ 250,000
Operational Support
Funds would be allocated to the Community Home Trust as a Community Housing
Development Organization for administrative expenses.
(Requested amount: $18,000) $ 11,777
Funds would be allocated to Community Alternatives for Supportive Housing (CASA)
for administrative expenses.
(Requested Amount $25,000) $5,800
Housing Rehabilitation
Funds would be provided for Weaver Community Housing Association (WCHA) for
rehabilitation to Cedar Rock Apartments.
(Requested amount: $30,374) $30,374
Program Administration $35,154
TOTAL FY 2014 — 2015 HOME PROGRAM FUNDS $450,317
FY 2014 -2015 Action Plan 6
12
TOWN OF CHAPEL HI LL CDBG PROGRAM
The citizen comments received at the Town of Chapel Hill's public forums held on
February 24 and May 12, 2014, and applications received for funding are
summarized below. All agencies that requested funding were required to submit an
application.
In order for the agencies' activities to be eligible for Community Development Block
Grant funding, the activities must meet one of three National Objectives:
Benefit low- and moderate - income persons; or
Aid in the prevention or elimination of slums and blight; or
Treat urgent needs posing an immediate threat to public health and
welfare.
SUMMARY OF COMMUNITY COMMENTS FROM PUBLIC FORUMS
Comments from the February 24 and May 12, 2014, Chapel Hill Town Council
Public Forum
1. Will goeight, a representative of the Chapel Hill- Carrboro Y's Afterschool Outreach
Program, shared that the program is overseen by an outreach counselor, serves 12
youth, and provides one -to -one tutoring.
Staff Comment: The recommended Community Development Ran indudes$15,000 to support
the YMCA's Afterschool Outreach Program.
2. Susan Levy, the Executive Director of Habitat for Humanity, requested $130,000 in
Community Development funding for use in the Northside and Pine Knolls
neighborhoods. Habitat for Humanity has requested $55,000 to purchase a lot on Craig
Street which is owned by Self -Help; this lot would be used for homeownership. Habitat
for Humanity is also requesting $75,000 for the A Brush With Kindness program; Habitat
has completed sixA Brush With Kindness homes in Northside and one in Pine Knolls.
3. Kathy Atwater supported the allocation of Community Development Block funds to
Habitat for Humanity to be used for the A Brush With Kindness program.
4. Aaron Bachenheimer supported the allocation of Community Development Block funds
to Habitat for Humanity to be used for the A Brush With Kindness program.
5. Janie Alston supported the allocation of Community Development Block funds to Habitat
for Humanity to be used for the A Brush With Kindness program.
Staff Comment: The recommended Community Development Ran includes $55,000 for the lot
purchase and $25,000 to support the A Brush With Kindness program.
6. Mary Jean Seyda, the Chief Operations Officer for CASH, shared that CAS4 is a member of
the Orange County Partnership to End Homelessness. CAS4would use the Community
Development fundsfor affordable rental housingthat supportsvery low income
individualswith disabilitiesand veterans. The2013 -2014 Community Development funds
FY 2014 -2015 Action Plan 7
13
provided by the Town allowed CAS4to keep their units open. Sie encouraged the
dedication of money for affordable housing.
Staff Comment: The recommended Community Development Plan includes $9,000 for CASA's
Supportive Housing program.
7. Fbbert Dowling, the Executive Director for the Community Home Trust, stated that there
is a need for a local source of money for affordable housing. He said that the Community
Home Trust has 220 homes. The Community Home Trust has requested $50,000 of
Community Development and HOMEfundsfor the Homebuyer Assistance Program. The
organization hasalso requested $100,000 in HOMEfundsfor the Waterstone
development in Hillsborough and $18,000 in HOMEfundsfor operating costs.
Staff Comment: The recommended Community Development Ran includes $29,000 for the
Homebuyer Assistance Program.
8. Delores Bailey, the Executive Director of EmPOVVERnent, Inc., requested $10,000 of
Community Development funds for the Career Explorers program which services youth
from the ages of 16 to 21.
Staff Comment: The recommended Community Development Ran includes $2,000 for the
Career Explorers Program.
SUMMARY
The following recommended plan includes the use of $422,152 of Community
Development funds, including $17,338 of program income and $1,309 of residual
Community Development funds from a completed program.
FY 2014 ®2015 Action Plan 8
14
Recommended Plan
The Chapel Hill Town Council approved the following activities for the 2014 -2015
Community Development Program:
1. Town of Chapel Hill — Renovation of Public Housing: $120,000
The Council allocated $120,000 to perform comprehensive renovations at 12 of the
30 apartments at the Oakwood public housing neighborhood. Renovation work on
the apartments at the Oakwood neighborhood would include replacement of tubs;
lavatories, sinks, shower pan and head; abatement of asbestos; installation of
ceramic tile floors in baths; replacement of existing outlets with GFI outlets; upgrade
of electrical services; replacement of water and sewer lines; installation of new
washer and dryer hook -ups; replacement of wall and base cabinets and countertops
to include new range hoods and sinks; installation of new furnaces including air
conditioning and water heaters; and replacement of interior and exterior doors; and
site improvements.
This project would serve households earning less than 30% of the area median
income.
2. Community Home Trust — Homebuver Assistance Program: $25,000
The Council allocated $25,000 to the Community Home Trust for its Homebuyer
Assistance Program. Funds would be provided as a grant to the Community Home
Trust to reduce the sale price of homes for its homebuyers in the South Grove and
Burch Kove developments in Chapel Hill.
This project would serve households earning between 60% and 80% of the area
median income.
3. Town of Chapel Hill — Northside and Pine Knolls Community Plan
Implementation: $52,033
The Council allocated Community Development funds to support initiatives identified
in the Northside and Pine Knolls Community Plan. Funds would be dedicated to grant
compliance and the increased enforcement efforts in the Northside and Pine Knolls
neighborhoods and other neighborhoods around the University. Funds would also be
dedicated to education and outreach efforts in the Northside and Pine Knolls
neighborhoods.
Funds would be used to pay a portion of the salaries of: the zoning enforcement
officer and administrative clerk in the Inspections Department; and a senior planner
position, and the Administrative Coordinator position in the Planning Department to
assist with enforcement and grant compliance. It should be noted that additional
staff resources for enforcement are a priority identified by the Northside and Pine
Knolls Community Plan.
FY 2014 -2015 Action Plan 9
15
4. Habitat for Humanity — Property Acauisition in Northside for Sinale-
Family Home: $55.000
The Council allocated funds to Habitat for Humanity for the purchase of a lot on Craig
Street in the Northside neighborhood. Habitat for Humanity intends to purchase the
lot from Self -Help Community Development Corporation and plans to build a single -
family home on the lot which would be sold to a household earning less than 65% of
the area median income.
This project would serve households earning less than 65% of the area median
income and would be consistent with goals identified in the Northside and Pine Knolls
Community Plan and the Affordable Housing Strategy.
5. Habitat for Humanity —A Brush With Kindness Home Repair: $25.000
The Council allocated $25,000 to Habitat for Humanity for its A Brush With Kindness
program. A Brush With Kindness addresses the need of low- income homeowners for
exterior repairs, accessibility modifications, and beautification. This initiative would
focus on homes in the Northside and Pine Knolls neighborhoods. This program
provides an excellent volunteer and community building opportunity for residents,
the University and Habitat staff and volunteers. This project would serve households
earning less than 80% of the area median income.
6. Public Services - $60.500
The use of funds for public services that benefits households earning less than 80%
of the area median income is eligible under federal Community Development
regulations. Examples of public service activities include programs focusing on
employment, crime prevention, child care, health, drug abuse, education, fair
housing counseling, energy conservation, homebuyer down payment assistance or
recreational needs. The amount of Community Development funds used for public
services is based on 15% of the Town's Community Development grant.
• Chapel Hill Police Department Youth Employment Program: $25,000
The Youth Employment Program provides job skills training, employment experience,
and economic opportunities to Chapel Hill youth aged 14 -18 whose families earn less
than 80% of the area median income, with the majority being from households
earning less than 30% of the area median income. Many of the participants serve as
interns in Town departments. Last summer, there were thirty participants in the
program, and this year, the Police Department proposes enrolling the same number.
• Community Alternatives for Supportive Abodes (CASA): $9,000
Community Alternatives for Support Abodes (CASA) was allocated funds for its
Supportive Housing Program which pairs tenants who are homeless or at risk of
being homeless with a safe, quality, and affordable apartment. In addition, the
Program provides comprehensive and supportive property management services. In
Chapel Hill, CASA assists 23 special needs households to live independently in their
own apartments for the long term. This program would serve households earning
less than 50% of the area median income.
FY 2014 -2015 Action Plan 10
16
CASA's work supports the Orange County Partnership to End Homelessness and is
consistent with the goals of the Affordable Housing Strategy and the Affordable
Rental Housing Strategy.
Housina for New Hope: $6.500
The Homeless Outreach and Housing Support Program assists those experiencing
homelessness and the chronically homeless to improve their lives through obtaining
and maintaining permanent housing and supportive services. Funding would be used
to pay a portion of the salary for a Homeless Outreach worker.
The Council has allocated Community Development funds to Housing for New Hope
since 2008 to support its homeless outreach efforts. Over the next year, Housing for
New Hope anticipates assisting 45 households to obtain and maintain housing, and
anticipates engaging with 223 individuals through outreach efforts to receive
services.
This program would serve households earning less than 50% of the area median
income.
Chapel Hill Carrboro YMCA After School Outreach Program: $15,000
The After School Outreach Program operates at the Chapel Hill /Carrboro YMCA,
serving children living in the Pine Knolls neighborhood and the South Estes Drive and
Airport Gardens public housing communities. Funds would be used to serve sixteen
eligible children from households earning less than 50% of the area median income.
Volunteers for Youth, I nc.: $3,000
Funds would be used for the organization's Every Girl Counts program. The goal of
this program is to serve fifteen middle - schools girls from low- to moderate - income
families by improving school performances and teaching valuable life skills to its
members. The program will include weekly life -skill workshops and visits to college
campuses. This program would serve households earning less than 80% of the area
median income.
EmPOWERment, Inc: $2,000
The Career Explorers Program provides summer employment for ten youth ages 18-
21 from households earning less than 80% of the area median income. The program
is designed to provide an opportunity to discover life and career skills that will better
prepare them for future employment, financial management and assist in their social
and emotional development. Program participants work 36 hours per week with local
businesses.
7. Program Administration: $80.701
The Council allocated $80,701 for administration expenses for the Housing and
Neighborhood Services division of the Planning Department. Funds would be used for
oversight of the Community Development program and related affordable housing
programs, as well as coordination with the U.S. Department of Housing and Urban
Development and agencies that receive funding to maintain compliance with federal
regulations.
FY 2014 -2015 Action Plan 11
17
Funds would continue be used for a portion of salaries for Town of Chapel Hill staff
administering the grant.
Annual Strategic Plan
As a growing community, the Orange County and the Town of Chapel Hill must
successfully balance a diverse array of housing and community development issues.
Given the range of competing needs, the community must invest its scarce public
resources wisely. Therefore, as a general principle, the Town will attempt to expend
public funds in a way that leverages the commitment of private sector support
whenever possible.
The following presentation utilizes this performance- centered approach to outline the
County and Town's approach to housing and community development in the
upcoming year. This approach includes identifying goals, objectives and strategies;
determining what resources are necessary to achieve these goals; analyzing and
evaluating performance data; and using that data to drive improvements in
organization. All objectives and performance indicators are based on a one year time
frame.
Goal 1 — Provide Decent and Affordable Housing for Lower - Income
Households
This goal includes retaining existing affordable housing stock, increasing the
availability of affordable permanent housing in standard condition without
discrimination, providing affordable rental housing and providing affordable housing
that is accessible to job opportunities.
Priority Needs
1.1 Low income (< 80% AMI) homeowners that live in substandard housing
1.2 Rental units for low income ( <60% AMI) residents
1.3 Low income ( <80% AMI) homeowners that do not have indoor plumbing or
adequate connections to existing public water and sewer systems
1.4 Low income (60 -80% AMI) renters that are potential homebuyers
1.5 Very low income ( <60% AMI) homeownership
1.6 Eliminate barriers to affordable housing
1.7 Extremely Low income ( <30% AMI) renters looking for affordable rental
housing
Goal 2 — Provide Housing and Services for Homeless Populations
This goal includes assisting homeless persons to obtain services and housing, and
assisting persons at risk of becoming homeless.
Prioritv Needs
2.1 Service - enriched transitional housing for homeless persons
2.2 Reduce Chronic Homelessness
2.3 Increase Employment
2.4 Prevent Homelessness
2.5 Increase Access to Services
2.6 Increase Public Participation in Ending Homelessness
FY 2014 -2015 Action Plan 12
Goal 3 — Provide Housing and Services for Special Needs Populations
This goal includes assisting persons with special needs in obtaining supportive
housing and in accessing a continuum of services specific to their unique needs.
Priority Needs
3.1 Service - enriched housing for persons with special needs
3.2 Continuum of services for special populations including older adults, disabled,
mentally ill, persons with AIDS and at -risk youth
Goal 4 — Increase Capacity and Scope of Public Services.
This priority of the Consolidated Plan is to increase the capacity and scope of public
services for low and moderate income families and individuals. The needs of
residents with limited incomes for a unique variety of public services can be acute.
Consolidated Plan funding will be used to leverage other resources to provide needed
services.
Priority Need
4.1 Increase capacity and expand the scope of Public Services in order to reach out
to more low -to- moderate income residents.
FY 2014 -2015 Action Plan 13
19
The following table
Orange County for
Development. More
this document.
shows the proposed sources and uses of funding available to
FY 2014 -2015 from the U.S. Department of Housing and Urban
detailed descriptions are provided in the Annual Plan portion of
Fiscal Year 2014-2015 Funding
Sources of Funds
Amount
HOME Program
2014 Grant
$351,540
Matching Funds (cash match)*
79,097
Program Income
19,680
Community Development Block Grant
2014 Grant
$403,505
Reallocated Funds — Completed Activities
$1,309
Program Income
$17,338
Total
$853,822
Uses of Funds
Amount
HOME Program
Construction Costs - CHT
$64,481
Homeownership Assistance — CHT
$52,731
Homeownership Assistance — Habitat for Humanity
$250,000
Operations Support -CHT
$11,777
Operations Support — CASA
$5,800
Housing Rehabilitation - WCHA
$30,374
Administration
$35,154
Community Development Block Grant
Public Housing Renovation - Town of Chapel Hill
$120,000
Lot Purchase — Habitat for Humanity
$55,000
Community Plan Implementation — Town of Chapel Hill
$52,033
Homebuyer Assistance — Community Home Trust
$25,000
Exterior Housing Rehabilitation — Habitat for Humanity
$25,000
Public Service Activities
$60,500
Program Administration
$80,701
Total
$853,822
* HOME Program matching funds requirements will be met with cash.
FY 2014 -2015 Action Plan 14
P
General Questions
1 . Describe the geographic areas of the jurisdiction (including areas of low income
families and /or racial /minority concentration) in which assistance will be directed
during the next year. Where appropriate, the jurisdiction should estimate the
percentage of funds the jurisdiction plans to dedicate to target areas.
Orange County HOME Consortium Response:
Rolling hills, forests, and farmland converge with cosmopolitan urban cities and small
rural towns in Orange County. This unique mix of landforms brings to the County an
abundance of historical, social, and cultural resources. Additionally, Orange County
anchors the western corner of the Research Triangle, a regional economic engine
home to some of the world's leading technological companies as well as major
federal research institutions. Orange County encompasses four Cities to include:
Hillsborough, Chapel Hill, Carrboro, and Mebane.
The county is also divided into seven townships, though these political divisions no
longer carry legal standing: Cedar Grove, Little River, Cheeks, Hillsborough, Eno,
Bingham, and Chapel Hill.
Demographics
As of the 2010 Census count, Orange County had a total population of 133,801. The
County's racial makeup consisted of 74% White, 15.928% Black or African American,
0% American Indian and /or Native Alaskan, 7% Asian, 0% Pacific Islander, 4% from
other races, and 3% from two or more races; 8.2 were Hispanic or Latino of any
race. This demographic data, along with data broken out for each of Orange County's
four municipalities, is depicted in Table 1, below. According to the 2010 Census
count for Orange County as a whole, there were 50,085 households out of which
20.9% had children under the age of 18 living with them; 44.6% were married
couples living together, 9.4% had a female householder with no husband present,
and 43% were non - families. The average household size was 2.36 and the average
family size was 2.95.
FY 2014 -2015 Action Plan 15
21
Orange County
Demographic
Highlights
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Total population
133,8017
57,233
19,582
6,087
7,284
K/ble
56,038
21,961
8,164
2,523
3,480
Female
62,189
26,754
8,618
2,923
3,804
One race
116,204
47,813
16,376
5,326
7,184
Mite
92,272
37,973
12,195
3,282
5,638
Black or African American
16,298
5,565
2,273
1,897
1,273
An-eican Indian and
Alaska Native
457
203
61
28
17
Asian
4,845
3,497
864
31
45
Native Hawaiian and
Other Pacific Islander
20
12
1
0
1
Other race
2,312
563
982
88
210
Two or mxe races
2,023
902
406
120
100
Hispanic or Latino
5,273
1,564
2,062
152
382
Orange County Demographic Highlights: [Source: Census 2010, Summary File 1]
As researched in the 2006 - 2008 American Community Survey estimates, there
were 49,369 households [an increase of 7.64% over the 2000 Census count], of
which 31.2% had children under the age of 18 living with them. Out of the total
49,369 households, 46.5% were married couples living together. The 2006 - 2008
Census estimates also revealed 10.4% of families had a female head of household
with no husband present. Orange County also had 39.8% non - family households.
The average household size was 2.34 and the average family size was 2.88.
The 2006 - 2008 Census estimates put the total population of Orange County at
124,168. The racial makeup of the County was 76.21% White, 12.99% Black /African
American, 0.37% American Indian and /or Alaskan Native, 5.66% Asian, and 2.86%
some other race; the American Community Survey did not estimate the size of the
Hispanic or Latino populations. Historical trends in Orange County's racial makeup
between 1990 and 2008 are depicted in the tables below.
FY 2014 -2015 Action Plan 16
22
Total population
One race
Mite
Black or African
American
American Indian and
Alaska Native
Asian
Native Hawaiian and
Other Pacific Islander
Other race
Two or more races
Hispanic or Latino
16.130 5.773 1
461 80 1
7.023 5.328
29 13
525 913
369 979
Demographic Profile Highlights: 2006 -2008 Estimates
[ Source: 2006 -2008 American Community Survey 3 -year estimates]
2006 -2008 Estimates were not available for Carrboro, Hillsborough,
and Mebane.
** No 2006 -2008 estimated data was available for the number of
Hispanic or Latino individuals in Orange County.
Orange
County Historical
Demographic
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124,168
54,972
121,799
53,993
94,631
41,886
16.130 5.773 1
461 80 1
7.023 5.328
29 13
525 913
369 979
Demographic Profile Highlights: 2006 -2008 Estimates
[ Source: 2006 -2008 American Community Survey 3 -year estimates]
2006 -2008 Estimates were not available for Carrboro, Hillsborough,
and Mebane.
** No 2006 -2008 estimated data was available for the number of
Hispanic or Latino individuals in Orange County.
Orange
County Historical
Demographic
Trends
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1990 75,871
14,893
286
2,325
36
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5,273
2000 92,272
16,298
457
4,845
20
2,312
3,480
2006 -20W 94,631
16,130
461
7,023
29
3,525
--
Orange County Demographic Trends: [Sources: Census 1990 Summary Tape File 1, Census
2000 Summary File 1, and 2006 -2008 American Community Survey 3 -year estimates]
Note: No 2006 -2008 estimated data was available for the number of Hispanic or Latino individuals in
Orange County. * Denotes Estimate
FY 2014 -2015 Action Plan 17
23
Based on this historical data, between 1990 and 2008, Orange County has seen a
24.7% increase in the White population, an 8.3% increase in the Black or African
American population, a 302% increase in the Asian population, and a 34.0%
decrease in the Hispanic or Latino population.
The historical shift in Orange County's racial makeup is depicted in Figure 1 [below].
Over the 18 -year period researched, Orange County has become more racially
diverse. Whites have consistently made up the majority of the population while the
Black or African American population has fluctuated. The most dramatic increase in
the population of any one race is displayed by Asians, who grew from 2,325 in 1990
to 7,023 in 2006 -2008, an increase of over 300 %. Growth in the populations of other
races (namely White, Black /African American, and American Indian /Alaskan Native)
appears to have largely stabilized after a period of more rapid growth between 1990
and 2000. A variety of economic and other influences may have driven these
historical population trends and shifts; however, the Orange County Housing &
Community Development Department should be aware of these shifts, and continue
to monitor demographic data to determine if any racially- motivated "steering"
practices are contributing factors.
Orange County Population: 1990-2008 [Sources: Census 1990 Summary Tape File 1, Census 2000 Summary File
1, and 2006 -2008 American Community Survey 3 -year estimates]
* Denotes Estimate
* * Data on the number of Hispanic or Latino individuals in Orange County was not available for 2006 -2008
Using Census 2000 data (the most complete dataset currently available), Orange
County had a total minority population of 28,571 compared with an overall
population of 118,227, giving the County a minority population of 24 %. For the
purposes of this calculation, all racial or ethnic groups not categorized as "Non -
Hispanic White" are considered minority groups. Using data compilations from the
Federal Financial Institutions Examination Council [FFIEC], which are based upon
FY 2014 -2015 Action Plan 18
Orange County Population: 1990 -2008
140,000
Hispanic /Latino **
120,000
® Other race
100,000
c
80,000
■ Native Hawaiian/
ca
Other Pacific Islander
c
60,000
11 Asian
a
40,000
❑American Indian/
20,000
Alaskan Native
Black /African American
0
1990 2000 2006 -2008*
® White
Year
Orange County Population: 1990-2008 [Sources: Census 1990 Summary Tape File 1, Census 2000 Summary File
1, and 2006 -2008 American Community Survey 3 -year estimates]
* Denotes Estimate
* * Data on the number of Hispanic or Latino individuals in Orange County was not available for 2006 -2008
Using Census 2000 data (the most complete dataset currently available), Orange
County had a total minority population of 28,571 compared with an overall
population of 118,227, giving the County a minority population of 24 %. For the
purposes of this calculation, all racial or ethnic groups not categorized as "Non -
Hispanic White" are considered minority groups. Using data compilations from the
Federal Financial Institutions Examination Council [FFIEC], which are based upon
FY 2014 -2015 Action Plan 18
/.'
Census 2000 data, demographic research was also conducted within Orange County
at the census tract level. This detailed level of analysis is necessary in order to
determine the existence of racial or ethnic segregation patterns and the degree to
which these minority populations are concentrated throughout the County. As
depicted in the accompanying table [Table 3] , the concentrations of minority
populations within Orange County ranges widely.
For each of the County's 22 Census tracts (as defined for the 2000 Census),
following table displays the tract's total population along with the actual number of
persons belonging to the various racial and ethnic groups. Each tract's minority
population is also shown as a percentage of the tract's total population. Minority
populations range as high as 47.1% in Tract 107.03 to 12.2% in Tract 108.02.
Similarly wide ranges exist within specific racial and ethnic groups. Whereas 2,235
Black or African Americans were counted i n Tract 1 1 1 .01 , only 133 were counted in
Tract 114. A perhaps even more striking tendency to concentrate is found among
Asians, whose population ranged from a total of just 7 in Tract 108.01 to 703 in
Tract 112.03.
Racial Composition by Orange County Census Tract
[ Source: FFI EC 2009 Population Report]
By converting raw numbers into percentages, a more useful set of statistics emerges
wherein the various Census tracts can be more directly compared with one another.
FY 2014 ®2015 Action Plan 19
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107.01
Carrboro
1938
31.73
538
708
1323
615
3
33
496
62
21
107.02
Carrboro
8510
32.35
1980
3372
5757
2753
16
354
1293
909
181
107.03
Carrboro
5170
47.12
841
2611
2734
2436
9
286
1004
1022
115
107.04
Carrboro
4614
16.88
923
2208
3835
779
11
240
286
166
76
108.01
Cedar Grove
4567
33.04
1311
1748
3058
1509
29
7
1244
178
51
108.02
Little River
4148
12.22
1308
1603
3641
507
12
12
386
57
40
109
Eno
8207
15.57
2358
3241
6929
1278
31
71
886
191
99
110
Hillsborough
5987
24.79
1610
2360
4503
1484
13
19
1178
190
84
111.01
Cheeks
6373
40.92
1838
2443
3765
2608
31
15
2235
252
75
111.02
Cheeks
4798
19.78
1358
1896
3849
949
16
41
553
247
92
112.01
Chapel Hill
7579
25.28
1886
2988
5663
1916
16
703
722
344
131
112.02
Carrboro
5043
18.5
1371
1893
4110
933
13
82
604
159
75
112.03
Bingham
5076
15.21
1400
2055
4304
772
21
17
541
136
57
113
Chapel Hill
2400
45.96
362
1127
1297
1103
7
46
917
93
40
114
Chapel Hill
3717
13.69
550
1561
3208
509
18
233
133
69
56
115
Chapel Hill
2023
20.37
447
1024
1611
412
14
55
222
91
30
116
Chapel Hill
9295
26.21
252
1773
6859
2436
50
743
1313
175
155
117
Chapel Hill
4852
18.4
394
1265
3959
893
23
318
417
49
86
118
Chapel Hill
2692
17.01
560
1144
2234
458
3
120
209
89
37
119
Chapel Hill
8419
20.05
2139
3546
6731
1688
22
576
635
315
140
121
Chapel Hill
6291
21.41
1437
2705
4944
1347
24
463
506
235
119
122
Chapel Hill
6528
18.17
1554
2645
5342
1186
6
426
395
244
115
Racial Composition by Orange County Census Tract
[ Source: FFI EC 2009 Population Report]
By converting raw numbers into percentages, a more useful set of statistics emerges
wherein the various Census tracts can be more directly compared with one another.
FY 2014 ®2015 Action Plan 19
25
The following table [Table 4] depicts the same data contained in Table 3 as
percentages. Among all tracts, the average minority tract population is 24.3 %.
Accordingly, tracts with minority population percentages greater than 30% are
considered to be unusually high and have been highlighted in yellow. Blue
highlighting has been used to designate populations within specific racial or ethnic
groups that are considerable higher than average.
Percentage Racial Composition by Orange County Census Tract
[ Source: 2009 FFI EC Census Report]
Note that a high population of a specific minority group does not necessarily indicate
a high minority tract population overall. For example, all those tracts with high
Black /African American populations are also high minority tracts but, of those tracts
where Asians concentrate in unusually high percentages, none are high in overall
minority populations.
FY 2014 ®2015 Action Plan 20
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107.01
Carrboro
1938
68.3%
31.7%
0.2%
1.7%
, !
3.2%
1.1%
107.02
Carrboro
8510
67.6%
32.4%
0.2%
4.2%
15.2%
„
2.1%
107.03
Carrboro
5170
52.9%
47.1%
0.2%
5.5%
19.4%
2.2%
107.04
Carrboro
4614
83.1%
16.9%
0.2%
5.2%
6.2%
3.6%
1.6%
Cedar
//
108.01
Grove
4567
67.0%
33.0%
„ICY
0.2%
7/ /
%
°
3.9/°
°
1.1 /°
108.02
Little River
4148
87.8%
12.2%
0.3%
0.3%
9.3%
1.4%
1.0%
109
Eno
8207
84.4%
15.6%
0.4%
0.9%
10.8%
2.3%
1.2%
110
Hillsborough
5987
75.2%
24.8%
0.2%
0.3%
19.7%
3.2%
1.4%
111.01
Cheeks
6373
59.1%
40.9%
0.5%
0.2%
,
4.0%
1.2%
111.02
Cheeks
4798
80.2%
19.8%
0.3%
0.9%
11.5%
5.1%
1.9%
112.01
Chapel Hill
7579
74.7%
25.3%
0.2%
9.5%
4.5%
1.7%
112.02
Carrboro
5043
81.5%
18.5%
0.3%
1.6%
12.0%
3.2%
1.5%
112.03
Bingham
5076
84.8%
15.2%
0.4%
0.3%
10.7%
2.7%
1.1%
%%
113
Chapel Hill
2400
54.0%
46.0%
0.3%
1.9%
,,,
3.9%
1.7%
114
Chapel Hill
3717
86.3%
13.7%
0.5%
3.6%
1.9%
1.5%
115
Chapel Hill
2023
83.1%
21.3%
j
2.8%
11.5%
4.7%
1.5%
116
Chapel Hill
9295
73.8%
26.2%
0.5%
14.1%
1.9%
1.7%
%°
_
117
Chapel Hill
4852
81.6
18.4%
0.5%
i
8.6%
1.0%
1.8%
118
Chapel Hill
2692
83.0%
17.0%
0.1%
4.5%
7.8%
3.3%
1.4%
119
Chapel Hill
8419
80.0 %°
20.0%
0.3%
; Aval / io
7.5%
3.7%
1.7%
121
Chapel Hill
6291
78.6%
21.4%
0.4%
8.0%
3.7%
1.9%
/!
122
Chapel Hill
6528
81.8%
18.2%
0.1%
,,,,,,,,,,,,, �,,,,,,,,, N
6.1%
3.7%
1.8%
Average
5374
75.9%
24.3%
0.3%
3.7%
14.4%
4.3%
1.5%
Percentage Racial Composition by Orange County Census Tract
[ Source: 2009 FFI EC Census Report]
Note that a high population of a specific minority group does not necessarily indicate
a high minority tract population overall. For example, all those tracts with high
Black /African American populations are also high minority tracts but, of those tracts
where Asians concentrate in unusually high percentages, none are high in overall
minority populations.
FY 2014 ®2015 Action Plan 20
P
Based on this Racial Composition by Census Tract data, the Census tracts with the
highest minority concentrations are Tracts 107.01 , 107.02, 107.03, 108.01 , 111.01,
and 113. In most cases, these high minority tracts have unusually high
concentrations of only one specific minority group. While tracts 107.02 and 107.03
have very high Hispanic concentrations, the concentration of other minority groups in
those tracts are generally no more than average. Similarly, tracts 107.01 , 108.01 ,
111.01, and 113 contain very high Black concentrations but other minority groups
concentrate in those tracts generally no more than average (except in Tract 108.01 ,
which has both a high Black and a high American Indian population). This indicates a
tendency of minority groups to concentrate in certain areas of the County, but not in
areas where members of any other racial or ethnic group are also concentrated.
2. Describe the basis for allocating investments geographically within the
jurisdiction (or within the EMSA for HOPWA) (91.215(a) (1)) during the next year
and the rationale for assigning the priorities.
Orange County HOME Consortium Response:
As a growing community, Orange County and the Towns of Chapel Hill, Hillsborough
and Carrboro must successfully balance a diverse array of housing and community
development issues. Given the range of competing needs, the community must
invest its scarce public resources wisely. Therefore, as a general principle, the
County will attempt to expend public funds in a way that leverages the commitment
of private sector support whenever possible. Through the public participation and
consultation process, the County has identified the community's overall goals and
priorities as follows:
• Provide decent and affordable housing for low to moderate income
households, including providing affordable rental for <30% AMI residents
• Provide housing and services for homeless populations with special needs
• Increase the capacity and scope of Public Services
3. Describe actions that will take place during the next year to address obstacles to
meeting underserved needs.
Orange County HOME Consortium Response:
The following are obstacles to meeting underserved needs in Orange County along
with the Consortium's actions that are intended to minimize the impact of these
obstacles:
• The current economic and housing crisis has decreased tax revenues for the
County and Towns. Recognizing the heightened scarcity of available public
funds, the Consortium will seek opportunities for leveraging private funds and
will fund those projects of greatest strategic importance to the Consortium.
• As mixed use /mixed income communities continue to add amenities to new
home construction, home costs continue to rise in Orange County despite the
current housing market slowdown. It is increasingly difficult to fund projects
that meet low and moderate income criteria. Orange County will continue to
FY 2014 ®2015 Action Plan 21
27
work with local groups, and municipalities, to determine the areas that qualify
for funding by researching and evaluating alternative areas.
• As the population of Orange County continues to grow, the lack of affordable
land has become a major barrier to the development of Affordable Housing,
especially when taking into account that the Town of Chapel Hill and the
County will not develop infrastructure beyond the Urban Services Boundary.
By waiving building permit fees and providing zoning incentives, the members
of the Consortium plan to minimize the obstacles to affordable housing
development.
• There are a limited number of developers and builders who are capable of
building Affordable Housing. The profit potential for middle and upscale
housing draws most builders to that range of development, leaving few
contractors willing to work in the Affordable Housing arena. Also, the high
cost of land, costly permitting fees and the length of time to get housing
projects approved is prohibitive to the development of Affordable Housing.
This obstacle will be mitigated through the waived permit fees and zoning
incentives already discussed.
4. Identify the federal, state, and local resources expected to be made available to
address the needs identified in the plan. Federal resources should include
Section 8 funds made available to the jurisdiction, Low - Income Housing Tax
Credits, and competitive McKinney -Vento Homeless Assistance Act funds
expected to be available to address priority needs and specific objectives
identified in the strategic plan.
Orange County HOME Consortium Response:
By drawing upon financial resources available to the Consortium through HUD and by
instituting or strengthening partnerships with County departments, municipalities,
and nonprofit organizations, the Consortium will have sufficient resources available
to accomplish the Plan goals.
The following table provides a conservative estimate of the total amount of funding
that is expected to be available through HUD over the course of the five years
covered by this Plan. The estimates for CDBG and HOME are based on 80% of the
current FY 2010 funding level, multiplied by five (to arrive at a cumulative five -year
figure). CDBG and HOME Program Income estimates are based on 80% of the
projections listed in the Consortium's 2009 Annual Action Plan. The estimate for
HOME Matching Funds is 25% (the minimum amount of match required) of the five -
year HOME estimate.
Grant Program
Amount
CDBG (Town of Chapel Hill)*
$2,533,620
CDBG Program Income **
$29,352
HOME (Orange County Consortium)*
$2,913,108
HOME Program Income **
$204,232
HOME Matching Funds*
$728,277
TOTAL
$6,408,589
* 80% of FY2010 allocations for the next 5 years
* * 80% of average program income over the past 5 years
FY 2014 -2015 Action Plan 22
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Strategic partners who will assist in the implementation and management of the Plan
include the following:
Orange Count
The Town of Chapel Hill
The Town of Carrboro
The Town of Hillsborough
The Community Home Trust
Habitat for Humanity of Orange Count , NC
InterFaith Council for Social Service
Orange Congregations in Mission
The Joint Orange-Chatham Community Action Agency
EmPOWERment, Inc.
USDA/Rural Development
Chapel Hill Training & Outreach Agency
Chapel Hill- Carrboro YMCA
Inter - Church Council Housing Corporation
Housing for New Hope
CASA
Volunteers for Youth
Weaver Community Housing Association
Managing the Process
1. Identify the lead agency, entity, and agencies responsible for administering
programs covered by the consolidated plan.
Orange County HOME Consortium Response:
The Orange County Consortium is made up of several local government entities.
These entities have various responsibilities for administering programs and activities
through a variety of departments as described below.
Orange County is responsible for administration of the Section 8 program for the
County, the CDBG Small Cities program and serves as the lead agency for the
Orange County HOME Consortium.
The Town of Chapel Hill is the administrator of the Town's CDBG entitlement
program. The Town also conducts long -range planning and policy design for housing
development and implements the Town's Inclusionary Zoning and affordable housing
program.
The Town of Carrboro administers the Carrboro CDBG Small Cities program and the
planning department is responsible for planning and policy design for housing
development. The Town also has a successful revolving loan fund for small
businesses.
The Town of Hillsborough is responsible for planning and policy development for the
Town.
FY 2014 -2015 Action Plan 23
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2. Identify the significant aspects of the process by which the plan was developed,
and the agencies, groups, organizations, and others who participated in the
process.
Orange County HOME Consortium Response:
Most of the nonprofit organizations work closely together on housing issues. Local
government staffs work with the nonprofits on a regular basis, since many nonprofit
activities are supported with local funds. The following organizations provided a key
role in the development of this 5 -year Consolidated Plan:
• Community Home Trust is a housing development corporation, whose
operating budget is funded by Orange County, Chapel Hill and Carrboro. The
organization utilizes the land trust model for homeownership to create
permanently affordable housing opportunities for Orange County residents.
• Habitat for Humanity of Orange County is a strong local affiliate of the
national organization and strives to develop affordable units within Orange
County, the Town of Hillsborough and Town of Chapel Hill.
• I nterFaith Council for Social Service (I FC) operates a homeless shelter and
is a chief advocate for the homeless population. IFC also offers a program to
prevent homelessness through financial assistance to families that are at risk of
losing their permanent housing.
• Orange Congregations in Mission serves northern Orange County, offering
programs that prevent homelessness through financial assistance to families that
are at risk of losing their permanent housing.
• The Joint Orange- Chatham Community Action Agency is a local community
action agency offering a wide variety of rehabilitation, weatherization, counseling
and financial assistance to very low- income families.
• EmPOWERment, Inc. is a community development corporation that promotes
models of community building, problem solving and social action to mobilize low -
income communities to build shared vision and power for community change.
• Community Alternatives for Supportive Abodes (CASA) is a non - profit a
developer of affordable multi -unit rental properties for residents who are low -
income or have mental and /or physical disabilities.
Private I ndustry
Private lenders (especially those interested in achieving the lending goals of the
Community Reinvestment Act), public lenders like Rural Development, builders,
realtors and developers, are entities whose assistance is crucial to the success of
housing initiatives undertaken in Orange County.
Utility companies develop construction and energy conservation standards to reduce
energy costs. They also provide information and training on energy- saving practices
in home, such as how to install insulation and weather stripping. Low - interest loans
are available from utility companies for the purchase and installation of insulation,
high efficiency heat pumps and other energy conservation measures.
FY 2014 -2015 Action Plan 24
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Public Housing Authorities
The Town of Chapel Hill Department of Housing operates 336 conventional public
housing units.
The Orange County Housing Authority Board operates the Section 8 Housing Voucher
Program. The program provides approximately 623 vouchers to low income families.
The Orange County Board of Commissioners appoints a seven member Housing
Authority Board who serves as the governing board and the managerial affairs of the
County conform to applicable County ordinances and policies. A resident advisory
board has been established to include Section 8 residents in the decision - making
process. The Orange County Housing Authority Board of Commissioners sets policy
for the public housing functions and approves the Annual Public Housing Agency
Plan.
3. Describe actions that will take place during the next year to enhance coordination
between public and private housing, health, and social service agencies.
Orange County HOME Consortium Response:
The existing coordination of services has been enhanced with the creation of the
Orange County HOME Consortium whose members include Orange County, Carrboro,
Chapel Hill and Hillsborough.
Additionally, in an effort to facilitate communication with other local housing
nonprofit organizations, the members of the HOME Program Consortium will convene
semi - annual meetings with these organizations. Items shared during these meetings
will include clarification of federal and state housing program regulations and
discussion of local housing programs and initiatives.
Citizen Participation
1. Provide a summary of the citizen participation process.
Orange County HOME Consortium Response:
Participation of the general public and also public organizations is extremely
important to HUD and to the development of a consolidated plan. To maximize
citizen participation, Orange County held a public hearing on February 5, 2013 to
receive citizen comments regarding the Annual Action Plan. The public hearing was
advertised in local newspapers in advance. The meetings were held in Orange County
at the following location.
Tuesday, February 4, 2014
Hillsborough Commons - DSS Conference Room
106 Mayo Street
Hillsborough, NC 27278
7:00 P.M.
Additionally, the Town of Chapel Hill conducted two public forums. The meetings
were advertised in the local newspapers and on the Town's website:
FY 2014 -2015 Action Plan 25
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Wednesday, February 24 2014
Wednesday, May 12, 2014
Town Council Public Forum
Town Hall Council Chambers
405 Martin Luther King Blvd.
Chapel Hill, NC 27514
7:00 P.M
A draft of the Annual Action Plan was made available on the Orange County, Town of
Hillsborough, Town of Chapel Hill and Town of Carrboro websites for review and in
the office of the Orange County Housing, Human Rights and Community
Development Department.
2. Provide a summary of citizen comments or views on the plan.
Comments from the Orange County Board of County Commissioners
February 4, 2014 board meeting:
Robert Dowling, Executive Director of the Community Home Trust indicated that they
would request $50,000 in HOME funds to subsidize town homes in the Ballantine,
South Grove and Burch Kove developments, and $100,000 in HOME funds for
construction costs in the Waterstone development. The Community Home Trust will
request $18,000 for operational expenses.
Susan Levy, Executive Director of Habitat for Humanity, Inc., stated that Habitat
woud request $250,000 in HOME funds for second mortgage assistance in the
Northside in Chapel Hill, Fairview in Hillsborough and Tinnin Woods subdivision in
Efland Cheeks Township, Efland, NC.
Mary Jean Seyda, Chief Operating Officer of CASA stated they will request $25,000
for operational expenses.
Summary of Comments from February 24, 2014
Community Development and HOME Program Pubic Forum
1. Will goeight, a representative of the Chapel Hill- Carrboro Y's Afterschool Outreach
Program, shared that the program is overseen by an outreach counselor, serves 12
youth, and provides one -to -one tutoring.
2. Susan Levy, the Executive Director of Habitat for Humanity, requested $130,000 in
Community Development funding for use in the Northside and Pine Knolls
neighborhoods. Habitat for Humanity has requested $55,000 to purchase a lot on Craig
Street which is owned by Self -Help; this lot would be used for homeownership. Habitat
for Humanity is also requesting $75,000 for the A Brush With Kindness program; Habitat
has completed sixA Brush With Kindness homes in Northside and one in Pine Knolls.
3. Kathy Atwater supported the allocation of Community Development Block funds to
Habitat for Humanity to be used for the A Brush With Kindness program.
4. Aaron Bachenheimer supported the allocation of Community Development Block funds
to Habitat for Humanity to be used for the A Brush With Kindness program.
FY 2014 -2015 Action Plan 26
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5. Janie Alston supported the allocation of Community Development Block funds to
Habitat for Humanity to be used for the A Brush With Kindness program.
6. Mary Jean Seyda, the Chief Operations Officer for CASA, shared that CASH is a member
of the Orange County Partnership to End Homelessness. CASAwould use the
Community Development funds for affordable rental housing that supportsvery low
income individualswith disabilities and veterans. The 2013 -2014 Community
Development funds provided by the Town allowed CASAto keep their units open. 9ie
encouraged the dedication of money for affordable housing.
7. Fbbert Dowling, the Executive Director for the Community Home Trust, stated that
there isa need for a local source of money for affordable housing. He said that the
Community Home Trust has 220 homes. The Community Home Trust has requested
$50,000 of Community Development and HOM Efunds for the Homebuyer Assistance
Program. The organization has also requested $100,000 in HOM Efunds for the
Waterstone development in Hillsborough and $18,000 in HOMEfundsfor operating
costs.
8. Delores Bailey, the Executive Director of EmPOVVERnent, Inc., requested $10,000 of
Community Development funds for the Career Explorers program which services youth
from the ages of 16 to 21.
Provide a summary of efforts made to broaden public participation in the
development of the consolidated plan, including outreach to minorities and non -
English speaking persons, as well as persons with disabilities.
Orange County HOME Consortium Response:
The public hearings were held in central locations in the County that are accessible to
public transportation lines. All facilities were ADA accessible and a Spanish
interpreter was available upon request.
Public Notices were published in local newspapers and online on the County and
Towns' websites, which included the location and time of the public hearing.
The FY 2014 -2015 Annual Action Plan was available for public review and comment.
Provide a written explanation of comments not accepted and the reasons why
these comments were not accepted.
Orange County HOME Consortium Response:
All comments were received, none were rejected. As such, all public comments
received were incorporated into the Annual Plan Update as appropriate.
FY 2014 -2015 Action Plan 27
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I nstitutional Structure
1. Describe actions that will take place during the next year to develop institutional
structure.
Orange County HOME Consortium Response:
With the creation of the Community Home Trust, Orange County, Chapel Hill,
Carrboro and Hillsborough demonstrated the desire to cooperate among the several
jurisdictions to provide the best housing assistance that will serve the low- income
residents of Orange County. With respect to coordination of resources, funded
agencies will communicate with appropriate staff regarding projects in progress,
applications submitted to state and federal funding agencies, programs that are
particularly successful or troublesome, and other sharing of information and sources
of funds.
Monitoring
1. Describe actions that will take place during the next year to monitor its housing
and community development projects and ensure long -term compliance with
program requirements and comprehensive planning requirements.
Orange County HOME Consortium Response:
To insure that each recipient of HOME, CDBG, and other federal funds operates in
compliance with applicable federal laws and regulations, Orange County and the
Town will continue to implement a monitoring strategy that closely reviews
subrecipient activities and provides extensive technical assistance to prevent future
compliance issues.
The Orange County Consortium will implement a risk analysis matrix for monitoring
all appropriate CDBG /HOME subrecipients for each Fiscal Year (FY). This risk analysis
closely mirrors the Community Planning Development (CPD) Notice 04 -01, Issued
February 2, 2004 and CPD Notice 02 -11, which delineates the relevant factors to
monitor for determining the risk level for the Consortium or subrecipients. Once
projects have been approved and subrecipients have been issued subrecipient
agreements, the staff conducts a four page risk analysis worksheet that looks at
Financial Capacity; Management; Planning and National Objectives.
Each subrecipient is graded and its score is listed in one (1 ) of three categories: low
risk: 0 -30 points; moderate risk: 31 -50 points; and high risk: 51 -100 points. Based
on the scoring for each subrecipient, the Consortium determines its annual
monitoring schedule based on the number of moderate and high risk subrecipients.
As a general rule, the staff will monitor on -site all moderate and high risk
subrecipients on an annual basis, typically at the midway point of the Fiscal Year.
Conversely, the low -risk subrecipients are monitored on -site every other Fiscal Year
during the same timeframe, and desk reviews are conducted throughout the year.
When a subrecipient's risk assessment calls for an on -site monitoring, the following
procedures are followed:
• The PJ reviews its own files on the subrecipient to be monitored, particularly
quarterly reports, performance agreements, and payment requests.
• A visit is made to the subrecipient. PJ staff meets with subrecipient staff,
reviews financial and administrative management, and visits program sites.
FY 2014 -2015 Action Plan 28
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Documents requested of the subrecipient may include: personnel policies;
annual audit; by -laws; fidelity bond; insurance policy; financial policies;
tenant selection policies; and marketing strategy.
• An exit conference is held with subrecipient staff to discuss concerns and
recommendations and to give the subrecipient agency an opportunity to ask
questions or clarify policies.
• The PJ prepares a draft of the monitoring assessment letter to the
subrecipient agency's Director for review. The subrecipient is given the
opportunity to make corrections or provide additional information.
• Formal assessment letter is sent from the PJ to Director and Board
Chairperson for the subrecipient.
• Staff presents the monitoring letter at a regularly scheduled Board meeting to
respond to questions or concerns.
• The subrecipient submits its response to the assessment letter.
In order to facilitate desk - reviews of subrecipients who are not monitored on -site,
subrecipients are required to submit detailed regular reports that describe the
progress of their programs, including rates of expenditure. Quarterly report deadlines
are: April 15th (Jan -Mar); July 15th (Apr- June); October 15th (July- Sept); and Jan
15th (Oct -Dec). Final reports include a summary of the program's
accomplishments — including the actual number of beneficiaries —and a description of
how funds were used. In certain situations, such as rental housing development,
annual reports (due July 15) may be required after the project is completed for the
duration of the affordability period.
Each subrecipient is graded and its score is listed in one ( 1 ) of three categories: low
risk: 0 -30 points; moderate risk: 31 -50 points; and high risk: 51 -100 points. Based
on the scoring for each subrecipient, the Consortium determines its annual
monitoring schedule based on the number of moderate and high risk subrecipients.
As a general rule, the staff will monitor on -site all moderate and high risk
subrecipients on an annual basis, typically at the midway point of the Fiscal Year.
Conversely, the low -risk subrecipients are monitored on -site every other Fiscal Year
during the same timeframe, and desk reviews are conducted throughout the year.
When a subrecipient's risk assessment calls for an on -site monitoring, the following
procedures are followed:
• The PJ reviews its own files on the subrecipient to be monitored, particularly
quarterly reports, performance agreements, and payment requests.
• A visit is made to the subrecipient. PJ staff meets with subrecipient staff,
reviews financial and administrative management, and visits program sites.
Documents requested of the subrecipient may include: personnel policies;
annual audit; by -laws; fidelity bond; insurance policy; financial policies;
tenant selection policies; and marketing strategy.
• An exit conference is held with subrecipient staff to discuss concerns and
recommendations and to give the subrecipient agency an opportunity to ask
questions or clarify policies.
• The PJ prepares a draft of the monitoring assessment letter to the
subrecipient agency's Director for review. The subrecipient is given the
opportunity to make corrections or provide additional information.
• Formal assessment letter is sent from the PJ to Director and Board
Chairperson for the subrecipient.
• The subrecipient submits its response to the assessment letter.
FY 2014 -2015 Action Plan 29
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In order to facilitate desk - reviews of subrecipients who are not monitored on -site,
subrecipients are required to submit detailed regular reports that describe the
progress of their programs, including rates of expenditure. Quarterly report deadlines
are: April 15th (Jan –Mar); July 15th (Apr– June); October 15th (July– Sept); and Jan
15th (Oct –Dec). Final reports include a summary of the program's
accomplishments — including the actual number of beneficiaries —and a description of
how funds were used. In certain situations, such as rental housing development,
annual reports (due July 15) may be required after the project is completed for the
duration of the affordability period.
Lead -based Paint
1 . Describe the actions that will take place during the next year to evaluate and
reduce the number of housing units containing lead -based paint hazards in order
to increase the inventory of lead -safe housing available to extremely low- income,
low- income, and moderate - income families, and how the plan for the reduction of
lead -based hazards is related to the extent of lead poisoning and hazards.
Orange County HOME Consortium Response:
In Orange County, evaluations (risk assessments) of lead -based paint in housing
units will be conducted by on a case -by -case basis and lead abatement will be
prescribed as needed for dwellings targeted for rehabilitation. In addition, all assisted
housing tenants will be informed of the hazards of lead -based paint. The Orange
County Health Department will provide ongoing consultation to local housing staff.
FY 2014 -2015 Action Plan 30
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Specific Housing Objectives
Please also refer to the Housing Needs Table in the Needs.xls workbook.
1 . Describe the priorities and specific objectives the jurisdiction hopes to achieve
during the next year.
Orange County HOME Consortium Response:
Orange County plans to achieve the following objectives during the next year,
dependent on available funding:
Affordable Rental Housing Rehabilitated: 6
First -time homebuyers assisted: 16
4
The County will examine options that will promote higher density, mixed -use
development, and the preservation of open space.
2. Describe how Federal, State, and local public and private sector resources that
are reasonably expected to be available will be used to address identified needs
for the period covered by this Action Plan.
Orange County HOME Consortium Response:
HOME Proaram
New Construction — Community Home Trust $64,481
Homebuyer Assistance — Community Home Trust $11,777
Operations Support - CASA $5,800
Housing Rehabilitation —WCHA $30,374
Habitat for Humanity $250,000
Administration $35,154
FY 2014 -2015 Action Plan 31
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Needs of Public Housing
1 . Describe the manner in which the plan of the jurisdiction will help address the
needs of public housing and activities it will undertake during the next year to
encourage public housing residents to become more involved in management and
participate in homeownership.
Orange County HOME Consortium Response:
Key activities of the Chapel Hill Department of Housing are:
Administration
1. To manage the public housing apartments in accordance with the HUD
guidelines and policies of the Town of Chapel Hill.
2. To provide staff support to the Public Housing Advisory Board.
3. To administer the Housing Capital Fund.
Resident Services
1. To recertify eligibility for public housing tenancy every 12 months.
2. To continue to provide financial and homeownership training opportunities for
participants in the Transitional Housing Program.
Maintenance
1. To maintain the public housing apartments in a decent, safe, and sanitary
condition.
2. To continue to refurbish public housing apartments.
3. To complete preventative maintenance, safety inspections, and repairs in all
336 housing units.
2. If the public housing agency is designated as "troubled" by HUD or otherwise is
performing poorly, the jurisdiction shall describe the manner in which it will
provide financial or other assistance in improving its operations to remove such
designation during the next year.
Orange County HOME Consortium Response:
This is not applicable as there are not troubled agencies within Orange County or any
of its municipalities.
Barriers to Affordable Housing
1 . Describe the actions that will take place during the next year to remove barriers
to affordable housing.
Orange County HOME Consortium Response:
To address the Impact Fee, the Orange County Board of Commissioners adopted an
impact fee reimbursement policy, which provides funds to nonprofit housing
developers constructing rental and owner - occupied housing. This enables non - profits
to pay these fees without passing the costs on to the prospective renters or
homebuyers. With this reimbursement, the Board works to alleviate barriers to
affordable housing.
FY 2014 -2015 Action Plan 32
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Strategies have been designed to help eliminate or reduce the impact of the
identified barriers. The following recommendations included in the Al promote fair
housing for the Orange County Consortium:
• Increase the educational opportunities and provide training relating to Fair
Housing through workshops, forums and presentations
• Target specific protected groups for fair housing information
• Continue to consult with local lending institutions
• Provide training to housing providers and consumers about their obligations and
rights.
• Continue to work with the County and Town governments to develop appropriate
legislation and ordinances to assist with the development of affordable housing
• Monitor and track the Inclusionary Zoning Ordinance enacted by the Town of
Chapel Hill for effectiveness in the development of affordable housing and utilize
as a model ordinance for adoption by the Towns of Carrboro and Hillsborough and
Orange County for implementation if positive results are determined.
The affordable housing provisions of the proposed Inclusionary Zoning Ordinance'
drafted by the Town of Chapel Hill apply to homeownership developments in any
of the following categories:
• Single- family or two family development, or subdivision of land to create
residential lots that involve:
❖ at least 5 single - family dwelling units or 2- family dwelling units; or
❖ at least 5 single - family lots; or
❖ two - family lots in which six (6) or more residential units are allowed
by the Chapel Hill Land Use Management Ordinance, either individually
or as part of the same subdivision.
• Multi- family unit developments that create at least 5 multi - family dwelling
units; or
• Renovation or reconstruction of an existing building that contains multi - family
dwelling units, and that increases the number of dwelling units from the
number of dwelling units in the original structure by at least 5; or
• Any change in use of all or part of an existing building from a non - residential
use to a residential use that has at least 5 dwelling units.
For development applications involving any of the above, provisions for affordable
housing must be included as part of the development proposal.
As with other types of development, Orange County's supply of affordable
housing is dictated by a variety of factors, the most significant being project
affordability, availability of land and infra - structure, developer preference for
building high -end housing, and government regulation. To address the
Educational Impact Fee, the Orange County Board of Commissioners adopted an
impact fee reimbursement policy, which provides funds to non - profit housing
developers constructing rental and owner - occupied housing to enable them to
' Chapel Hill, North Carolina Draft Inclusionary Zoning Ordinance Ideas for Administrative Manual,
February 16, 2010, http : / /www.townofchapelhill.com.
FY 2014 -2015 Action Plan 33
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pay the fee without passing the cost to the prospective renters or homebuyers.
With this reimbursement, the Board works to alleviate barriers to affordable
housing.
HOME/ American Dream Down payment Initiative (ADDI )
1. Describe other forms of investment not described in § 92.205(b).
Orange County HOME Consortium Response:
The Consortium does not propose to invest HOME funds in activities that are not
described in § 92.205(b).
2. If the participating jurisdiction (PJ) will use HOME or ADDI funds for
homebuyers, it must state the guidelines for resale or recapture, as required
in § 92.254 of the HOME rule.
Orange County HOME Consortium Response:
All properties receiving financial assistance from Orange County for homeownership
activities must ensure that the housing remain affordable to families with incomes of
80% or less of the area median for at least 99 years from the date of initial
assistance.
Riaht of First Refusal
A right of first refusal or right to purchase is accomplished by means of a Declaration
of Restrictive Covenants on the property purchased by the first -time homebuyer. Any
assignment, sale, transfer, conveyance or other disposition of the property will not
be effective unless the following procedures are followed.
If the original homebuyer or any subsequent qualified homebuyer contemplates a
transfer to a non low- income household, the buyer must send Orange County and /or
the sponsoring nonprofit organization a notice of intent to sell at least 90 days before
the expected closing date. If Orange County and /or the sponsoring nonprofit
organization elect to exercise its right of refusal, it will notify the buyer within 30
days of its receipt of the notice and will purchase the property within 90 days.
If neither Orange County nor the sponsoring nonprofit organization advises the buyer
in a timely fashion of its intent to purchase the property, then the Buyer is be free to
transfer the property in accordance with the equity sharing provisions described
below.
Eauity Sharina
Orange County provides its financial assistance as deferred second loans secured by
a 40 -year Deed of Trust and Promissory Note, forgivable at the end of 40 years.
This Deed of Trust and Promissory Note constitute a lien on the property,
subordinate only to private construction financing or permanent first mortgage
financing.
The 99 year period of affordability for each individual housing unit is secured by a
declaration of restrictive covenants that incorporate a right of first refusal that may
be exercised by a sponsoring nonprofit organization and /or Orange County. This
FY 2014 -2015 Action Plan 34
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declaration of restrictive covenants is further secured by a deed of trust. The
nonprofit organization and /or the County are responsible for compliance with the
affordability requirement throughout the affordability period, unless affordability
restrictions are terminated due to the sale of the property to a non - qualified buyer.
If the buyer no longer uses the property as a principal residence or is unable to
continue ownership, then the buyer must sell, transfer or otherwise dispose of their
interest in the property to a new homebuyer whose annual income does not exceed
80% of the area median. However, if the property is sold during the affordability
period to a non - qualified homebuyer to be used as their principal residence, the net
sales proceed S2 or "equity" will be divided equally between the seller and the County.
If the initial County contribution does not have to be repaid because the sale occurs
more than 40 years after the County contribution is made, then the seller and the
County will divide the entire equity realized from the sale.
Any proceeds from the recapture of funds will be used to facilitate the acquisition,
construction, and /or rehabilitation of housing for the purposes of promoting
affordable housing.
3. If the PJ will use HOME funds to refinance existing debt secured by
multifamily housing that is that is being rehabilitated with HOME funds, it
must state its refinancing guidelines required under § 92.206(b). The
guidelines shall describe the conditions under which the PJ will refinance
existing debt. At a minimum these guidelines must:
a. Demonstrate that rehabilitation is the primary eligible activity and ensure
that this requirement is met by establishing a minimum level of
rehabilitation per unit or a required ratio between rehabilitation and
refinancing.
b. Require a review of management practices to demonstrate that
disinvestments in the property has not occurred; that the long -term needs
of the project can be met; and that the feasibility of serving the targeted
population over an extended affordability period can be demonstrated.
c. State whether the new investment is being made to maintain current
affordable units, create additional affordable units, or both.
d. Specify the required period of affordability, whether it is the minimum 15
years or longer.
e. Specify whether the investment of HOME funds may be jurisdiction -wide
or limited to a specific geographic area, such as a neighborhood identified
in a neighborhood revitalization strategy under 24 CFR 91.21 5(e)(2) or a
Federally designated Empowerment Zone or Enterprise Community.
f. State that HOME funds cannot be used to refinance multifamily loans
made or insured by any federal program, including CDBG.
RECAPTURE PROVI SI ONS
The HOME recapture provisions are established at §92.253(a)(5)(ii), and unlike the
resale approach, permit the original homebuyer to sell the property to any willing
buyer during the period of affordability while the PJ is able to recapture all or a
2 New sales proceeds equals the gross sales price less selling costs, the unpaid principal amount
of the original first mortgage and the unpaid principal amount of the initial County contribution and
any other initial government contribution secured by a deferred payment promissory note and
deed of trust.
FY 2014 -2015 Action Plan 35
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portion of the HOME - assistance provided to the original homebuyer. Two key
concepts in the recapture requirements — direct subsidy to the homebuyer and net
proceeds - must be understood in order to determine the amount of HOME
assistance subject to recapture, and the applicable period of affordability on the unit.
The recapture approach requires that all or a portion of the direct subsidy provided
to the homebuyer be recaptured from the net proceeds of the sale.
Direct HOME subsidy is the amount of HOME assistance, including any program
income that enabled the homebuyer to buy the unit. The direct subsidy includes
down payment, closing costs, interest subsidies, or other HOME assistance provided
directly to the homebuyer. In addition, direct subsidy includes any assistance that
reduced the purchase price from fair market value to an affordable price. If HOME
funds are used for the cost of developing a property and the unit is sold below fair
market value the difference between the fair market value and the purchase price is
considered to be directly attributable to the HOME subsidy.
Net proceeds are defined as the sales price minus superior loan repayment (other
than HOME funds) and any closing costs. Under no circumstances can the PJ
recapture more than is available from the net proceeds of the sale.
Recapture provisions cannot be used when a project receives only a development
subsidy and is sold at fair market value, because there is no direct HOME subsidy to
recapture from the homebuyer. Instead, resale provisions must be used.
The recapture option is used by most PJs because it is generally easier to administer
than the resale option. The recapture option works well when the sale of the
property will most likely preserve affordability without the imposition of resale
restriction.
Homebuyer housing with a recapture agreement is not subject to the affordability
requirements after the PJ has recaptured the HOME funds in accordance with its
written agreement. If the ownership of the housing is conveyed pursuant to a
foreclosure or other involuntary sale, the PJ must attempt to recoup any net
proceeds that may be available through the foreclosure sale. Because all recapture
provisions must be limited to net proceeds, the PJ's repayment obligation is limited
to the amount of the HOME subsidy, if any, that it is able to recover.
The written agreement between the homebuyer and the PJ, as well as mortgage and
lien documents are typically used to impose the recapture requirements in HOME -
assisted homebuyer projects under recapture provisions. The purpose of these
enforcement mechanisms is to ensure that the PJ recaptures the direct subsidy to
the HOME - assisted homebuyer if the HOME - assisted property is transferred. Unlike
the resale option, deed restrictions, covenants running with the land, or other similar
mechanisms are not required by the HOME rule to be used in homebuyer projects
under the recapture option. However, many PJ's choose to use these mechanisms for
enforcing the affordability period and as notification of the transfer of the property.
Orange County HOME Consortium Response:
The Consortium does not propose to use HOME Program funds to refinance existing
debt (including debt secured by multi - family housing rehabilitated with HOME funds);
this question is not applicable.
4. If the PJ is going to receive American Dream Down payment Initiative (ADDI)
funds, please complete the following narratives:
42
a. Describe the planned use of the ADDI funds.
b. Describe the PJ's plan for conducting targeted outreach to residents and
tenants of public housing and manufactured housing and to other families
assisted by public housing agencies, for the purposes of ensuring that the
ADDI funds are used to provide down payment assistance for such
residents, tenants, and families.
c. Describe the actions to be taken to ensure the suitability of families
receiving ADDI funds to undertake and maintain homeownership, such as
provision of housing counseling to homebuyers.
Orange County HOME Consortium Response:
The Consortium will not receive ADDI funds; this question is not applicable.
5. Describe the policy and procedures the PJ will follow to affirmatively market
housing containing five or more HOME - assisted units.
Orange County HOME Consortium Response:
The County of Orange has adopted the following HOME Affirmative Marketing Policy
for use in the Orange County HOME Program in accordance with 24 CFR 92.351. The
policy applies to all rental and homebuyer projects containing five or more HOME -
assisted units.
1. Methods for informing the public, owners, investors and potential
tenants about fair housing law and affirmative marketing policy.
a. Application or proposal packets for HOME projects will include a fair housing
brochure and language that discrimination in housing is prohibited. A copy of
the County's Civil Rights Ordinance (that includes Fair Housing) and the
Affirmative Marketing Policy will be available upon request.
b. All newspaper advertisements and brochures used to publicize the HOME
program and solicit participation from the public will display the Equal Housing
Opportunity logo. In addition, an Equal Housing Opportunity Poster is on display
in the Housing and Community Development office and discrimination complaint
forms are made available to the public.
2. Requirements and practices that owners must follow to comply with
affirmative marketing.
Any method used by an owner to advertise a unit for sale or rent must indicate
the owner's adherence to fair housing practices. This could be demonstrated by
using the Equal Housing Opportunity logo or phrase.
3. Procedures to be used to inform and solicit applications from persons in
the housing market area that are not likely to apply.
a. The Housing, Human Rights and Community Development Department will
conduct outreach to very low income and minority neighborhoods. Flyers and
brochures will be distributed to community centers and community based non-
profit organizations. Applications will periodically be taken at sites within the
neighborhoods to give homeowners with transportation difficulties the
opportunity to apply for HOME assistance. Special presentations regarding the
FY 2014 -2015 Action Plan 37
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HOME projects will be made periodically to churches and community groups and
other similar groups.
All rental vacancies on HOME assisted units must be reported to the County's
Housing and Community Development office to be posted and made available to
the public. Low - income persons applying for or receiving housing assistance use
the property listings to locate housing units. Since the County receives referrals
from other social service agencies, this should assure that very low income,
minority or homeless families would have the opportunity to be informed of
available rental units.
4. Documentation by County and owners to assess results of efforts to
affirmatively market units.
a. The Housing and Community Development Department will maintain an
Affirmative Marketing File in which all notices to the media, public service
announcements, news articles, and paid advertisements are kept.
b. The Housing and Community Development Department has developed a rental
rehabilitation application form to be used by landlords in accepting applications
from prospective tenants. The purpose of this form is:
1. To assist the landlord in gathering information such as rent history and
employment, etc.
2. To provide notice that the owner adheres to fair housing practices and to
encourage citizens to report any discrimination to the Housing and
Community Development Department. This will be another means of
notifying the public of their fair housing rights.
3. Data concerning the family's race, ethnic group, sex and age of head of
household will be requested with an explanation that the information is
being collected voluntarily to assure non - discrimination in leasing the unit.
4. To provide the owner a means of documenting compliance with affirmative
marketing, the owner will be required to retain these applications and
submit them to the Housing and Community Development office as each
vacancy is filled.
C. Owners are required to submit a copy of all published rental or resale
advertisements as documentation of compliance with the Affirmative
Marketing Plan.
5. Description of how an owner's efforts will be assessed and what
corrective actions will be taken when an owner fails to follow
affirmative marketing.
a. Initial leasing of all units will be monitored closely to assure that lower income
families initially occupy all units and that affirmative marketing was used. In
those units leased to tenants unassisted through Section 8 vouchers, the rental
application forms will be reviewed to determine the effectiveness of
advertisements and outreach attempts. Annually, the tenants in each HOME
FY 2014 -2015 Action Plan 38
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rental rehabilitation unit will be recertified as an eligible low or moderate - income
household.
First time homebuyers assisted through the HOME program will be required to
comply with all fair housing practices in the sale of their property. Homeowners
will be monitored annually during their periods of affordability for compliance
with all HOME program requirements.
b. Each owner's affirmative marketing attempts will be assessed annually. If a
blatant disregard of the policies has been demonstrated, the Housing and
Community Development Department will refer the matter to the Department of
Human Rights and Relations to be considered as a possible violation of the
County's Civil Rights Ordinance.
As a last resort, after counseling and continued lack of compliance, an owner may be
required to repay, upon demand, the HOME assistance received from the County.
The owner's agreement will clearly state the procedures and reasons for the County
to declare an owner in default of the terms of the agreement thereby calling the
promissory note due for immediate payment.
FY 2014 -2015 Action Plan 39
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Specific Homeless Prevention Elements
Please also refer to the Homeless Needs Table in the Needs.xls workbook.
Sources of Funds — Identify the private and public resources that the jurisdiction
expects to receive during the next year to address homeless needs and to
prevent homelessness. These include the McKinney -Vento Homeless Assistance
Act programs, other special federal, state and local and private funds targeted to
homeless individuals and families with children, especially the chronically
homeless, the HUD formula programs, and any publicly -owned land or property.
Please describe, briefly, the jurisdiction's plan for the investment and use of
funds directed toward homelessness.
Orange County HOME Consortium Response:
The Consortium expects to utilize the following funding sources during the next year to
address the homeless needs identified:
❑ Orange County Consortium
➢ HOME funds: $ 0
❑ Town of Chapel Hill
➢ CDBG funds:
$ 10,000
Total $ 10,000
2. Homelessness —In a narrative, describe how the action plan will address the
specific objectives of the Strategic Plan and, ultimately, the priority needs
identified. Please also identify potential obstacles to completing these action
steps.
Orange County HOME Consortium Response:
The Continuum will continue working to create a less fragmented service system with
fewer gaps in services. The overall coordination of the range of services offered by
the Continuum is enhanced through strong community partnerships, community
education, and development of an HMIS system, and partnerships with various local,
state and federal groups that address the many factors impacting homelessness in
the community.
The Orange County Continuum of Care continues to strive toward the goals laid out
in Orange County's 10 -Year Plan to End Chronic Homelessness. These goals, which
have been incorporated into this Consolidated Plan, include adding additional
permanent housing, implementing an HMIS system and facilitating community
discussion of homeless issues.
3. Chronic homelessness —The jurisdiction must describe the specific planned action
steps it will take over the next year aimed at eliminating chronic homelessness
by 2014. Again, please identify barriers to achieving this.
FY 2014 -2015 Action Plan 40
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Orange County HOME Consortium Response:
The following are the strategies outlined in the CoC's 10 -Year Plan to End
Homelessness to reduce Chronic Homelessness. The Orange County Consortium is
adopting these strategies and incorporating them into its Consolidated Plan.
• Strategy 1.1: Establish an assertive street outreach program that targets
unsheltered homeless people at natural gathering places throughout Orange
County.
• Strategy 1 .2: Establish an outreach system in Northern Orange County that
uses the congregate feeding programs as a place to begin identifying those
who are chronically homeless in the rural part of the county.
• Strategy 1.3: Create an Assertive Community Treatment (ACT) Team that
targets those who are chronically homeless and integrates the team with the
above outreach efforts.
• Strategy 1.4: Ensure that both inpatient and outpatient substance abuse
treatment is made available to those chronically homeless individuals who
desire that service. If inpatient treatment is necessary, make sure that
permanent housing is not lost during the inpatient stay.
• Strategy 1.5: Identify strategies designed to address the needs for shelter
and services for individuals with complex behaviors that result in being
banned from kitchen /shelter services.
• Strategy 1.6: Sheltered chronically homeless people will be able to move
into permanent housing by receiving the services necessary for them to
obtain and maintain permanent housing.
• Strategy 1.7: 40 units will be rehabbed /rented /built to provide permanent
supportive housing (including the use of Assertive Community Treatment
Teams) for the chronic homeless in Orange County within the first 3 -5 years
of the plan.
• Strategy 1.8: Ensure that nonprofit developers have the organizational and
financial capacity to create new housing units within the community for the
chronically homeless.
• Strategy 1.9: Identify a wide variety of sites for housing the chronically
homeless throughout the county in the most fair and effective places within
the county.
• Strategy 1 .10: Establish a rigorous evaluation mechanism that measures the
cost of individuals who are chronically homeless before and after they are
receiving housing and support services.
4. Homelessness Prevention —The jurisdiction must describe its planned action steps
over the next year to address the individual and families with children at
imminent risk of becoming homeless.
FY 2014 -2015 Action Plan 41
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Orange County HOME Consortium Response:
Goal 3: Prevent Homelessness
• Strategy 3.1: Youth aging out of the foster care system will maintain a
relationship with human services in order to prevent homelessness.
• Strategy 3.2: Begin examining the data and relevant strategies designed to
work with unemancipated youth between the ages of 16 -18 who are running
away.
• Strategy 3.3: Those exiting prison, the military, hospitals and other health
related institutions will not be discharged into homelessness.
• Strategy 3.4: Assess the actual need and develop step down housing for
those exiting inpatient substance abuse treatment services. This housing
should create a safe and supportive environment designed to promote
recovery.
• Strategy 3.5: Those with unstable housing will receive the necessary
services to prevent loss of housing. This includes families who are doubled up
that may lose their housing, those who are experiencing an immediate health
care crisis that jeopardizes their housing, and those who have received
eviction notices.
• Strategy 3.6: Develop a plan designed to address the current gap in
affordable housing units available to homeless families and individuals.
• Strategy 4.7: Increase access to community resources (jobs, housing,
services, and childcare) in order to develop a maximum 90 -day length -of -stay
strategy for homeless persons in shelters to facilitate their return to
permanent housing.
• Strategy 5.5: Develop strategies that demonstrate "proven results" to the
taxpayers of Orange County. Include specific values for the benefits
associated with investing in mental health.
5. Discharge Coordination Policy — Explain planned activities to implement a
cohesive, community -wide Discharge Coordination Policy, and how, in the coming
year, the community will move toward such a policy.
Orange County HOME Consortium Response:
Discharge coordination and planning is particularly important in Orange County due
to the hospital downsizing initiative mandated by the North Carolina Mental Health
Reform. The hospital downsizing plan calls for discharging well- functioning patients
to the community to allow them to recover in the most appropriate and least
restrictive setting. To respond to this initiative and to help prevent hospital discharge
from resulting in homelessness, the OPC Area Program has obtained state funding
for two full -time staff to serve as Community Integration Coordinators. Each client
targeted for placement back in the community has access to community capacity
funding to assist them in reaching their highest level of functioning in the
community. This funding is earmarked for housing needs, as well as psychiatric,
vocational and other community supports.
FY 2014 -2015 Action Plan 42
MR
Additionally, hospital social workers currently contact the Project for Psychiatric
Outreach to the Homeless (PPOH) social worker during patient discharge planning to
assure that mental health services are available to patients that become clients of
the Inter -Faith Council for Social Services. The PPOH is a psychiatric clinic at the IFC
Community House. The PPOH social worker and the social worker crisis services of
University of North Carolina Hospital are in the process of creating more
comprehensive follow -up services for homeless individuals who are patients of UNC.
In addition to these efforts, the Orange County Continuum of Care (CoC) is currently
working closely with the Durham County and Wake County CoC's to develop a
uniform Discharge Planning policy.
Emergency Shelter Grants (ESG)
(States only) Describe the process for awarding grants to State recipients, and a
description of how the allocation will be made available to units of local government.
Orange County HOME Consortium Response:
The Consortium will not receive ESG funds; this question is not applicable.
FY 2014 -2015 Action Plan 43
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Community Development
1 . Identify the jurisdiction's priority non - housing community development needs
eligible for assistance by CDBG eligibility category specified in the Community
Development Needs Table (formerly Table 2B), public facilities, public
improvements, public services and economic development.
Town of Chapel Hill Response:
The Town of Chapel Hill employs a comprehensive strategy to community
development, recognizing that simultaneous investments in housing, facilities,
infrastructure, and services are necessary in order to truly improve the living
environment for low- and moderate - income residents. Therefore, the housing and
homelessness strategies previously discussed in this Consolidated Plan do not stand
alone. Those programs are complimented by existing public facilities and public
services initiatives. Continued investment in each of these areas will ensure a vital
and comprehensive strategy for serving low- and moderate - income residents for
years to come.
A. Public Services
Public transportation, health services, and employment training are all
important facets of Chapel Hill's efforts to provide outstanding services,
particularly to its low- and moderate - income residents.
a. Status of Existing Services
Public Transportation
Chapel Hill Transit provides fare -free public transportation service
throughout the Chapel Hill, Carrboro, and UNC community. Working
together with Orange Public Transportation and the Triangle Transit
Authority, Chapel Hill Transit plays an invaluable role in the
comprehensive regional transportation network. Though options in
addition to general public bus service are available to residents
throughout the County, residents outside the more urban areas of
Chapel Hill, Carrboro, and Hillsborough are generally underserved.
Health Services
Orange County residents are offered health services to include clinical
dental services for adults and children, nutrition counseling, tobacco
prevention, preventive health, immunizations, family planning,
maternity care, and primary care provided through County- operated
facilities.
Employment Training
The Regional Partnership Workforce Development Board provides a
JobLink Career Center in Chapel Hill, serving as a one -stop service
center for job seekers and employers. The JobLink center provides
FY 2014 -2015 Action Plan 44
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recruiting assistance to employers, assists job seekers with resumes
and job searches and offers a wide array of other various services.
Under North Carolina's Work First initiative, federal Temporary
Assistance for Needy Families [TANF] funds are utilized through
programs that emphasize job skills and services aimed at enhancing
TANF recipients' ability to provide for the needs of their families.
Additional workforce development activities are available to a broader
cross section of County residents to better prepare the local workforce
to take advantage of new jobs within the County.
b. Priority Needs
Need
Priority
Handicapped Services
High
Transportation Services
High
Substance Abuse Services
High
Employment Training
High
Health Services
High
Other Public Services
High
B. Infrastructure/ Public Improvements
Providing essential services such as transportation, water, and sewer service
to Chapel Hill and Orange County residents requires an infrastructure system
that balances the reliable performance of existing systems with the need to
build system capacity necessary to accommodate future growth.
a. Status of Existing Infrastructure
Water & Sewer
Orange County's water needs are met by four independent providers:
• Orange Water and Sewer Authority (serving Chapel Hill and
Carrboro)
• Town of Hillsborough (serving Hillsborough)
• Orange - Alamance Water System /Efland Sewer System
(serving rural western Orange and eastern Alamance County)
• Graham - Mebane Water System /Town of Mebane (serving
Mebane)
In general, these water systems appear poised to meet the needs of
Orange County residents well into the future. Forward - thinking
leadership has secured additional water sources both in the form of
expanded reservoirs (an OWASA planned expansion will add 2.8 billion
gallons to its Stone Quarry Reservoir) and through inter - agency and
inter - governmental agreements ( OWASA reached an agreement in
2005 to purchase water from the City of Burlington).
Roads & Transportation Systems
Interstate Highways 1 -40 and 1 -85 pass through Orange County.
Additionally, over 750 miles of state - maintained highways travel
FY 2014 -2015 Action Plan 45
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through the County. Connectivity between Orange County and its
dynamic Research Triangle region will allow the County and its towns
to keep a competitive edge as the area's population grows. At the
same time, this connectivity will ensure low- and moderate - income
residents can access the full breadth of jobs and opportunities
available. Planning for future growth and for the maintenance of
existing roadways and transit systems will be crucial to the County's
success and prosperity.
b. Priority Needs
Need
Priority
Water Improvements
Medium
Street Improvements
Medium
Sidewalks
Medium
Sewer Improvements
Medium
Storm Water Improvements
Medium
Other Infrastructure Needs
Medium
C. Public Facilities
From community centers to public parks to libraries and health centers,
Orange County residents have access to an array of high - quality public
facilities.
a. Status of Existing Facilities
Parks and Community Centers
The Orange County Parks and Recreation Department is dedicated to
the purpose of enriching the physical, social and emotional quality of
life of the people of Orange County. The Department provides a variety
of enjoyable and affordable recreation programs for individuals of all
ages and abilities and strives to offer programs that respond to the
changing needs and interests of the community. Additionally, the
Parks and Recreation Department is committed to providing clean and
safe parks, preserves and greenways throughout the County, to
protecting and preserving the elements of natural and cultural heritage
within its parks, and to promoting the stewardship of these sites
through educational and conservational programs and practices.
The following parks, community centers, and recreation centers are
maintained by Orange County:
• Efland- Cheeks Park & Community Center
• Cedar Grove Park
• Central Recreation Center
• Eurosport Soccer Center
• Little River Regional Park
• Fairview Park (under construction)
FY 2014 -2015 Action Plan 46
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The Town of Chapel Hill offers a variety of additional parks and similar
amenities offering:
• Aquatics Center
• Swimming Pools
• Baseball, Softball, and multi - purpose Fields
• Batting Cage
• Skate Park
• Climbing Wall
• Community Centers
• Community Clay Studio
• Dog Parks
• Community Rose Garden
• Gymnasiums
• Picnic Shelters
• Tennis Courts
• Volleyball Courts
• Bocce Ball Courts
• Numerous Trails, Parks, and Greenways
Libraries
The Orange County Libraries exist to meet the recreational,
educational, and informational reading needs of the citizens of Orange
County through books and other library materials of general public
interest. The library serves as a center for reliable information and
promotes the communication of ideas. The library promotes an
informed and enlightened citizenry and strives to strengthen the fabric
of the community.
With a main library in Hillsborough, two additional branch libraries [in
Chapel Hill and Hillsborough] and a °cybrary" in Carrboro, Orange
County Libraries provide citizens free access to books, periodicals,
audiobooks, CDs, DVDs, computers, and internet as well as book
clubs, children's programs, computer classes, public meeting space,
and even an art gallery.
Additionally, Orange County and the Town of Chapel Hill jointly
support the separate Town of Chapel Hill Public Library. Use of the
library's services is free of charge to both Town and County residents.
Recognizing that highly specialized research collections and resources
are available to all North Carolina residents through the University
Library of UNC — Chapel Hill, The Town of Chapel Hill Public Library
offers complimentary library services, with a particular focus on
children's collections and recreational material.
Health Centers
The Orange County Health Department provides three facilities to
serve various health - related needs of residents: the Richard L. Whitted
Human Services Center in Hillsborough, the Southern Human Services
Center in Chapel Hill, and the Carr Mill Mall in Carrboro. Clinical dental
services for adults and children, nutrition counseling, tobacco
prevention, preventive health, immunizations, family planning,
maternity care, and primary care are all services provided through
FY 2014 -2015 Action Plan 47
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these important facilities. The mission of the Orange County Health
Department is to enhance the quality of life, promote the health, and
preserve the environment for all people in the Orange County
community.
b. Priority Needs
Need
Priority
Neighborhood Facilities
Low
Parks and /or Recreation Facilities
Low
Health Facilities
Low
Parking Facilities
Low
Solid Waste Disposal Improvements
Low
Asbestos Removal
Low
Non - Residential Historic Preservation
Low
Other Public Facility Needs
Low
D. Economic Development
Economic Development initiatives in Chapel Hill seek to proactively develop
the potential of agriculture and small business, providing the County with an
important source of new growth and innovation.
a. Status of Existing Initiatives
Small Business Economic Development
A loan program, resource guide, and a Small Business and Technology
Development Center all provide valuable resources to small businesses
in the County. These efforts are assisted by additional resources
contributed by the Chapel Hill Downtown Economic Development
Corporation, and the Chapel Hill - Carrboro Chamber of Commerce.
b. Priority Needs
Need
Priority
Rehabilitation of Commercial and /or Industrial
Low
C/I Infrastructure
Low
Other Commercial and /or Industrial Improvements
Low
Micro - Enterprise Assistance
Low
ED Technical Assistance
Low
Other Economic Development
Low
FY 2014 -2015 Action Plan 48
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2. Identify specific long -term and short -term community development objectives
(including economic development activities that create jobs), developed in
accordance with the statutory goals described in section 24 CFR 91 .1 and the
primary objective of the CDBG program to provide decent housing and a suitable
living environment and expand economic opportunities, principally for low- and
moderate - income persons.
Town of Chapel Hill Response:
L ..Ti sW-6 4 - 61M71^M-577Cr• .
Riority 4.1 - Increase capacity and expand the scope of Public Serwoes in order to reach out to more low- to
moderate income resiorents.
Strategies:
- Strengthen partnerships with non - profits and other related associations (community
building, education, family services, etc.)
- Promote public services opportunities for area lo - income residents
- Build community capacity and better coordinate services through the regular dissemination
of inbmedon. Examples may include Community Development Day workshops, self -help
workshops, activity updates, etc.
- Continue to work with area Chambers of Comrrerce and others to promote the economic
development of the community
Output Indicators:
- The plan includes funding for seven public services to activities that serve low -mod income
residents.
Antipoverty Strategy
1 . Describe the actions that will take place during the next year to reduce the
number of poverty level families.
Orange County HOME Consortium Response:
The 2006 -2008 American Community Survey Census data reported that 15,318
people in Orange County (14.2 %) had incomes below the poverty level —an increase
of 3,576 people since 1990. Based on 2000 Census data, approximately 6.2% of
families and 14.1% of the total population in Orange County fell below the poverty
line. Of all children under the age of 18, 9.0% lived in poverty while 7.4% of all
County residents aged 65 or greater had income below the poverty level. Families
living below the poverty level were more common in Chapel Hill and Hillsborough,
but Carrboro showed a significantly higher percentage of individuals in poverty
compared with all other Orange County municipalities.
In addition to housing problems, persons living in poverty often have other social
service needs. Many of them lack the basic skills necessary to obtain and hold decent
jobs. Some of them are single mothers who need affordable childcare while they
seek or maintain jobs. Others need treatment for medical or substance abuse
problems. Many of those living below the poverty level are children who would
benefit from special programs to address their educational, recreational and self -
esteem issues. The sheer number and variety of problems faced by people living in
poverty often have a tendency to overwhelm even the most capable and determined
people, creating a phenomenon of cyclical, generational poverty.
FY 2014 -2015 Action Plan 49
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The high costs of homeownership in Orange County and the lack of safe, affordable
rental housing continue to be major challenges for low- income families. Rental
households face serious challenges with high cost, inadequate supply, and
competition with university students for limited housing stock. Access to
transportation or to communities that are practically walkable also presents a
difficulty, particularly outside Chapel Hill and Carrboro.
Orange County and the Town of Chapel Hill have targeted significant CDBG and
HOME resources within core low- income areas to execute their anti - poverty strategy.
These resources will act as catalysts to invite additional public and private
investment of capital and services; increase the quantity and quality of affordable
housing; and help low to moderate - income residents acquire needed information,
knowledge and skills to improve their employment opportunities.
Under North Carolina's Work First initiative, Orange County has developed a local
plan to assist those most in need and forms the basis for its anti - poverty activities.
Orange County's current Work First population [recipients of Temporary Assistance
for Needy Families, TANF] faces major obstacles in obtaining and retaining
employment because they are competing for jobs with a highly skilled workforce.
Unskilled and semi - skilled workers without a high school diploma or a recent
connection to the workforce are unable to obtain jobs that provide a living wage.
Barriers such as substance abuse, criminal records and chronic physical and mental
health problems have no quick fix. They are resolved as a result of participant
commitment, adequate resources and over time. Under the Work First initiative,
Orange County will provide the following:
• First Stop — provides a continuum of services including job search and job
preparedness
• Childcare — provides daycare subsidy payments and assisting with After - School
Programs
• Transportation — provides expanded transportation routes, vehicle donations and
financial assistance to address transportation needs
• Substance Abuse Services — provides initial screening, assessment, and
residential and outpatient treatment services
• Family Violence Option — provides full assessment of domestic violence,
counseling and support group sessions, and coordination of services such as
emergency housing, transportation and legal services
• Child Welfare Services — provides collaboration of services to ensure the safety
and well -being of children
• Emergency Assistance — provides housing, food and utility assistance
The Anti - Poverty Strategy is the unifying thread that ties the housing, homeless,
public housing and non - housing community development strategies together as one
comprehensive plan for reducing the number of families that fall below the poverty
level. In addressing each of the three components below, the Anti - Poverty Strategy
simultaneously links and implements the various strategies, goals and objectives
FY 2014 -2015 Action Plan 50
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contained throughout this Consolidated Plan to promote self- sufficiency and
empowerment.
I mprove the Quality and Availability of Affordable Housing
Eliminating many of the physical signs of poverty is a key element in the anti-
poverty strategy. The housing, public housing and community revitalization
initiatives work toward fulfilling this goal. The County and Town will direct significant
resources toward the creation of affordable housing and coordinating the efforts of
local nonprofit and for - profit providers. Affordable housing is the foundation for
achieving self- sufficiency.
Provide For and I m prove Public Services
Important long -term goals in the strategy to reduce and eliminate poverty include
providing services to residents. Specifically, the strategy includes an emphasis on the
provision of operational subsidies for service providers.
Neighborhoods and Economic Development
Another component of the anti - poverty strategy includes goals and objectives for
improving the living and business environments throughout the Town of Chapel Hill.
The consolidated plan includes strategies to demolish or reuse vacant properties and
encourage businesses to invest in the Town. The Town of Chapel Hill will target
funding to focus CDBG and housing efforts to revitalize low and moderate income
communities within the overall community. Orange County will continue to focus its
efforts on a County -wide basis.
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Non - homeless Special Needs (91.220 (c) and (e))
Please also refer to the Non - homeless Special Needs Table in the Needs.xls workbook.
1 . Describe the priorities and specific objectives the jurisdiction hopes to achieve for
the period covered by the Action Plan.
Orange County HOME Consortium Response:
Orange County has identified two priority needs related to non - homeless populations
with special needs. Each priority is outlined below along with the strategies
proposed to meet the needs and the output indicators expected.
Goal 3 - Provide Housina and Services for Populations with Special Needs
Rio* a i - Senke- enrid7ed transifional housing for persons with spedd needs
Strategies:
- Prormte and make public service funds available to homeless agencies that operate
emergency shelters
- Partner with other funding agencies to encourage the developrrent of transitional housing
(SRO's, group homes) that is service - enriched
- Continue to strengthen partnerships with the local Continuumof Care
- Provide property acquisition funding to eligible nonprofits and for- profits to develop
transitional housing
Output Indicators:
- Development of housing for 4 families with developmental disabilities
Rio* a2 - Continuum of senAces for spedal populatoons including older adults, disabled, ►rentally ill, persons with
AIDS and at -risk youth
Strategies:
- Promote and make public service funds available to agencies that serve identified special
populations
- Partner with other funding agencies to encourage the developrrent of transitional housing
(SRO's, group homes) that is service - enriched
- Continue to strengthen partnerships with local service providers
- Support applications for federal supportive housing funds
- Provide property acquisition funding to eligible non- profits and for- profits to develop
pern anent housing for those with special needs
Output Indicators:
- Career and employment programs funded
2. Describe how Federal, State, and local public and private sector resources that
are reasonably expected to be available will be used to address identified needs
for the period covered by this Action Plan.
Orange County HOME Consortium Response:
The Consortium expects to utilize the following funding sources during the next year to
address the non - homeless special needs identified:
FY 2014 -2015 Action Plan 52
❑ Orange County Consortium
➢ HOME funds: $ 0
❑ Town of Chapel Hill
➢ CDBG funds: $ 55,500
Total $ 55,500
Housing Opportunities for People with Al DS
Orange County HOME Consortium Response:
The Consortium will not receive HOPWA funds; this section is not applicable.
Specific HOPWA Objectives
Orange County HOME Consortium Response:
The Consortium will not receive HOPWA funds; this section is not applicable.
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CERTI FI CATI ON
FY 2014 ®2015 Action Plan 54