HomeMy WebLinkAboutAgenda 05-20-25; 5-a - Public Hearing on Draft HOME 2025-29 Consolidated Plan 1
ORANGE COUNTY
BOARD OF COMMISSIONERS
ACTION AGENDA ITEM ABSTRACT
Meeting Date: May 20, 2025
Action Agenda
Item No. 5-a
SUBJECT: Public Hearing on Draft HOME 2025-29 Consolidated Plan
DEPARTMENT: Housing
ATTACHMENT(S): INFORMATION CONTACT:
Draft 2025-29 Consolidated Plan Blake Rosser, Housing Director, 919-
PowerPoint Presentation 245-2492
Aaron Cohen, Community Development
Manager, 919-245-2491
PURPOSE: To conduct a public hearing to receive public comments on the Draft 2025-29
Consolidated Plan.
BACKGROUND: The HOME Consortium Local Government Affordable Housing Collaborative
(LGAHC) is made up of elected officials from all four (4) participating municipalities: Carrboro,
Chapel Hill, Hillsborough, and Orange County. The LGAHC reviews staff recommendations on
strategy and policy concerning HOME funding, and makes recommendations to the Boards and
Councils of each municipality for final approval.
The Consolidated Plan is designed to help states and local jurisdictions assess their affordable
housing and community development needs and market conditions, and to make data-driven,
place-based investment decisions. The Board of Commissioners is conducting this public hearing
on behalf of the HOME Consortium at the Southern Human Services Building (2501 Homestead
Rd., Chapel Hill, NC 27516)to receive public input about priorities for the 2025-2029 Consolidated
Plan. All members of the public are welcome, and Spanish interpretation will be provided.
• Consultation and Citizen Participation. Through the Consolidated Plan (often called the
"Con Plan"), grantee jurisdictions engage the community, both in the process of developing
and reviewing the proposed plan, and as partners and stakeholders in the implementation
of programs from the U.S. Department of Housing & Urban Development's (HUD) Office
of Community Planning and Development (CPD). By consulting and collaborating with
other public and private entities, grantees can align and coordinate community
development programs with a range of other plans, programs and resources to achieve
greater impact.
• The Consolidated Plan. The Consolidated Plan, which may have a duration of between 3
and 5 years, describes the jurisdiction's community development priorities and multiyear
goals based on an assessment of housing and community development needs, an analysis
of housing and economic market conditions and available resources.
• The Annual Action Plan (AAP). The Consolidated Plan is carried out through Annual Action
Plans, which provide a concise summary of the actions, activities, and the specific federal
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and non-federal resources that will be used each year to address the priority needs and
specific goals identified by the Consolidated Plan.
• Consolidated Annual Performance and Evaluation Report (CAPER). In the CAPER,
grantees report on accomplishments and progress toward Consolidated Plan goals in the
prior year.
The public comment period on the Draft 2025-29 Consolidated Plan is open from May 7, 2025 to
June 7, 2025. Comments may be submitted in writing by mail or email, or by telephone to:
Aaron Cohen, Community Development Program Manager
919-245-2491 1 acohen orangecountync.gov
300 W. Tryon St., Hillsborough, NC 27278
Based on all comments received, the Consolidated Plan will be presented at the Board's June 17,
2025, Business meeting for approval.
FINANCIAL IMPACT: There is no financial impact associated with the public hearing. The federal
grant in question provides approximately $400,000 in annual funding to the Housing Department.
ALIGNMENT WITH STRATEGIC PLAN: This item supports:
• GOAL 2: HOUSING FOR ALL
OBJECTIVE 1. Use regular federal and local funds to build and/or acquire new affordable
housing.
OBJECTIVE 7. Expand resources and invest in housing designed for our aging and
disabled residents.
OBJECTIVE 8. Rehabilitate and repair existing housing to preserve naturally occurring
affordable housing and avoid displacement.
OBJECTIVE 10. Support unhoused residents in obtaining temporary and permanent
housing.
RECOMMENDATION(S): The Manager recommends that the Board conduct the public hearing
to receive public comments on the Draft 2025-29 Consolidated Plan.
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! • ORANGE COUNTY
NORM H CAROLINA
•
Orange County, North Carolina
Consolidated Plan
Program Years 2025-2029
This document outlines Orange County's strategic vision and funding priorities for
affordable housing, homelessness, and community development over a five-year
period.
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Table of Contents
ExecutiveSummary......................................................................................................................2
TheProcess-------------------------------------------.............................................................................4
PR-05 Lead &Responsible Agencies-91.200(b) ........................................................................4
PR-10 Consultation -91.100, 91.110, 91.200(b), 91.300(b), 91.215(l)and 91.315(I) .....................5
PR-15 Citizen Participation -91.105, 91.115, 91.200(c) and 91.300(c).......................................12
NeedsAssessment --------------------------------------------------------------------------..........................13
NA-05 Overview......................................................................................................................13
NA-15 Disproportionately Greater Need: Housing Problems -91.405, 91.205(b)(2)...................17
NA-20 Disproportionately Greater Need: Severe Housing Problems -91.405, 91.205 (b)(2)........17
NA-25 Disproportionately Greater Need: Housing Cost Burdens -91.405, 91.205(b)(2).............18
NA-30 Disproportionately Greater Need: Discussion -91.205 (b)(2)..........................................19
NA-35 Public Housing-91.405, 91.205 (b)...............................................................................19
NA-40 Homeless Needs Assessment-91.405,91.205(c) ........................................................21
NA-45 Non-Homeless Special Needs Assessment-91.405, 91.205(b,d)..................................22
NA-50 Non-Housing Community Development Needs -91.415, 91.215(f)................................24
HousingMarket Analysis ............................................................................................................26
MA-05 Overview.....................................................................................................................26
MA-10 Number of Housing Units -91.410, 91.210(a) &(b)(2).....................................................27
MA-15 Cost of Housing-91.410, 91.210(a) ..............................................................................28
MA-20 Condition of Housing—91.410,91.210(a) ......................................................................30
MA-25 Public and Assisted Housing-91.410, 91.210(b)...........................................................31
MA-30 Homeless Facilities and Services-91.410, 91.210(c) ....................................................33
MA-35 Special Needs Facilities and Services-91.410, 91.210(d)..............................................34
MA-40 Barriers to Affordable Housing-91.410, 91.210(e).........................................................36
MA-45 Non-Housing Community Development Assets -91.410, 91.210(f)................................37
MA-50 Needs and Market Analysis Discussion.........................................................................40
MA-60 Broadband Needs of Housing occupied by Low-and Moderate-Income Households -
91.210(a)(4), 91.310(a)(2)........................................................................................................41
MA-65 Hazard Mitigation -91.210(a)(5), 91.310(a)(3)................................................................42
StrategicPlan.............................................................................................................................43
General Allocation Priorities....................................................................................................43
SP-35 Anticipated Resources-91.420(b), 91.215(a)(4), 91.220(c)(1,2)......................................44
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SP-40 Institutional Delivery Structure-91.415, 91.215(k) .........................................................45
SP-45 Goals-91.415, 91.215(a)(4) ..........................................................................................48
SP-60 Homelessness Strategy-91.415, 91.215(i).....................................................................48
SP-65 Lead-based Paint Hazards -91.415, 91.215(i) ................................................................50
SP-70 Anti-Poverty Strategy-91.415, 91.215(j).........................................................................51
SP-80 Monitoring—91.230.......................................................................................................53
ATTACHMENTS...........................................................................................................................54
PublicHearing 1 input:............................................................................................................54
Community Input and Feedback.............................................................................................55
Engagement Session Feedback...............................................................................................55
SurveyResponses..................................................................................................................56
Housing Needs&Affordability Challenges...............................................................................56
Executive Summary
ES-05 Executive Summary-24 CFR 91.200(c), 91.220(b)
Introduction
The Orange County, North Carolina, HOME Consortium, also known locally as the Local
Government Affordable Housing Collaborative, is a designated Participating Jurisdiction in the U.S.
Department of Housing&Urban Development's(HUD) HOME Investment Partnerships Program.
This program allows local governments to form a consortium to receive funding aimed at increasing
affordable housing opportunities.The Orange County HOME Consortium comprises four members:
Orange County,the Town of Carrboro,the Town of Chapel Hill, and the Town of Hillsborough,with
Orange County serving as the lead entity.Additionally,the Town of Chapel Hill independently
receives annual Community Development Block Grant(CDBG)funding.
The core objective of the HOME program is to expand the availability of affordable housing in the
Consortium community. Participating Jurisdictions identify the housing activities that best address
local needs.To achieve this, HOME-assisted properties are subject to an affordability period,
ensuring they remain accessible to low-income households, alongside income eligibility
requirements for tenants.
As a condition of receiving HOME and CDBG funds, HUD mandates that jurisdictions submit a Five-
Year Consolidated Plan.This Plan outlines a comprehensive strategy for leveraging federal and
other resources to create affordable housing opportunities. It includes an analysis of community
needs, available resources, housing priorities, and proposed activities under the HOME program for
all of Orange County, as well as CDBG-specific initiatives for Chapel Hill.The Plan sets the
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Consortium's goals forth e next five years and details the initiatives to promote safe, decent, and
affordable housing, improve living environments, affirmatively further fair housing, enhance public
services, and expand economic opportunities, all primarily benefiting low-and moderate-income
residents.
This Consolidated Plan reflects a collaborative effort, involving Consortium members, community
residents, social service agencies, County and Town officials, housing providers, and other relevant
stakeholders.
The consolidated planning process was conducted through public meetings, stakeholder
interviews, resident surveys, statistical analysis, and a review of prior community development
plans. Key elements of the process included analyzing HUD's latest Comprehensive Housing
Affordability Strategy(CHAS) data,which offers detailed insights into housing needs, along with the
2018-2023 American Community Survey Estimates and the 2020 U.S. Census.This data provided
the most current information to evaluate housing, homelessness, social services, economic
development, and other related needs.
The Orange County HOME Consortium is allocated $367,013.59 in HOME funds for FFY 2025/PY
2026.This represents a decrease from the$374,851 awarded at the beginning of the previous five-
year planning period and a significant drop from the$728,277 received in FFY 2010.
Summary of the objectives and outcomes identified in the Plan
The Consolidated Plan will guide the Orange County HOME Consortium and the Town of Chapel Hill
in the use of HOME funds for housing and community development initiatives. Based on the
Housing Needs Assessment, Market Analysis, and community and stakeholder input received
during the planning process,the Strategic Plan portion of the Plan establishes the following
priorities:
• Expand Affordable Rental Housing for Low-and Moderate-Income Households(Tenant-
Based Rental Assistance, Repair and Rehabilitation)
• Preserve and Rehabilitate Existing Affordable Housing Stock to Prevent Displacement
(Tenant-Based Rental Assistance, Repair and Rehabilitation)
• Increase Permanent Supportive Housing and Housing for Special Needs Populations
(Tenant-Based Rental Assistance,Acquisition/Development)
• Neighborhood Revitalization and Essential Community Services (CDBG only)
The goals and outcomes associated with each of these priorities are detailed in the Strategic Plan.
Evaluation of past performance
The Orange County HOME program has regularly met the performance standards established by
HUD, including submission of its Consolidated Annual Performance Evaluation Report(CAPER)
each year,which assesses the degree to which the County met the goals established in the prior
year, and meeting the applicable HOME activity limitations, set-asides, and match requirements.
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The Orange County HOME Consortium is working diligently to improve the overall effectiveness and
efficiency of its HOME program.The previous Consolidated Plan from 2020 supported the full
spectrum of activities relatively equally,whereas this Consolidated Plan attempts to focus
resources on fewer activities in order to maximize impact and improve efficiency.
Summary of citizen participation process and consultation process
The Orange County HOME Consortium, beyond compliance with its Citizen Participation Plan,
advertised and held two Public Hearings and five community meetings that provided residents an
opportunity to discuss the County's HOME Program and affordable housing needs in general:
The Process -------------------------------------------
PR-05 Lead & Responsible Agencies - 91 .200(b)
Describe agency/entity responsible for preparing the Consolidated Plan and those
responsible for administration of each grant program and funding source
Community meetings were held in conjunction with the Town of Chapel Hill's CDBG program to
create a streamlined mechanism for community input on both HUD programs. In addition,the
Orange County Consolidated Plan Resident Survey, a survey soliciting resident and stakeholder
input,was distributed widely throughout the County.The Questionnaire was available in English
and Spanish and included opportunities for both online and hard copy submission.
A Draft Plan was published on April 3, 2025 and posted on the County's website
(http://orangecountync.gov/2337/HOME-Consolidated-Plan), on the Town of Chapel Hill's website
(https://www.chapethillaffordabLehousing.org/), on the Town of Hillsborough's website
(https://www.hillsboroughnc.gov/), and on the Town of Carrboro's website
(https://www.townofcarrboro.org/2280/Orange-County-Consolidated-Plan). Summaries of the draft
plan were available for review at the following locations:
• Orange County Department of Housing and Community Development: 300 W.Tryon
Street, Hillsborough, NC 27278
• Town of Carrboro Town Hall: 301 W. Main Street, Carrboro, NC 27510
• Town of Hillsborough Town Hall: 101 East Orange Street, Hillsborough, NC 27278
• Town of Chapel Hill Town Hall: 405 Martin Luther King Jr. Blvd, Chapel Hill, NC 27514
An additional Public Hearing was held on May 20, 2025 to receive comments on the Draft Plan.
Summary of public comments
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Comments received in the Public Hearing held before the publication of the Draft Plan, and the
Public Hearing held after its publication to discuss the Draft Plan, are included in the Attachments
at the end of the Consolidated Plan.
Summary of comments or views not accepted and the reasons for not accepting them
All comments that were received have been accepted and incorporated into the draft Plan.
PR-10 Consultation - 91 .100, 91 .110, 91 .200(b), 91 .300(b), 91 .215(l)
and 91 .315(I)
Introduction
Engaging community stakeholders was a vital component in developing the FFY 2025-2029
Consolidated Plan.This collaborative consultation process enabled the Orange County HOME
Collaborative to identify and prioritize community needs, devise effective strategies, and
coordinate actionable plans.Additionally, it fostered the exchange of information about available
resources and strengthened coordination among the Collaborative and its member jurisdictions.
The Consortium engaged with a diverse array of stakeholders, including social service agencies,
service providers, community-based organizations, housing providers, local government agencies
and boards, neighborhood leaders, and elected officials.To gather comprehensive input,the
Orange County Consolidated Plan Resident Surveywas distributed to both residents and
stakeholders, aiming to identify key needs, gaps, and priorities for the upcoming five years.The
survey was accessible online in English and Spanish, and Burmese—as well as hard copies
available across the county.
Feedback from a series of in-person and virtual meetings, along with survey responses, informed
the development of the strategies and priorities outlined in the Consolidated Plan.This inclusive
approach ensured that the Plan reflects the diverse perspectives and needs of the community.
Provide a concise summary of the jurisdiction's activities to enhance coordination between
public and assisted housing providers and private and governmental health, mental health
and service agencies(91.215(1)).
Orange County works with the following agencies to enhance coordination:
• Orange County Housing Authority: Housed within the Department of Housing and
Community Development,the Housing Authority operates the Section 8 Housing Choice
Voucher Program for Orange County.
• Town of Chapel Hill Office of Housing and Community:The Town of Chapel Hill manages
public housing communities in Chapel Hill.
• Orange County Partnership to End Homelessness(OCPEH): Housed within the County
government, OCPEH acts as the Continuum of Care (Coc) lead for Orange County and
coordinates among local governments and service providers(including those providing
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health services)to meet the housing and services needs of housing insecure Orange
County residents.
• Social Services Agencies:The County provides funds to improve services to low-and
moderate-income people.
• Housing Providers:The County provides funds to rehabilitate and develop affordable
housing and provide housing options for low-and moderate-income households.
Each year, as part of the HOME and CDBG application planning process, local agencies and
organizations are invited to submit proposals for funding eligible activities under these programs.
These groups actively contribute to the planning process by attending public hearings, participating
in informational meetings, and completing surveys.The planning process also includes outreach to
other relevant entities, such as health service agencies,to ensure a broad spectrum of input.
This outreach effort fosters meaningful dialogue about affordable housing in Orange County and
highlights how public and private agencies, along with community organizations, can collaborate to
address the county's most pressing housing and community development needs. By engaging
diverse stakeholders,the Consortium ensures that the planning process is inclusive and reflective
of the community's priorities.
Describe coordination with the Continuum of Care and efforts to address the needs of people
experiencing homelessness(particularly individuals and families experiencing chronic
homelessness,families with children,veterans,and unaccompanied youth)and persons at
risk of homelessness
The Orange County HOME Consortium works closely with the Orange County Partnership to End
Homelessness (OCPEH),which serves as the Continuum of Care(CoC)for the county.The
Consortium's four member jurisdictions—Orange County and the Towns of Chapel Hill,
Hillsborough, and Carrboro—jointly fund OCPEH,with costs allocated based on population.
Elected officials from each jurisdiction serve on the CoC board, and staff from the two jurisdictions
with Public Housing Authorities hold ex officio board seats with full voting rights.This structure
ensures that jurisdictions align their funding decisions and policy priorities to focus on ending
homelessness.
OCPEH works closely with Orange County Housing and Community Development, meeting weekly
with staff and regularly engaging with jurisdictional representatives.They present their work
annually to the four elected boards, ensuring transparency and accountability. Since 2016, OCPEH
has conducted an annual system map and gaps analysis of homeless services,with the latest
update issued in December 2022.Additionally, OCPEH actively participates in the Orange County
Affordable Housing Coalition, collaborating with housing developers,funders, and advocates to
increase the supply of affordable housing.These efforts represent a comprehensive and
coordinated approach to tackling homelessness and fostering long-term housing stability in the
county.
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OCPEH contributes vital information to the Consolidated Plan and Annual Action Plan updates and
Leads efforts to end homelessness in Orange County.These efforts include overseeing the biannual
Plan to End Homelessness and coordinating seven standing monthly meetings with service
providers. HOME Consortium members regularly participate in CoC workgroups, including care
coordination through a by-name list.
OCPEH manages coordinated entry for individuals in housing crises, directing them to resources
such as homelessness diversion, shelter referrals, and permanent housing solutions.The system
prioritizes permanent supportive housing for individuals experiencing chronic homelessness.
OCPEH holds monthly meetings with veteran service providers to address veteran homelessness,
maintaining a veterans-only by-name list for care coordination.
In its gaps analysis, OCPEH identifies areas for improvement, such as expanding Rapid Re-housing
services for all, including families. OCPEH also organizes the annual Point-in-Time count with
HOME Consortium members and works with youth service providers and LGBTQ advocates to
ensure no unaccompanied youth are missed.A significant identified gap is the lack of a youth
housing program.To address this, OCPEH partnered with the Central Pines Regional Council on a
HUD Youth Homelessness Services Improvement grant in late 2024.This collaboration spans four
regional CoCs to address youth homelessness comprehensively.
Through these coordinated efforts, OCPEH and the HOME Consortium continue to address system
gaps, update the homeless gaps analysis, and work toward ending homelessness in Orange
County.
Describe consultation with the Continuum(s)of Care that serves the jurisdiction's area in
determining how to allocate ESG funds,develop performance standards and evaluate
outcomes,and develop funding, policies and procedures for the administration of HMIS
HOME Consortium members actively participate in the Orange County Partnership to End
Homelessness (OCPEH) Leadership Team,which serves as the CoC board responsible for
determining Emergency Solutions Grant(ESG) allocations each year. Consortium members also
serve on the CoC Project Review Committee,which establishes program performance standards,
evaluates outcomes, sets funding priorities, and formulates funding recommendations for both
CoC and ESG programs for approval by the Leadership Team.
The Project Review Committee conducts quarterly reviews of program data to monitor outcomes
and inform funding decisions during application periods. Each year,the Committee updates
funding policies and procedures as part of the CoC and ESG grant competitions.The CoC partners
with the statewide Coalition to End Homelessness,which serves as the Homeless Management
Information System (HMIS) lead. HMIS administration is conducted in consultation with the
Leadership Team,which includes representation from HOME Consortium members, ensuring
integrated and data-driven decision-making.
Orange County has made significant progress in addressing gaps in its homeless service system.
Service providers and local governments have expanded programs to support individuals at risk of
or experiencing homelessness,with additional funding and support from community members and
other partners. However,the demand for homelessness prevention, services, and housing has
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grown, exacerbated by the COVID-19 pandemic,which exposed existing inequalities and
overwhelmed support systems.To address these challenges,the Orange County Partnership to End
Homelessness (OCPEH) has identified fifteen critical gaps that must be filled to meet current
needs and effectively end homelessness. Closing these gaps will enable the implementation of
client-centered,evidence-based programs that make homelessness rare, brief, and one-time.
Describe Agencies,groups, organizations and others who participated in the process and
describe the jurisdictions consultations with housing,social service agencies and other
entities
Habitat for Humanity of Orange County, North Carolina: Habitat for Humanity partners with
households to create healthier and more financially stable lives.With Habitat's help, Habitat
homeowners achieve the strength, stability, and independence they need to build a better future for
themselves and their families.
Habitat builds new homes for local families who already live or work in our community.Volunteer
labor and donations of money and materials help to keep the homes affordable. Homes are sold
with low-interest mortgages and homeowners make monthly payments, which are set at 30%or
Less of their income, making homeownership an affordable reality.
In addition to building new homes, Habitat also partners with homeowners who live in non-Habitat
homes to assist them in making needed repairs.
Orange County Partnership to End Homelessness:The Orange County Partnership to End
Homelessness (OCPEH) is a coalition of service providers, local governments, and community
members who work together to coordinate funding and bring best practices to the work of ending
homelessness in Orange County.
Orange Co. Board of Commissioners: Orange County is governed by a seven-member Board of
Commissioners.The Board of County Commissioners has many duties and authorities, including:
• Adopting the county's annual budget by June 30 of each year
• Establishing the annual property tax rate
• Appointing the county manager, county clerk, county attorney and tax administrator
• Appointing various officials and representatives to advisory boards and commissions
• Providing funding for construction of public school facilities for both public school systems
in the county
• Determining level of local current expense funding for both public school systems in the
county
• Regulating land-use and zoning outside municipal boundaries
• Providing for safety and welfare of all Orange County residents
• Long-range planning for county needs(Capital Investment Plan)
• Enacting local ordinances
• Calling for bond referenda
• Entering into contracts
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• Establishing new programs and departments
• Serving as liaisons to local, state and federal boards and commissions
Rogers-Eubanks Neighborhood Association:The Rogers-Eubanks Neighborhood is a historically
African-American community,with origins dating back to the 1700s. By the late nineteenth century,
the Rogers-Eubanks neighborhood was composed of black-owned family farms and sawmills from
Homestead to Eubanks Roads to the north of Carrboro and Chapel Hill, NC.
This was still the case in the mid-twentieth centurywhen RENA Executive Director, David Caldwell
grew up in the neighborhood. In 2007,this socially cohesive and culturally rich community of
approximately 85 households founded a 501(c)(3)tax-exempt organization—the Rogers-Eubanks
Neighborhood Association (RENA).This formalized a long term ad hoc community alliance and
movement.
Community Home Trust: Community Home Trust's vision is a world in which barriers are removed
for those wanting a home they can afford,where the supply of those homes keeps pace with the
demand, and all individuals have long term access to a safe home where they can thrive,work, and
grow. In 1991,the Orange County Affordable Housing Task Force created the Orange Community
Housing Corporation (OCHC). Over the next ten years and through several iterations, Community
Home Trust(CHT)was born. By 2021, Community Home Trust had 332 permanently affordable
homes in their inventory in Chapel Hill and Carrboro. Our homeowners include nurses, university
employees,teachers and others,who serve our community but otherwise could not afford to own a
home here. Our tenants are of households earning less than 60%of the area median income;
section 8 vouchers are accepted.
Central Pines Regional Council:The Central Pines Regional Council is a local governing body that
oversees the management and development of the Central Pines region. Committed to enhancing
the quality of life for its residents,the Council focuses on fostering sustainable growth, improving
infrastructure, and promoting community engagement. It works in partnership with local
businesses, stakeholders, and residents to address regional challenges, improve public services,
and ensure the long-term prosperity of the area.The Council prioritizes transparency,
accountability, and collaboration in its decision-making processes to meet the evolving needs of
the community.
PeeWee Homes: Pee Wee Homes are a group of community members who have come together to
be a part of answering this glaring call for deeply affordable housing in our community. Homes that
individuals with fixed income; homes that allow elderly homeless individuals to age in place;
homes that a single person earning minimum wage can afford; and, importantly, homes that
support independence within the context of community. Pee Wee Homes was drawn to the tiny
house movement because of the efficiencies of space, the creative green designs to keep bills low,
and the opportunity for small amounts of money to go a long way towards building someone their
own independent home.
Self-Help:Self-Help Credit Union was chartered in 1983 to build a network of branches that
partner with working families and communities often underserved by the financial marketplace.
With over$1.86 billion in assets and serving more than 89,000 members in 37 branches-eight in
Florida, one in Georgia, 23 in North Carolina,four in South Carolina, and one in Virginia -Self-Help
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Credit Union is one of the fastest-growing community development financial institutions in the
country. It is part of the Self-Help family of nonprofit organizations whose collective mission is to
create and protect ownership and economic opportunity for all. For over 40 years,the national
Center for Community Self-Help and its affiliates have provided more than $11 billion in financing
to help more than 168,000 borrowers buy homes, start and grow businesses and strengthen
community resources.
EMPOWERment Inc.: EmPOWERment, Ines mission is to empower individuals and communities
to achieve their destiny through community organizing, affordable housing, and grass roots
economic development. Over the years and through changes in community, leadership, and staff,
EmPOWERment has remained vigilant in honoring the integrity of that mission and continues to
focus on several key areas:
• Affordable living options through quality rental units
• Education surrounding pre and post home purchases
• 1-on-1 counseling for ownership preservation and foreclosure management
• Community building and organizing
• Grassroots economic development
Justice United:Justice United is committed to training and developing civil sector leaders so that
they can change the economic and social structures that affect their lives.We believe in building
for power: power that is reciprocal,that is tempered by our religious traditions, and that includes
more people in the dynamics of public life.
Hope NC: HOPE NC was founded in 2018 by three parents, Dotty Foley, Orah Raia and Ginny
Dropkin,who all have sons with autism, along with decades of collective experience in the
disability field and their personal experiences of the challenging issues facing individuals with
intellectual and developmental disabilities (I/DD). Laura Wells, Executive Director,joined the
organization in 2022.
The driving force behind the creation of HOPE NC was the dilemma many families face:where will
their adult children with I/DD live when aging caregivers can no longer care for them?Our mission
expanded to include older adults when we realized that many older adults are isolated and want to
stay connected to their communities and don't always want to be segregated by age. Families also
want their loved ones to have options of where they can live and know that their loved one is valued
and included.
Orange County Home Preservation Coalition:The Orange County Home Preservation Coalition
(OCHPC) is a collaborative of organizations that provide home repairs and modifications to Orange
County residents. Born from the Orange County Department on Aging Master Aging Plan process,
the Coalition seeks to increase communication and collaboration among organizations to decrease
burden on clients and service seekers, many of whom are older adults.The Coalition maintains an
online database that allows for communication regarding cases as well as facilitates referrals
among the various partners.Additionally,we meet on a monthly basis to update and discuss the
details of these cases. Employing a unified assessment process, our goal is to provide
comprehensive and efficient repairs to Orange County residents in need.
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Orange County Affordable Housing Advisory Board:The Orange County Affordable Housing
Advisory Board (AHAB)was established in 2001, as recommended by the Affordable Housing Task
Force.The purpose of the AHAB is to advise the Orange County Board of Commissioners regarding:
• Prioritizing housing needs
• Assessing project proposals
• Publicizing the County's housing objectives
• Monitoring the progress of local housing programs
• Exploring new funding opportunities, and
• Increasing the community's awareness of, understanding of, commitment to and
involvement in producing attractive affordable housing
Orange County Affordable Housing Coalition:The Orange County Affordable Housing Coalition
(OCAHC) is an association of non-profit housing developers, service providers, advocacy groups,
and local government partners working together to provide housing opportunities for all in Orange
County, North Carolina.
Other local/regional/state/federal planning efforts considered when preparing the Plan
Plan analysis included Hillsborough, Chapel Hill, and Carrboro housing plans and related
documentation.
Describe cooperation and coordination with other public entities, including the State and any
adjacent units of general local government, in the implementation of the Consolidated Plan
(91.215(l))
The Orange County Housing and Community Development Department serves as the
administrative agency for the HOME program,working closelywith other County departments as
well as the Towns of Chapel Hill, Carrboro, and Hillsborough. Similarly,the Town of Chapel Hill's
Office of Housing and Community administers the Town's CDBG program.This office maintains
strong coordination with various Town departments, including Economic Development, Public
Works, Parks and Recreation, Planning and Sustainability, as well as the local Police and Fire
Departments.This collaboration ensures a unified approach to addressing housing and community
development needs across the region.
Narrative
The Orange County HOME Consortium represents a collaborative effort involving Orange County
and the Towns of Carrboro, Chapel Hill, and Hillsborough.This cooperative venture aims to address
the shared housing needs and promote affordable housing development throughout the region.The
Consortium fosters strong intergovernmental collaboration,with a positive and productive working
relationship between the four jurisdictions.This partnership ensures that resources and strategies
are aligned to maximize the impact of housing initiatives across the area.
Additionally,the Consortium has built an excellent partnership with the local Continuum of Care
(CoC), a network of organizations dedicated to addressing homelessness and housing instability.
The relationship between the Consortium and CoC is based on mutual trust and a shared
commitment to creating effective solutions for vulnerable populations.The strong relationship with
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CoC members enables the Consortium to develop comprehensive, community-driven programs
that support housing stability, homelessness prevention, and broader social services across
Orange County.
PR-15 Citizen Participation - 91 .105, 91 .115, 91 .200(c) and 91 .300(c)
Summarize citizen participation process and how it impacted goal-setting
Residents and community stakeholders were actively invited to provide input through a variety of
public engagement sessions, as well as through a formal 30-day public comment period for the
draft Consolidated Plan.These engagement opportunities were designed to ensure broad
community participation and included five in-person sessions held at different locations
throughout the county during afternoon and evening hours to accommodate various schedules.
A Resident Survey was also made available both online and in hardcopy format, enabling
stakeholders and residents to identify priority areas and strategies that reflect the needs of the
community.This comprehensive approach ensured that a wide range of perspectives were
gathered to inform the planning process.
The Consortium adhered to the County's Public Participation Policy and Citizen Participation Plan,
in line with the requirements set forth in 24 CFR 91.105, ensuring an open and inclusive process.A
key focus of the Consortium was improving accessibility for individuals with limited English
proficiency(LEP).To facilitate meaningful access,the Resident Survey was offered widely in English
and Spanish, ensuring that LEP individuals could fully engage in the process.Additionally, materials
on the project website were made available in both English and Spanish,further enhancing
accessibility.
For one in-person engagement session,the Consortium also provided simultaneous translation
services to Spanish-speaking participants, ensuring that language was not a barrier to
participation.
The Outreach Plan was designed to engage a wide range of stakeholders, including service
providers, community-based organizations, housing providers, local government agencies and
boards, neighborhood leaders, and elected officials.A master list of contact information for these
individuals and organizations was compiled to help spread the word about the outreach efforts.
These contacts were instrumental in reaching additional community members and reaching
residents and stakeholders the Consortium may not have been able to access on its own
The Orange County Consolidated Plan Resident Survey was made available online through Orange
County's website, as well as in hardcopy form at Town Hall meetings and public spaces.To reach a
broad audience,the member jurisdictions of the Consortium used their social media platforms and
encouraged word-of-mouth promotion. Property managers also helped distribute information
about the survey by sharing leaflets and information sheets with tenants.
A summary of participant comments and the results of the questionnaire can be found in the
Attachment Section of the Consolidated Plan.
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Needs Assessment -------------------------------------------
-------------------------------
NA-05 Overview
Overview
This section utilizes HUD's Comprehensive Housing Affordability Strategy(CHAS) data to assess
changes in housing, social service, and economic development needs in Orange County. For tables
using CHAS data, 2011-2015 American Community Survey(ACS)estimates serve as the`base'
year, and 2017-2022 ACS estimates serve as the most recent year.The CHAS data automatically
populates the tables with the relevant ACS estimates.
The Needs Assessment relies on additional data sources beyond the CHAS data provided by HUD.
Data from the 2020 Census and 2017-2022 American Community Survey was used to provide
additional context. Data pertaining to homelessness was provided by the Director of the Orange
County Partnership to End Homelessness. Orange County is a part of the Orange County
Partnership to End Homelessness Continuum of Care. Data on public housing was provided by staff
at the Orange County Housing Authority and Chapel Hill Department of Housing.This information
was supplemented with figures from HUD's Housing Authority Profiles data interface. Additional
data was provided by Central Pines Regional Council on Naturally Occurring Affordable Housing
and by the Orange County Affordable Housing Coalition on subsidized housing units held by service
providers in the County.
Summary of Housing Needs
According to ACS data, between 2016 and 2022, Orange County's population grew by 4.37%,
increasing from 139,807 to 145,919 residents, a net addition of 6,112 people. During the same
period,the number of households grew at a faster rate of 7.3%,with 3,806 new households formed,
reflecting a shift in household composition. Median income in the county saw a significant increase
of 40%, rising from $61,130 to$85,785,which suggests an overall improvement in the local
economy during the period of high growth.
However, despite these positive trends in population and wages, housing affordability remains a
critical concern. Currently, 55%of renters in Orange County are cost burdened, meaning they
spend more than 30%of their income on housing. Similarly, 18%of homeowners face the same
financial strain.This disparity highlights the ongoing challenges in ensuring that the county's
housing supply and affordability keep pace with population and income growth, particularly for
vulnerable groups such as lower-income households and renters.These dynamics emphasize the
need for targeted strategies to address housing affordability and reduce the prevalence of cost-
burdened households.
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Describe the number and type of single person households in need of housing assistance.
According to the 2019-2023 American Community Survey(ACS),there were 16,632 single-person
households, including an estimated 8,299 one-person owner households and 8,317 one-person
renter households in Orange County.These one-person households made up 23%of homeowner
households and 37%of renter households, respectively.While 70%of renters living alone (70%) are
under 55, more than 75%of homeowners living alone are age 55 or older.
While specific data on housing costs for senior homeowners living alone in Orange County is not
readily available, national trends indicate that housing affordability is a significant concern among
older adults.According to the Joint Center for Housing Studies of Harvard University, as of 2022,
approximately 27.4%of homeowners aged 65 and over were considered housing cost-burdened,
meaning they spent more than 30%of their income on housing-related expenses.This suggests
that many older homeowners in Orange County may face financial challenges in maintaining their
homes.
Estimate the number and type of families in need of housing assistance who are disabled or
victims of domestic violence, dating violence, sexual assault and stalking.
• People with Disabilities: Based on the 2016 Comprehensive Housing Affordability Strategy
(CHAS) Data, an estimated 5,485 or 27%of renter households and 9,940 or 31%of
homeowner households have a member with a disability.Among renters with a disability,
72%are considered low-income, meaning they earn no more than 80%of the County's area
median income (AMI), and 45%of homeowners with a disability are low-income.The
majority of these low-income households with a disability, both renters and owners, also
have one or more housing problems, such as housing cost burden, substandard facilities,
or overcrowding.
• Victims of Domestic Violence, Dating Violence, Sexual Assault,and Stalking: According
to the FBI Uniform Crime Reports,there were 15 reported cases of rape in Orange County in
2023.
What are the most common housing problems?
Housing cost burden is the most prevalent housing issue for both renters and homeowners in
Orange County.According to 2017-2022 Comprehensive Housing Affordability Strategy(CHAS)
data, 22%of homeowners face a housing cost burden, meaning they spend more than 30%of their
income on housing expenses.Among these homeowners, 12%allocate between 30-50%of their
income toward housing costs,while 10%spend more than half of their income on housing,
indicating a severe cost burden.
In comparison, renters in Orange County experience significantly higher rates of housing cost
burden.Approximately 45%of renters are cost-burdened, more than double the rate for
homeowners. Of these renters, 19%spend 30-50%of their income on housing, and 26%face a
severe cost burden, dedicating more than 50%of their income to housing expenses.This disparity
underscores the greater financial strain renters face in maintaining affordable housing.
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Are any populations/household types more affected than others by these problems?
Senior households and those including a person with a disability are disproportionately affected by
the high cost of housing in Orange County.These populations often rely on fixed or limited incomes,
such as Social Security or disability benefits,which fail to keep pace with rapidly rising housing
costs.This economic strain leaves many older adults and individuals with disabilities vulnerable to
housing instability,forcing them to make difficult trade-offs between essential needs, such as
healthcare,food, and housing.
In addition, individuals and families experiencing homelessness or those at risk of becoming
homeless are especially impacted by the county's housing affordability crisis.These individuals
often face a combination of insufficient income, high housing costs, and systemic barriers to
accessing stable housing, such as limited affordable housing stock and restrictive rental
requirements. For people in these circumstances, even modest rent increases or unexpected
expenses can push housing entirely out of reach, perpetuating cycles of homelessness and
instability.
The intersection of limited income, high housing costs, and systemic barriers underscores the need
for targeted interventions and providing supportive services to help vulnerable populations secure
and maintain stable housing.Addressing these disparities is essential to promoting housing equity
and improving the quality of life for all residents, particularly those most at risk.
Describe the characteristics and needs of Low-income individuals and families with children
(especially extremely low-income)who are currently housed but are at imminent risk of either
residing in shelters or becoming unsheltered 91.205(c)/91.305(c)).Also discuss the needs of
formerly homeless families and individuals who are receiving rapid re-housing assistance and
are nearing the termination of that assistance
The imminent risk of homelessness in Orange County is reflected in the households served by our
Emergency Housing Assistance(EHA) Program and Eviction Diversion Program (EDP), both of which
provide critical support to individuals and families facing housing instability. Each year,we process
approximately 400 EDP cases for tenants navigating eviction proceedings and 400 EHA applications
for households seeking emergency rental assistance,with significant overlap between the two
programs. Based on these figures,we estimate that between 600 and 700 unique households
experience a severe risk of displacement annually. Furthermore, estimates show that up to 70%of
these households include children, highlighting the urgent need for family-focused eviction
prevention strategies. Strengthening data tracking efforts, expanding early intervention resources,
and integrating wraparound services—such as legal aid,financial counseling, and tenant
protections—will be essential in mitigating homelessness risk and promoting long-term housing
stability for vulnerable families.
Orange County has seen success in implementing a homeless diversion program, and have moved
the following number of vulnerable households each year presenting for a shelter bed into housing
a mix of strengths-based guided conversation plus flexible funding:
• 2020-87
• 2021 -145
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• 2022-141
• 2023-178
If a jurisdiction provides estimates of the at-risk population(s), it should also include a
description of the operational definition of the at-risk group and the methodology used to
generate the estimates:
OCPEH has not developed a CoC-specific definition of an "at-risk group" beyond"At risk"of
homelessness as defined under§576.2 of the ESG Program Interim Rule and §578.3 of the CoC
Program Interim Rule.
Specify particular housing characteristics that have been linked with instability and an
increased risk of homelessness
Between 2016 and 2022, Orange County experienced a significant rise in housing costs,
contributing to increased housing instability. Median household income grew by 40%,from $61,130
in 2016 to$85,785 in 2022. However,this increase was erased by the sharp rise in housing costs.
Median gross rent increased by 35.7%,from$970 to$1,316,while the median home value surged
by 40.4%,jumping from$281,700 to$395,600.These escalating costs place a disproportionate
burden on lower-income households, particularly renters,who often face stagnant wages relative
to rising housing expenses.As rents and home values climb, affordability becomes a pressing
issue, making it increasingly difficult for residents to secure and maintain stable housing, especially
for vulnerable populations such as seniors, people with disabilities, and those at risk of
homelessness.This data underscores the urgency of addressing housing affordability to ensure
Long-term stability for all residents.
Discussion
The data discussed above highlights Orange County's most pressing housing challenge:the high
cost of housing and the lack of affordability for extremely low-income and very low-income
households—those earning under 30%and between 30-50%of Area Median Income (AMI),
respectively. Extremely low-income households make up 13.71%of all households in the county
but bear a disproportionate housing cost burden.They account for 44%of all cost-burdened
households, and a staggering 66%of extremely low-income households pay more than half of their
income toward housing costs, amounting to nearly 4,957 households.This level of cost burden
leaves many families financially vulnerable and at risk of housing instability.
Very low-income households face similar challenges,with 69%spending more than 30%of their
income on housing and over one-third (35%) paying more than half. Renters are particularly
affected, as they make up 70%of households earning less than 30% HAMFI and a majority(59.3%)
of households earning less than or equal to 80% HAMFI.This indicates that renters are
disproportionately impacted by housing affordability issues, especially given the limited availability
of affordable rental units.While homeowners are concentrated in higher-income brackets,their
relative financial stability does little to offset the broader housing affordability crisis.Addressing
these disparities requires targeted policy measures, including the preservation and expansion of
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affordable housing options, rental assistance programs, and initiatives that promote long-term
housing stability for low-income households.
NA-15 Disproportionately Greater Need: Housing Problems - 91 .405,
91 .205 (b)(2)
Introduction
This section assesses whether specific racial or ethnic groups in Orange County experience
housing problems at rates significantly higher than the county average.A"disproportionately
greater need" is identified when the rate of severe housing problems for a group exceeds the
countywide figure by more than ten percentage points.This analysis is based on data from the
2017-2022 Comprehensive Housing Affordability Strategy(CHAS)and examines results across
different income levels.
For households earning 0-30%of the Area Median Income (AMI),those with no or negative income
but no other identified housing issues are excluded to ensure a more accurate representation of
actual housing needs.The analysis considers four housing problems as defined by HUD: (1)a lack
of complete kitchen facilities, (2) a lack of complete plumbing facilities, (3)overcrowding(more
than one person per room), and (4) cost burdens where housing costs exceed 30%of household
income.This structured approach provides a clear understanding of how housing challenges
impact various racial and ethnic groups across income brackets.
Discussion
The data presented above underscores Orange County's most urgent housing challenge:the high
cost of housing and the lack of affordability for extremely low-income and very low-income
households—those earning under 30%and between 30-50%of the Area Median Income(AMI),
respectively.
Extremely low-income households (0-30%AMI) make up 13.71%of all households in the county,
yet they bear a disproportionate housing cost burden.This group accounts for 44%of all cost-
burdened households,with 66%of extremely low-income households paying more than half of
their income toward housing costs, representing nearly 4,957 households.This severe cost burden
leaves many families financially vulnerable,forcing difficult trade-offs between housing,food,
healthcare, and other essential needs, and putting them at risk of housing instability or
homelessness.
NA-20 Disproportionately Greater Need: Severe Housing Problems -
91 .405, 91 .205 (b)(2)
Introduction
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This section examines whether any racial or ethnic groups in Orange County experience
disproportionately high rates of severe housing problems.These problems include lacking
complete kitchen facilities, lacking complete plumbing facilities, overcrowding(defined as more
than 1.5 persons per room), and extreme cost burdens(housing costs exceeding 50%of income).A
"disproportionately greater need" is identified when the rate of severe housing problems for a group
exceeds the countywide average by more than 10 percentage points.
The analysis uses data from the 2017-2021 Comprehensive Housing Affordability Strategy(CHAS)
and categorizes findings by household income levels. For households earning 0-30%of the Area
Median Income(AMI),those with no or negative income but no other severe housing problems are
excluded to ensure a clearer focus on housing-related challenges.The tables below detail the
prevalence of severe housing problems across groups, providing insight into how these issues
affect different racial and ethnic populations in the county.
Discussion
Based on the most recent data,we observe that severe housing problems in Orange County
decrease as income increases,following expected trends.Among households earning<_30%of the
HUD Area Median Family Income(HAMFI), 42.3%experience at least one severe housing problem,
compared to just 6.1%of households earning>80%-100% HAMFI.This underscores the acute
housing challenges faced by extremely low-income households, many of whom struggle with
severe cost burdens, overcrowding, or inadequate housing conditions.
Renters are significantly more likely than homeowners to face severe housing problems,
particularly among low-income households (<-50% HAMFI). 67%of renter households in this
income range report at least one severe housing problem, compared to 44.38%of owners. Still,the
absolute numbers show that housing problems exit at all income levels and impact the residents
on a large scale.
NA-25 Disproportionately Greater Need: Housing Cost Burdens - 91 .405,
91 .205 (b)(2)
Introduction
This section examines whether any racial or ethnic group in Orange County experiences a
disproportionately high housing cost burden.A disproportionate burden is defined as a racial or
ethnic group having a housing cost burden rate that exceeds the countywide average by more than
ten percentage points.
In Orange County, approximately 45%of households are cost-burdened, meaning they spend more
than 30%of their income on housing costs. Based on this threshold, none of the largest racial or
ethnic groups in the county meet the criteria for being disproportionately cost-burdened.This
suggests that,while housing affordability remains a significant challenge across the county,the
burden is distributed relatively evenly among the major racial and ethnic groups.
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Discussion
None of the major racial or ethnic groups in Orange County meet the criteria for being
disproportionately cost-burdened; it is notable that over 45%of households in the county spend
more than 30%of their income on housing costs.Among these,African American households are
more likely to experience cost burdens compared to other racial or ethnic groups. In contrast,
White and Asian households are the least likely to be cost-burdened in Orange County, highlighting
disparities in housing affordability across different demographic groups.These findings underscore
the need for targeted strategies to address housing affordability challenges, particularly for
populations more likely to face financial strain from housing costs.
NA-30 Disproportionately Greater Need: Discussion - 91 .205 (b)(2)
Are there any Income categories in which a racial or ethnic group has disproportionately
greater need than the needs of that income category as a whole?
As discussed above,we find the following racial/ethnic groups have disproportionately greater
needs than Orange County's population as a whole(analysis limited to the four largest racial/ethnic
groups in the county:Whites,African-Americans,Asians, and Hispanics):
• Housing problems: Hispanics earning below 30%AMI
• Severe housing problems: Hispanics earning 50-80%AMI
If they have needs not identified above,what are those needs?
There are no additional needs not previously discussed in this section.
Are any of those racial or ethnic groups located in specific areas or neighborhoods in your
community?
According to the most recent American Community Survey estimates(2014-2018 ACS estimates),
Orange County's racial composition is 70.5%White, 10.6%African-American, 7.9%Asian, and
10.6% Hispanic.African American residents are concentrated in Chapel Hil, and East and West of
Hillsborough. Hispanics are concentrated in four areas in Orange County: in the Town of Carrboro
and in three block groups located west and east of Hillsborough.Asians are concentrated in three
block groups located southwest, north, and northeast of Chapel Hill.
NA-35 Public Housing - 91 .405, 91 .205 (b)
Introduction
Public housing in Orange County is provided by two entities—the Orange County Housing Authority
(OCHA) and the Town of Chapel Hill's Office of Housing and Community. OCHA oversees 687
Housing Choice Voucher(HCV, commonly known as Section 8), all of which are tenant-based.
OCHA also oversees 18 Emergency Housing Vouchers (EHV), 5 Foster Youth to Independence (FYI),
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and 41 Veterans and Supportive Housing(VASH). OCHA does not manage any public housing units.
OCHA is overseen by a seven-member Board of Commissioners.
The Chapel Hill Office of Housing and Community manages a total of 296 public housing units
Located in Chapel Hill and Carrboro.These units provide affordable housing to a diverse community
of residents. Notably,the office does not administer any Housing Choice Vouchers(Section 8),
focusing exclusively on public housing management.
Among the residents, 54%are working families, reflecting a population that actively contributes to
the local economy while benefiting from stable, affordable housing.The resident population is
Linguistically diverse,with English being the primary language spoken.Additionally, several other
languages are represented, including Karen,Arabic, Burmese,Spanish, and Mandarin,
highlighting the multicultural nature of the community.
The demographic composition of the public housing residents shows a wide range of ages:
• Residents aged 65 and older: 77 individuals, indicating the presence of senior households
that may require supportive services.
• Residents aged 18 and older: 230 individuals, including many working adults and
independent young residents.
• Residents under the age of 18: 310 individuals, reflecting a significant population of
children and youth, emphasizing the importance of family-oriented services, educational
support, and recreational opportunities within these housing communities.
This diversity and range of ages underscore the need for tailored resources,from workforce
development for adults to supportive services for seniors and youth-focused programs.These
housing units not only provide essential shelter but also serve as a foundation for fostering a
thriving, inclusive community.
Section 504 Needs Assessment: Describe the needs of public housing tenants and applicants
on the waiting list for accessible units:
The Chapel Hill Office of Housing and Community reports that households on its waiting lists for
accessible units request first floor units, handrails in bathrooms, accessible kitchens
(maneuverable with wheelchair or walker, counters that residents in wheelchairs can reach),wider
hallways, lower keyholes and eye holes on front doors. Waitlist data for the Orange County Housing
Authority shows 160 households with needs for 1 and 2 bedroom units.
What are the number and type of families on the waiting lists for public housing and section 8
tenant-based rental assistance?Based on the information above, and any other information
available to the jurisdiction,what are the most immediate needs of residents of public
housing and Housing Choice voucher holders?
The Chapel Hill Office of Housing and Community report 351 households on the waiting list(171 for
one bedroom, 90 for two-bedroom, 64 for three-bedroom, 20 for four-bedroom, and 6 for five-
bedroom).They also report that they need additional one-bedroom units to meet the needs of
those on the waiting lists.
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Currently,there area pproximately 160 individuals on the OCHAwaitlist. However,the waitlist has
remained closed for several years, and no general selections have been made due to the county's
policy of allocating units exclusively through the OCPEH HOME Committee for those with the
highest needs.The greatest demand continues to be for affordable 1-and 2-bedroom units,which
remain in short supply.This shortage highlights the ongoing need for expanded housing options to
accommodate individuals and families seeking stable, affordable living arrangements.
How do these needs compare to the housing needs of the population at large?
The needs of public housing and Housing Choice Voucher(HCV) clients closely mirror those of the
broader population, particularly in the demand for more accessible and affordable housing
options.This need is especially critical in neighborhoods of opportunity,where housing access can
significantly impact economic mobility and quality of life.The OCHA waitlist is composed of 940
Black individuals, 300 White individuals, 11 American Indian or Pacific Islander(AIPI) individuals,
and 10 Asian individuals currently awaiting housing assistance.This data underscores the pressing
demand for equitable and expanded housing solutions to serve diverse communities
Discussion
Public housing in Orange County is administered by two entities—the Orange County Housing
Authority(Housing Choice Vouchers throughout the county)and the Chapel Hill Office of Housing
and Community(public housing units in Chapel Hill and Carrboro).While waitlist data on
accessibility for OCHA are not available, Chapel Hill reports a need for additional accessible units
on the first floor and additional one-bedroom units to meet their waitlist needs.
The needs of both public housing and HCV families mirror the needs of Orange County's broader
population with respect to the need for more accessible units and more affordable units.
NA-40 Homeless Needs Assessment - 91 .405, 91 .205 (c)
Introduction
The 2021 Homeless System Gaps Analysis for Orange County identifies 15 critical gaps in
addressing homelessness,with a focus on housing,temporary housing services, connection
services, and dignity services. Key housing needs include more income-based rental units, rapid re-
housing programs,youth housing, and landlord incentives, as well as support for housing
navigation and furnishings for those exiting homelessness.Temporary housing services require
accessible shelters, medical respite beds, and bridge housing for individuals transitioning from
incarceration. Connection services highlight the need for expanded Housing Helpline staffing, an
integrated service center, and a crisis/diversion facility. Dignity services call for 24-hour bathroom
access and memorial service funding.While three gaps—housing access coordination, diversion
funding, and street outreach—have been filled, significant work remains to meet the growing
demand and ensure homelessness in the county becomes rare, brief, and one-time.
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the number and type of families in need of housing assistance for families with children and
the families of veterans.
2023 Point-in-Time Count data provided by OCPEH 13 individuals in families with children
experience homelessness on a given night in Orange County.All of those individuals are sheltered.
Describe the Nature and Extent of Homelessness by Racial and Ethnic Group.
According to the 2023 Point-in-Time (PIT) Count data from OCPEH,African Americans are the
Largest racial/ethnic group experiencing homelessness in Orange County,with 70 individuals
identified, making up 56%of the total homeless population.This stark disparity is particularly
concerning given that African Americans represent only 12%of the county's overall population,
highlighting a significant overrepresentation in homelessness.White individuals constitute the
second-largest group,with 54 individuals experiencing homelessness. Other racial and ethnic
groups account for a smaller portion of the homeless population, including Hispanic individuals,
with only five reported cases.These findings underscore deep racial disparities in housing stability,
emphasizing the urgent need for targeted interventions, equitable housing policies, and expanded
support services to address the systemic factors contributing to homelessness in Orange County.
Describe the Nature and Extent of Unsheltered and Sheltered Homelessness.
2023 Point-in-Time Count data provided by OCPEH there were 126 people experiencing
homelessness in Orange County. Of those, 90 (71%)were sheltered while 36(29%)were
unsheltered.
Discussion
Homelessness in Orange County remains a persistent challenge,though recent estimates indicate
a slight decline compared to previous years. However,the numbers continue to reflect significant
housing instability,with high and rising housing costs serving as a major driver. Limited access to
essential services, as identified by OCPEH in its most recent report,further exacerbates the issue.
At the same time, income-based rental assistance remains insufficient, as both the Orange County
Housing Authority and Chapel Hill Office of Housing and Community continue to maintain long
waitlists for Housing Choice Vouchers and public housing units.Addressing these gaps through
expanded housing assistance programs, enhanced service coordination, and evidence-based
interventions will be crucial to further reducing homelessness in Orange County.
NA-45 Non-Homeless Special Needs Assessment - 91 .405, 91 .205 (b,d)
Introduction
This section analyzes the housing needs for people who are not experiencing homelessness but
have unique service and housing needs. Specifically,we analyze the presence and housing needs
of four populations: elderly(aged over 65),the disabled, elderly disabled, and persons with
HIV/AIDS. Data in this section come from the American Community Survey(2019-2023 estimates),
North Carolina Department of Health and Human Services, Orange County Department on Aging,
and other reports.
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Describe the characteristics of people with service/housing needs in your community:
• Elderly:According to 2019-2023 American Community Survey estimates,there are 23,101
individuals in Orange County over 65 years old.This comprises 15.7%of the population. In
addition,there are 8,625 persons in Orange County over 75 years old, comprising 5.9%of
the total population.
• People with disabilities:According to 2019-2023 American Community Survey estimates,
there are 8,203 disabled individuals under 65 living in Orange County.
• Elderly people with disabilities:Within the disabled population, 5,203 are also elderly
(over the age of 65).This figure represents 29%of the entire elderly population.
What are the housing and supportive service needs of these populations and how are these
needs determined?
Elderly:According to the 2022-2027 Orange County Department of Aging Master Plan,the focus of
efforts should be on the following eight domains of livability that influence the quality of life for
older adults:
1. Outdoor Spaces and Buildings
2. Transportation
3. Housing
4. Social Participation
5. Respect and Social Inclusion
6. Civic Participation and Employment
7. Communication and Information
8. Community and Health Services
These goals suggest the housing needs for elderly adults include (1) providing additional affordable
units specifically for the elderly, (2) retrofitting existing units to make them accessible, and (3)
increasing support to change non-housing conditions in the community(e.g.,transportation)to
allow Orange County adults to age in place.
People with disabilities:A 2024 report by the ncIMPACT Initiative highlights a significant shortage
of decent, secure, and affordable housing across North Carolina's urban, suburban, and rural
communities.This shortage disproportionately affects low-income households,with many renters
spending more than 30%of their income on housing costs, indicating a severe cost burden. It
highlights that the lack of affordable housing in the region (which includes Orange County)
exacerbates challenges faced by persons with disabilities in searching for housing.
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Elderly people with disabilities:According to 2023 American Community Survey(ACS) estimates,
the most prevalent disabilities among the elderly disabled population in Orange County are
ambulatory difficulty, hearing difficulty, and independent living difficulty.These challenges highlight
the growing need for expanded supportive services to assist older adults with daily activities, such
as grocery shopping, running errands, and accessing healthcare appointments,which may become
increasingly difficult due to mobility limitations.Additionally,the prevalence of these disabilities
underscores the urgent need for more accessible housing options throughout the county.
Increasing the supply of Americans with Disabilities Act(ADA)-compliant units, home
modifications, and age-friendly housing designs will help ensure that seniors can age in place
safely and comfortably.
Discuss the size and characteristics of the population with HIV/AIDS and their families within
the Eligible Metropolitan Statistical Area:
Orange County is part of the Durham-Chapel Hill Metropolitan Statistical Area,which comprises
five counties.According to the 2018 North Carolina Department of Health and Human Services
HIV/STD/Hepatitis Surveillance report,the most recent report,the number of individuals living in
those counties diagnosed with HIV is:
OChatham County: 130
Id Durham County: 1,845
M Granville County: 206
D Orange County: 318
0 Person County: 94
Discussion:
The figures cited in this section show that Orange County has a substantial population of people
who are not experiencing homelessness but have unique housing needs, including the elderly,
disabled, elderly disabled, and persons with HIV/AIDS.While these individuals have unique housing
and supportive service needs,they are all exacerbated by a lack of quality, affordable housing near
transit options that allow them to get where they need to go in a reasonable amount of time.
NA-50 Non-Housing Community Development Needs - 91 .415, 91 .215
(f)
Describe the jurisdiction's need for Public Facilities:
Emergency Medical Services(EMS)and 911 Communications:A comprehensive assessment
revealed the necessity for enhancements in EMS operations and 911 communications
infrastructure to improve response times and service delivery.
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Mental Health and Substance Abuse Services:There is a significant need for accessible mental
health and substance abuse treatment facilities to address the growing demand for these services
within the community.
Community Health Facilities:The Community Health Assessment identified the need for
expanded public health facilities to address issues such as chronic diseases, environmental
health, and maternal and infant health.
Water and Sewer Infrastructure: Certain areas have experienced challenges related to water
contamination and inadequate sewer services, indicating a need for improved infrastructure to
ensure safe and reliable utilities.
School Facility Modernization and Accessibility:Assessments have highlighted the need to
update school facilities to meet current educational standards and ensure compliance with the
Americans with Disabilities Act(ADA).
Enhanced Accessibility in Public Facilities: Beyond schools,there's a broader need to ensure all
public facilities are accessible to individuals with disabilities, as emphasized in the 2020-2025
Consolidated Plan.
Climate Resilience of Public Facilities:As climate change poses increasing risks, it's essential to
bolster the resilience of public facilities by implementing sustainable practices and infrastructure
improvements.
How were these needs determined?
These needs were determined through analysis of plans from jurisdictions in Orange County and
public comments on facility needs.
Describe the jurisdiction's need for Public Improvements:
The following were identified as needs for public improvements:
• Transportation for seniors to get to medical appointments, pick up prescriptions, and other
essential travel
• Water and sewer access improvements
• Intersections, public buildings, and facilities should be made ADA-compliant and handicap
accessible.
• Roads, curbs, and sidewalks should be improved where needed.
• Additional sidewalks and bike lanes should be provided.
• Additional bus shelters should be provided.
• Storm water management systems should be improved.
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How were these needs determined?
These needs were determined through analysis of plans from jurisdictions in Orange County and
public comments on facility needs.
Describe the jurisdiction's need for Public Services:
The following were identified as needs for public services:
• Mental health services for veterans and individuals experiencing homelessness
• Public services should be improved in more rural parts of the county
• Rapid Re-Housing program should be established for individuals experiencing
homelessness
• Transportation and mobility services provided for seniors and people with disabilities
How were these needs determined?
These needs were determined through analysis of plans from jurisdictions in Orange County and
public comments on facility needs.
Housing Market Analysis
MA-05 Overview
Housing Market Analysis Overview
Orange County is located in central North Carolina,within the Piedmont region, and is part of the
Durham-Chapel Hill Metropolitan Area and the larger Raleigh-Durham-Cary Combined Statistical
Area.This area, often referred to as the"Triangle;' is anchored by the cities of Raleigh, Durham, and
Chapel Hill,which are home to prominent institutions of higher education: North Carolina State
University, Duke University, and the University of North Carolina at Chapel Hill.Together,these
cities and universities form a vibrant and interconnected economic and cultural hub.
Orange County is characterized by a mix of expansive rural areas and three urban centers: Chapel
Hill, Carrboro, and Hillsborough. In recent years, residential development has increasingly
expanded into formerly rural areas, driven by population growth and the demand for housing.These
developments serve not only the needs of Orange County's growing population but also commuters
working in neighboring counties, particularly in Research Triangle Park, a major employment center
in the region.
This section provides an analysis of the Orange County housing market, utilizing data from the
2017-2022 Comprehensive Housing Affordability Strategy(CHAS) and the American Community
Survey(ACS)to assess trends and challenges in housing affordability and availability.
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• Pre-1970 Construction:As ign if icant portion of the housing units were constructed before
1970, indicating an aging segment of the housing stock that may require maintenance or
upkeep
• 1970-1999 Construction:A substantial number of homes were built between 1970 and
1999, reflecting periods of residential development that have shaped the current housing
Landscape.
• Post-2000 Construction: Recent decades have seen continued growth,with new housing
units constructed since 2000, contributing to the county's expanding residential
infrastructure.
We find that the housing market in Orange County struggles to meet the needs of its population,
particularly for low-and moderate-income households.While there has been growth in housing
development, much of it is not affordable for those earning less than 80%AMI. Renters and
extremely low-income households are the most vulnerable, often experiencing severe cost
burdens. Approximately 44%of households in Orange County are cost-burdened, spending more
than 30%of their income on housing. Extremely low-income households are disproportionately
affected,with over 66%paying more than half their income on housing. Renters, especially those
earning less than 30% HAMFI (Household Area Median Family Income),face the greatest
affordability challenges.
MA-10 Number of Housing Units - 91 .410, 91 .210(a) & (b)(2)
Introduction
According to the 2023 ACS data,there are 62,553 total housing units, of which an estimated 56,456
are occupied.This corresponds to a vacancy rate of about 9%(5,671 units). Most owner-occupied
homes(83%) have three or more bedrooms,while the majority of rented units (69%) have one or
two bedrooms.
Describe the number and targeting(income level/type of family served)of units assisted with
federal,state,and local programs.
• Public Housing: 296 units in Chapel Hill and Carrboro.These are targeted toward
households earning below 50%AMI,though some households earn more than that.
• Housing Choice Vouchers: Orange County Housing Authority has 687 Housing Choice
Vouchers, 18 Emergency Housing Vouchers (EHV), 5 Foster Youth to Independence (FYI),
and 41 Veterans and Supportive Housing(VASH).
• Low-Income Housing Tax Credits(LIHTC): LIHTC properties in Orange County have 592
known units for a mix of LMI households and elderly/disabled households.
• HOME:45 developments in Orange County constructed with HOME funding.
• Community Home Trust: 342 permanently-affordable homes in Orange County through a
community land trust model. Units targeted to households earning below 80%of AMI.
Provide an assessment of units expected to be lost from the affordable housing inventory for
any reason, such as expiration of Section 8 contracts.
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There is one LIHTC development with a contract ending in 2028.This development offers 124 units
of subsidized housing.
Does the availability of housing units meet the needs of the population?
Housing remains largely unaffordable for many residents, particularly low-and moderate-income
households.There is a critical shortage of quality, affordable, and accessible housing units, leaving
many individuals and families cost-burdened and struggling to find stable housing
Describe the need for specific types of housing.
The need for quality, affordable, and accessible housing is particularly acute in the urban centers of
Chapel Hill, Carrboro, and Hillsborough.These areas serve as the county's economic, educational,
and cultural hubs, offering proximity to employment centers, healthcare facilities, and essential
services. However, rising housing costs and limited affordable options have created significant
barriers for low-and moderate-income households, making it difficult for many to live in the very
communities where they work, study, or receive essential services.
Discussion
While the total number of market-rate housing units in Orange County may appear sufficient to
accommodate the county's growing population, market forces alone have not produced enough
housing that is affordable to low-and moderate-income households.The disparity between income
Levels and housing costs has left many residents struggling to find housing within their means,
particularly in the county's urban centers of Chapel Hill, Carrboro, and Hillsborough—where
employment opportunities and public transit access are most concentrated.
The high cost of market-rate housing in these areas creates significant barriers for low-income
workers, seniors on fixed incomes, individuals with disabilities, and othervulnerable populations.
Many households earning below the county's median income are forced to spend a
disproportionate share of their income on housing costs, often exceeding HUD's affordability
threshold of 30%of gross income.As a result,these households face increased financial instability,
risk of displacement, and limited access to essential services.
MA-15 Cost of Housing - 91 .410, 91 .210(a)
Introduction
As highlighted throughout this plan, Orange County has experienced a significant rise in housing
costs in recent years, leading to a critical shortage of affordable housing for low-and moderate-
income households. Median gross rent has surged by 35.7%, increasing from$970 to$1,316,while
the median home value has risen even more sharply, by 40.4%,from$281,700 to$395,600.These
escalating costs disproportionately affect lower-income households, particularly renters,whose
wages have not kept pace with the rising cost of housing.
The growing affordability gap makes it increasingly challenging for residents to secure and maintain
stable housing,with vulnerable populations—including seniors, individuals with disabilities, and
those at risk of homelessness—facing the greatest strain.The steep increases in both rental and
homeownership costs highlight the urgent need for targeted policies and investments to address
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housing affordability.Without decisive action, many residents may face housing instability,
undermining the county's long-term economic and social well-being.
Is there sufficient housing for households at all income levels?
The data clearly indicate that Orange County does not have an adequate supply of housing units for
households earning below 30%of the Area Median Income (AMI) (extremely low-income) and those
earning below 50%of AMI (very low-income).These income groups face the most significant
barriers in securing stable, affordable housing, as the private market does not produce enough
units at rents they can afford without substantial subsidies.
How is affordability of housing likely to change considering changes to home values and/or
rents?
In recent years, housing prices in Orange County have risen at a much faster rate than incomes,
further compounding the county's ongoing affordability crisis.This growing disparity has made it
increasingly difficult for low-and middle-income workers to find housing within the communities
where they work.With housing stock remaining low and new development not keeping pace with
demand,this trend is expected to persist over the next five years, leading to a further reduction in
the number of housing units affordable to local workers.
The limited availability of housing—particularly affordable housing—combined with rising costs is
already forcing more individuals and families to seek housing in surrounding rural counties,where
housing remains more affordable.
How do HOME rents/Fair Market Rent compare to Area Median Rent?How might this impact
your strategy to produce or preserve affordable housing?
As of Fiscal Year 2024, Fair Market Rents (FMRs) in the Durham-Chapel Hill HUD Metro FMR Area,
which includes Orange County, have increased significantly,with rents set at$1,385 for
efficiencies,$1,418 for one-bedroom units,$1,631 for two-bedroom units, $2,051 for three-
bedroom units, and $2,510 for four-bedroom units.These figures represent a substantial increase
from previous years,with the FMR for a two-bedroom unit rising by 24.03%from 2023.
Comparatively,the median gross rent in Orange County during 2019-2023 was$1,387, reflecting a
widening gap between affordable rent levels and market-rate costs. Furthermore, HOME Rent
Limits remain considerably lower than current FMRs,with Low HOME Rents ranging from$927 for
an efficiency to$1,536 for a four-bedroom unit, and High HOME Rents between $1,185 and $1,940,
making it increasingly difficult for low-income households to secure stable housing.This trend
highlights growing affordability challenges in Orange County, as rising rents continue to outpace
both median incomes and existing affordability programs, placing a greater burden on low-and
moderate-income residents.
Discussion
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One of the persistent challenges Orange County faces is that, even when Fair Market Rents (FMRs)
are competitive with market rates, many landlords continue to refuse Housing Choice Vouchers
(HCVs).This reluctance stems primarily from the perceived concerns about bureaucratic hurdles,
delayed payments, and additional inspection requirements associated with the program.As a
result, simply ensuring that FMRs align with market rents is not enough to increase housing access
for voucher holders.
The unwillingness of landlords to participate in the program severely limits the housing options
available to low-income renters. In a market where vacancy rates are already low and demand is
high,voucher holders often struggle to find landlords who will accept their vouchers, leading to
Longer housing searches, increased housing instability, and in some cases,voucher expiration
before placement is secured.
MA-20 Condition of Housing— 91 .410,91 .210(a)
Describe the need for owner and rental rehabilitation based on the condition of the
jurisdiction's housing.
Many owner-occupied housing units in Orange County need rehabilitation,yet many homeowners
lack the financial resources necessary to make critical repairs and improvements. Unfortunately,
the availability of local, state, and federal funding for housing rehabilitation remains insufficient to
meet the growing demand. Even where assistance programs exist,they often come with complex
eligibility requirements, extensive paperwork, and long waiting periods, making it difficult for
homeowners—especially those with low or fixed incomes—to access the support they need. For
renter-occupied housing,the challenges are different but equally pressing. Many rental units are
owned by institutional investors or out-of-state landlords,who are often unresponsive to tenant
concerns about maintenance and housing conditions.Without local oversight or incentives for
responsible property management,tenants in low-income and older rental properties frequently
face substandard living conditions, including deteriorating structures, outdated utilities, and health
hazards such as mold or pest infestations.
A significant number of the county's existing affordable housing units require rehabilitation and
accessibility modifications to remain habitable and inclusive.These needs are particularly urgent
given that:
• 67%of renters earning below 50%of AMI report experiencing at least one housing problem,
such as cost burden, overcrowding, or inadequate living conditions.
• 44.4%of homeowners under 50%of AMI also report facing at least one housing-related
challenge, often due to the inability to afford necessary repairs and modifications.
Estimate the number of housing units within the jurisdiction that are occupied by low or
moderate income families that contain lead-based paint hazards. 91.205(e),91.405
Based on updated estimates,the total number of housing units in Orange County with possible
lead paint is 18,638, representing a significant portion of the county's older housing stock.Within
that number, it is estimated that approximately 8,000 of these housing units have children present,
putting them at greater risk of lead exposure.Additionally,41.7%of Orange County's population
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earns below 80%of the Area Median Income(AMI).Assuming that this population is evenly
distributed across all housing units by age of construction, a substantial portion of these 18,638
older housing units are occupied by low-and moderate-income families,further emphasizing the
need for targeted lead abatement efforts and home rehabilitation programs.To address this issue,
Orange County must continue investing in lead hazard control programs, home repair initiatives,
and community outreach efforts to ensure that vulnerable residents—especially families with
young children—are protected from lead exposure risks.
Discussion
A significant portion of Orange County's housing stock has been constructed since 2000, resulting
in relatively low rates of physical deterioration and substandard housing conditions compared to
older housing markets.
Although reported cases of lead poisoning in the county remain low, an estimated 4,500 low-and
moderate-income households with children reside in homes that may contain lead-based paint
hazards. However,this figure may underrepresent the true risk, as low-and moderate-income
households are more likely to reside in older housing stock that has not undergone lead mitigation
or modernization efforts. Given that lead-based paint hazards are most prevalent in pre-1978
homes,targeted lead remediation efforts, education programs, and financial assistance for home
rehabilitation remain essential to reducing health risks for vulnerable families.
MA-25 Public and Assisted Housing - 91 .410, 91 .210(b)
Introduction
Public housing and rental assistance in Orange County are administered by two entities:the Orange
County Housing Authority(OCHA)and the Town of Chapel Hill's Office for Housing and Community.
Each organization plays a distinct role in providing affordable housing options for low-income
residents.
Orange County Housing Authority(OCHA)
The Orange County Housing Authority(OCHA)oversees approximately 687 Housing Choice
Vouchers(HCVs), commonly known as Section 8 vouchers.All OCHA-managed vouchers are
tenant-based, meaning they are tied to the individual renter rather than a specific housing unit,
allowing greater mobility for voucher holders within the private rental market.
Additionally, OCHA administers:
• 18 Emergency Housing Vouchers (EHV)-Dedicated to individuals and families experiencing
homelessness or at risk of homelessness.
• 5 Foster Youth to Independence (FYI)Vouchers-Targeted for young adults aging out of
foster care who are at risk of homelessness.
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• 41 Veterans Affairs Supportive Housing(VASH)Vouchers—Designed to assist homeless
veterans by providing rental subsidies along with case management and support services
through the U.S. Department of Veterans Affairs.
OCHA operates under the oversight of a seven-member Board of Commissioners,which guides
policy decisions and program administration.A map illustrating the distribution of OCHAvoucher
holders throughout Orange County is included in this plan to provide insight into geographic access
to voucher-supported housing.
Town of Chapel Hill Office for Housing and Community
The Town of Chapel Hill's Office for Housing and Community manages 296 public housing units
across 12 developments in Chapel Hill and one in Carrboro. Unlike OCHA,the Chapel Hill Office
does not administer any Housing Choice Vouchers. Instead, its focus is on maintaining and
improving public housing communities, ensuring compliance with HUD standards, and supporting
residents through affordable housing initiatives, property management, and resident services.
Describe the number and physical condition of public housing units in the jurisdiction,
including those that are participating in an approved Public Housing Agency Plan.
The Town of Chapel Hill Office of Housing and Community provides 296 public housing units in
Orange County at 13 developments. Of these, 12 are located in Chapel Hill and one is in Carrboro.
For HUD's purposes,these are divided into two AMPs. Both AMPs were inspected in 2018 and
scored relatively low amounts on their physical inspections.
Describe the restoration and revitalization needs of public housing units in the jurisdiction.
Over the past decade,the Town of Chapel Hill has undertaken comprehensive renovations across
much of its public housing stock to improve living conditions and maintain compliance with HUD
standards. However, recent inspection scores indicate that further modernization efforts are
needed to ensure that public housing units remain safe, sustainable, and accessible for residents.
A more extensive and strategic modernization plan is required to address structural deficiencies,
aging infrastructure, and outdated facilities in the town's 296 public housing units. In addition to
general improvements, expanding the number of ADA-compliant and accessible units is a critical
priority, as many current units do not meet the needs of elderly residents and individuals with
disabilities.As discussed earlier in this plan, ensuring that more units incorporate universal design
features—such as wider doorways, step-free entries, and accessible bathrooms—will be essential
to meeting the growing demand for barrier-free housing.
Describe the public housing agency's strategy for improving the living environment of low-and
moderate-income families residing in public housing.
The Town of Chapel Hill is committed to enhancing the management and physical conditions of its
public housing developments while fostering greater accessibility and socioeconomic diversity.As
part of these efforts,the town aims to increase the number of accessible units to better serve
individuals with disabilities, ensuring that public housing meets the needs of all residents.
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Additionally, Chapel Hill is actively working to deconcentrate poverty within its public housing
communities by promoting mixed-income housing opportunities, enhancing resident services, and
implementing strategies that encourage economic mobility.These improvements will not only
modernize and maintain public housing units but also create a more inclusive, sustainable, and
equitable living environment for current and future residents.
Discussion
As emphasized throughout this plan,the demand for affordable housing in Orange County
continues to outpace supply, leaving many low-income and extremely low-income households
struggling to find stable housing. Despite this persistent need,the number of public housing units
and Housing Choice Vouchers (HCVs) in the county has seen only marginal growth over the past
five years,failing to keep pace with rising housing costs and an increasing number of cost-burdened
households.Additionally,federal relief funding, such as the American Rescue Plan Act(ARPA), is
set to expire in 2026,further limiting financial resources available for affordable housing initiatives.
MA-30 Homeless Facilities and Services - 91 .410, 91 .210(c)
Introduction
The Orange County Partnership to End Homelessness(OCPEH) serves as the lead entity for Orange
County's Continuum of Care (CoC), playing a pivotal role in coordinating efforts to prevent and
combat homelessness across the county. OCPEH works collaboratively with local governments,
service providers, and community organizations to develop and implement evidence-based
strategies aimed at reducing homelessness and improving housing stability.A key function of
OCPEH is its data collection and analysis efforts, which are essential for tracking progress and
informing policy decisions.The organization conducts and analyzes data from the annual Point-in-
Time (PIT)Count, a federally mandated survey that provides a snapshot of homelessness in the
county.Additionally, OCPEH manages and evaluates data from the Homeless Management
Information System (HMIS),which captures real-time information on individuals and families
receiving homelessness services.These data sources allow OCPEH to monitor the effectiveness of
funded projects, identify service gaps, and optimize resource allocation to ensure that housing
assistance and support services are reaching those most in need.
Describe mainstream services, such as health, mental health, and employment services to
the extent those services are used to complement services targeted to people experiencing
homelessness
Orange County provides a comprehensive network of healthcare, behavioral health, and
employment services to support residents, particularly those experiencing homelessness or
financial hardship. Healthcare services are available through UNC Healthcare hospitals in Chapel
Hill and Hillsborough, as well as Piedmont Health Services clinics, including an on-site clinic at IFC
Community House for emergency shelter guests.The Orange County Health Department offers
low-cost medical care,while the Formerly Incarcerated Transition (FIT) Program connects
individuals with chronic illnesses and a history of incarceration to essential healthcare services.
Behavioral health services are provided through UNC Healthcare, Freedom House Recovery Center,
and Cardinal Innovations(Vaya Health LME/MCO), ensuring access to mental health counseling,
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substance use treatment, and crisis support. Survivors of violence can access free therapy and
advocacy through the Orange County Rape Crisis Center and Compass Center for Women and
Families. Employment support is available through the Orange County Department of Social
Services (DSS), Community Empowerment Fund (CEF), and NC Works Career Center/Job Link,
offeringjob training,vocational programs, resume assistance, and financial coaching.These
agencies collaborate frequently with homeless service providers through case conferencing and a
by-name list system, ensuring that high-need individuals receive coordinated support. By
integrating healthcare, behavioral health, and workforce development, Orange County strengthens
its safety net and promotes long-term stability and self-sufficiency for vulnerable residents.
List and describe services and facilities that meet the needs of people experiencing
homelessness, particularly individuals and families experiencing chronic homelessness,
families with children,veterans and their families, and unaccompanied youth. If the services
and facilities are listed on screen SP-40 Institutional Delivery Structure or screen MA-35
Special Needs Facilities and Services, describe how these facilities and services specifically
address the needs of these populations.
Orange County provides critical emergency shelter and supportive services to individuals and
families experiencing homelessness.There are currently two emergency shelters in the county:
Inter-Faith Council(IFC) HomeStart,which offers 49 beds for women and families, and IFC
Community House,which provides 52 beds for single men. During cold weather emergencies—
when temperatures drop below 40 degrees—an additional40 cots are made available: 3 beds for
single women at IFC HomeStart and 17 beds for single men at IFC Community House.
Beyond emergency shelter, several organizations provide wraparound services to help individuals
transition out of homelessness.The Community Empowerment Fund (CEF)offers one-on-one,
client-directed support to help individuals experiencing chronic homelessness secure income,
disability benefits, and stable housing. Families with children receive assistance through IFC
HomeStart and Orange County Department of Social Services (DSS),while UNC Horizons provides
residential and outpatient substance use recovery services specifically for pregnant women and
mothers in recovery.Veterans experiencing homelessness have access to dedicated housing and
support programs.The Durham VA Medical Center,which serves Orange County, operates the
HUD-VASH program, offering housing assistance and case management for veterans with high
service needs
MA-35 Special Needs Facilities and Services - 91 .410, 91 .210(d)
Introduction
Orange County has identified the following populations as priorities for services and facilities:
elderly, people with disabilities, homeless with mental health needs, and public housing residents.
Including the elderly,frail elderly, persons with disabilities(mental, physical,developmental,
behavioral), people with HIV/AIDS and their families, public housing residents and any other
categories the jurisdiction may specify, describe their supportive housing needs
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• Elderly: Increase the availability of accessible and age-friendly housing by rehabilitating
existing units to include universal design features and constructing new affordable housing
with built-in accessibility accommodations.
• Frail Elderly: Expand housing options that integrate accessibility features and on-site
supportive services, such as assisted living facilities, home health services, and
transportation assistance,to enable seniors to age in place safely.
• People with Disabilities: Prioritize funding for home modifications and rehabilitation to
improve accessibility, increase enforcement of reasonable accommodation policies in
rental housing, and promote the new construction of affordable,fully accessible units that
meet the diverse needs of individuals with disabilities.
• People with Substance Use Disorder: Expand permanent supportive housing and
transitional housing options that integrate case management, recovery services, and peer
support programs to promote long-term housing stability and recovery.
• People with HIV/AIDS and Their Families: Increase the supply of permanent supportive
housing with wraparound services, including medical care, mental health counseling, and
case management,to ensure stable housing and improved health outcomes.
• People Residing in Public Housing: Enhance supportive services to promote economic self-
sufficiency, provide rental assistance and relocation support for those seeking affordable
private-market housing, and develop new high-quality, affordable rental housing to address
ongoing demand.
Describe programs for ensuring that persons returning from mental and physical health
institutions receive appropriate supportive housing
The Orange County Partnership to End Homelessness oversees the Continuum of Care for Orange
County, ensuring a coordinated and strategic approach to addressing homelessness.As part of its
efforts,the partnership has implemented a robust Coordinated Entry System designed to assess
the unique needs of individuals transitioning from mental health and physical care institutions.This
system prioritizes these individuals for Permanent Supportive Housing, ensuring they receive the
necessary resources and support to achieve stability and long-term housing security.
Specify the activities that the jurisdiction plans to undertake during the next year to address
the housing and supportive services needs identified in accordance with 91.215(e)with
respect to persons who are not homeless but have other special needs. Link to one-year goals.
91.315(e)
N/A
For entitlement/consortia grantees:Specify the activities that the jurisdiction plans to
undertake during the next year to address the housing and supportive services needs
identified in accordance with 91.215(e)with respect to persons who are not homeless but
have other special needs. Link to one-year goals.(91.220(2))
The Orange County HOME Consortium intends to address the housing and supportive services
needs of people who are not experiencing homelessness but have other service needs by:
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• Increasing the number of accessible housing units through repair and rehabilitation of
existing housing units and construction of new housing units that are affordable and
accessible.
• Facilitating rehabilitation and development of housing options for older adults to age in
place.
• Providing support for services, programs, and facilities for the elderly, peoples with
disabilities, people with substance use disorder, and other populations with service needs.
MA-40 Barriers to Affordable Housing - 91 .410, 91 .210(e)
Describe any negative effects of public policies on affordable housing and residential
investment
The affordable housing crisis in Orange County is driven by high housing costs, limited subsidized
housing options outside urban areas, and restrictive zoning policies that limit density and
affordability.Addressing these barriers requires policy changes, expanded financial incentives for
affordable housing development, and community-driven solutions that balance the need for
affordability with sustainable growth.Without targeted interventions, rent burdens will continue to
rise, and low-income households will face increasing difficulty securing stable, affordable housing
in Orange County.
• Affordability-The lack of affordable housing in Orange County has resulted in severe rent
burdens, particularly for low-and moderate-income renters.A majority of renters in the
county are rent-burdened, meaning they spend more than 30%of their household income
on rent and utilities.This problem is most severe among lower-income households
• Zoning and permitting-Zoning regulations across Orange County present significant
challenges to the development of higher-density, affordable housing. High land costs in
service-rich areas like Chapel Hill and Carrboro make it financially challenging to develop
affordable housing in locations where residents can easily access jobs,transit, healthcare,
and other critical services.Without zoning reforms that allow for increased density, it will
remain difficult to develop affordable housing at a scale sufficient to meet demand.
Accessory dwelling unit(ADU) policies, missing middle housing initiatives, and inclusionary
zoning requirements could help expand affordability in high-demand areas while reducing
barriers to development.
• Minimal Housing Subsidies-The geographic distribution of subsidized rental housing is a
major barrier to affordability in Orange County. Currently,the only public housing
developments in the county are located in Chapel Hill, and the majority of subsidized rental
properties are concentrated in Chapel Hill and Carrboro.This lack of affordable housing
options outside Chapel Hill and Carrboro disproportionately affects low-income residents
in more rural parts of the county,where access to jobs, public transit, and social services is
more limited. Expanding affordable housing options across the county is critical to ensuring
equitable access to stable, affordable homes.
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MA-45 Non-Housing Community Development Assets - 91 .410,
91 .210(f)
Introduction
Orange County has experienced sustained economic growth over the past few decades, driven by a
diverse and highly skilled workforce.The county is home to major employers that require a well-
educated labor force, including UNC-Chapel Hill, UNC Health Care, and two local school districts,
which collectively employ a significant portion of residents. Educational services and healthcare
and social assistance remain the county's largest employment sectors, reinforcing the demand for
a highly educated workforce,with 62%of residents aged 25 and over holding a bachelor's degree or
higher.
At the same time,the county's economy is supported by a robust retail and service industry,which
caters to both the local population and the university community.These businesses rely on a
workforce with varied educational backgrounds, providing opportunities for workers with lower
formal educational attainment.As a result, Orange County benefits from a balanced economic
Landscape, combining high-skilled industries with a thriving service sector that supports its growing
and diverse population.
Based on the Business Activity table above,what are the major employment sectors within
your jurisdiction?
The largest employment sectors for Orange County are educational services (29.0%) and
healthcare and social assistance (24.8%).The county's strong emphasis on education ensures a
well-qualified labor force to support these critical industries.
Describe the workforce and infrastructure needs of the business community:
The three economic sectors with the greatest workforce shortages relative to available jobs in
Orange County are education and healthcare services, other services, and retail trade.These
industries are critical to the local economy,yet they face persistent hiring challenges.As
highlighted throughout this plan, Orange County's shortage of affordable housing continues to be a
significant barrier for workers in these sectors.The high cost of housing limits the ability of
educators, healthcare workers, service employees, and retail staff to live within the community
they serve,further exacerbating workforce shortages.Addressing housing affordability will be
essential to ensuring a stable and sustainable workforce for these key industries.
Describe any major changes that may have an economic impact,such as planned local or
regional public or private sector investments or initiatives that have affected or may affect job
and business growth opportunities during the planning period. Describe any needs for
workforce development, business support or infrastructure these changes may create.
The Triangle Region continues to experience robust economic development,with global tech giants
Like Meta and Google expanding their footprint in the area.These companies are drawn to the
region's exceptional talent pool, bolstered by the high educational attainment of its residents and
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proximity to leading institutions such as the University of North Carolina at Chapel Hill(UNC), Duke
University, and North Carolina State University.The Triangle's reputation as a hub for innovation,
research, and cutting-edge industries positions it as a magnet for firms seeking to grow or establish
operations in a thriving, knowledge-driven economy.
Orange County's healthcare sector is undergoing significant growth, led by key institutions like UNC
Health Care and Duke Health. UNC Health Care's construction of a state-of-the-art surgical
hospital tower will increase the demand for healthcare professionals,while Duke Hospitals is
advancing several projects in response to the region's healthcare needs.With an aging population
in Orange County,the demand for supportive living facilities with integrated healthcare services is
also expected to grow.These developments underscore the region's economic dynamism,fueled
by both technological innovation and the expansion of essential healthcare infrastructure.
How do the skills and education of the current workforce correspond to employment
opportunities in the jurisdiction?
Orange County's workforce remains highly educated,with 62%of residents aged 25 and over
holding a bachelor's degree or higher, reflecting a slight increase from previous years.This high
Level of educational attainment aligns with the county's workforce demands, as educational
services (29.0%)and healthcare and social assistance(24.8%) remain the largest employment
sectors.The county's strong emphasis on education ensures a well-qualified labor force to support
these critical industries.
Describe any current workforce training initiatives, including those supported by Workforce
Investment Boards,community colleges and other organizations. Describe how these efforts
will support the jurisdiction's Consolidated Plan.
NCWorks Career Center in Chapel Hill- Located in Chapel Hill,the NCWorks Career Center
provides a comprehensive range of employment and training services at no charge. Services
include:
• Career Assessment&Counseling: Personalized guidance to help individuals identify
suitable career paths.
• Workshops: Both on-site and virtual sessions covering job search strategies, resume
writing, and interview preparation.
• Training& Education Information:Access to information on educational programs and
certifications to enhance employability.
• Community Resource Referrals: Connections to various support services and partner
programs.
• Unemployment Claims Assistance: Help with filing and managing unemployment benefits.
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Durham Technical Community College—Orange County Campus-Situated just south of
Hillsborough, Durham Technical Community College's Orange County Campus offers a variety of
academic and continuing education programs.The campus provides a Health and Wellness
curriculum, serving as a foundation for students aiming to pursue healthcare-related degrees.
Programs include:
• Associate Degree Nursing: Prepares students for licensure and practice as registered
nurses.
• Clinical Trials Research Associate:Trains students to manage and oversee clinical research
trials.
• Medical Assisting: Equips students with skills for administrative and clinical roles in
healthcare settings.
• Respiratory Therapy: Focuses on training students to care for patients with respiratory
disorders.
• Occupational Therapy Assistant: Prepares students to assist occupational therapists in
rehabilitative services.
• Practical Nursing: Offers training for students to become licensed practical nurses.
These programs are designed to address the growing demand for healthcare professionals in the
region.The Orange County Campus is expanding to better serve its students,with plans to add
14,000 square feet of space, including classrooms, labs, and student collaboration areas.
Does your jurisdiction participate in a Comprehensive Economic Development Strategy
(CEDS)?
Yes.This process is led by Central Pines Regional Council, Orange County's regional Council of
Governments.
If so,what economic development initiatives are you undertaking that may be coordinated
with the Consolidated Plan?If not, describe other local/regional plans or initiatives that
impact economic growth?
Orange County is part of Centra Pines Regional Council(CPRC),which coordinates economic
development planning for a seven-county region (Moore, Lee, Chatham, Orange, Durham,Wake,
and Johnston).The goals of the CPRC's CEDS are to:
• Build on the Region's Competitive Advantage and Leverage the Marketplace
• Establish and Maintain a Robust Regional Infrastructure
• Create Revitalized and Vibrant Communities
• Develop Healthy and Innovative people
Furthermore, CPRC has identified the following priorities for 2023-2024:
• CEDS Strategy Refinement and Outreach
• Technical Assistance
• Housing
• Resiliency
• Workforce Development
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Given that housing is one of the priorities for CPRC, it appears that there are many areas for
potential coordination between the Orange County HOME Consortium and the CPRC
Discussion
Orange County's economic base is anchored in the healthcare, education, and professional
services sectors, supported by a strong retail and service industry that caters to these high-skilled
industries.With 62%of residents aged 25 and over holding a bachelor's degree or higher,the
county boasts a highly educated workforce and a low unemployment rate.
However,workforce shortages persist in lower-wage sectors such as retail,food service, and other
essential support industries,which rely on employees with lower formal educational attainment.A
key contributing factor is the high cost of housing,which may prevent these workers from living
within the county.Addressing affordable housing challenges will be critical to ensuring a
sustainable workforce across all economic sectors.
MA-50 Needs and Market Analysis Discussion
Are there areas where households with multiple housing problems are concentrated?(include
a definition of"concentration")?
Households experiencing multiple housing problems—such as cost burden, overcrowding, and
inadequate housing conditions—are expected to be found throughout the county,with
concentrations in areas where there are substantial numbers of extremely low-and very low-
income households.Traditionally, cost burden has been most severe in urban areas, such as
Chapel Hill and Carrboro,where housing costs are highest. However,the affordability crisis is no
Longer confined to urban centers and is increasingly spreading into rural parts of Orange County,
where historically lower housing costs are rising due to increased demand, limited housing supply,
and regional market pressures.As urban housing costs continue to climb, many low-and
moderate-income households are being pushed into rural areas, only to find that affordable
housing options remain limited due to insufficient rental stock, lack of multi-family housing
development, and fewer public transportation options.This shift is further exacerbated by
gentrification and displacement pressures, as lower-income households struggle to secure stable,
affordable housing near employment opportunities, schools, and services.
Are there any areas in the jurisdiction where racial or ethnic minorities or low-income families
are concentrated?(include a definition of"concentration")?
There appear to be three block groups in Orange County where racial/ethnic minorities and low-
income households are concentrated:
• Northwest of Hillsborough, in an area with a mix of rural and suburban development.
• West of Carrboro,where a historically lower-income population resides amid increasing
housing pressures.
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• Northeast of Chapel Hill along US Route 15/501, an area experiencing both economic
disparities and affordability challenges due to rising housing costs.
These areas highlight the geographic disparities in housing affordability and economic opportunity,
emphasizing the need for targeted investments in affordable housing, infrastructure, and
community services to support residents facing disproportionate housing burdens.
What are the characteristics of the market in these areas/neighborhoods?
The housing market in Orange County's urban centers, particularly Chapel Hill and Carrboro,
remains highly competitive, driven by strong employment opportunities, a thriving commercial
sector, and a vibrant entertainment scene.This demand has also extended to suburban and semi-
rural areas surrounding these urban hubs,where substantial residential development has taken
place in recent years.As a result, housing availability remains tight across the county, making
affordability and accessibility key concerns for both existing and prospective residents.
Are there any community assets in these areas/neighborhoods?
The urban centers of Orange County, particularly Chapel Hill and Carrboro, offer the most
established community and public facilities, including public transit, entertainment venues,
shopping districts, and parks, making them key hubs for economic and social activity. Meanwhile,
the rural areas of the county are rich in environmental assets, providing access to natural spaces,
conservation areas, and outdoor recreation.These areas also benefit from strong community
networks, supported by numerous local organizations that enhance social cohesion and cultural
engagement.
Are there other strategic opportunities in any of these areas?
Neighborhoods in Orange County's urban centers, such as Chapel Hill and Carrboro, provide
convenient access to key community amenities, including entertainment venues, shopping
districts, and public transit. However, housing in these areas is often unaffordable, particularly for
low-and moderate-income households, creating a need for more affordable and accessible
housing options. In contrast, rural neighborhoods tend to offer more affordable homeownership
opportunities, but they often lack quality rental housing and proximity to essential services and
employment centers. Expanding the availability of affordable rental housing in both urban and rural
areas can help address these disparities and create a more balanced housing market.
MA-60 Broadband Needs of Housing occupied by Low- and Moderate-
Income Households - 91 .210(a)(4), 91 .310(a)(2)
Describe the need for broadband wiring and connections for households, including low-and
moderate-income households and neighborhoods.
As of the 2019-2023 American Community Survey estimates, 93.6%of households in Orange
County, North Carolina, have a broadband internet subscription, reflecting an increase from
previous years.
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While overall broadband adoption has improved, disparities persist among different demographic
groups:
• Minority Populations: Historically,African American (78%) and Hispanic (87%) households
have had lower subscription rates compared to White and Asian households.
• Income Levels: Households with lower incomes continue to have lower broadband
subscription rates. For instance, households earning less than $20,000 annually are less
likely to have broadband access compared to higher-income households.
These disparities suggest that while the majority of Orange County is equipped with broadband
infrastructure, affordability and digital literacy remain barriers for certain populations.Additionally,
rural areas of the county may face challenges related to broadband availability and adoption.
Efforts to address these gaps are ongoing. For example, North Carolina has awarded$30 million in
Digital Champion grants to various organizations to help residents access and effectively use high-
speed internet, aiming to bridge the digital divide across the state. In summary,while broadband
internet access in Orange County has increased,targeted initiatives are necessary to ensure
equitable access for all residents, particularly among racial/ethnic minorities, low-income
households, and rural communities.
Describe the need for increased competition by having more than one broadband Internet
service provider serve the jurisdiction.
In Chapel Hill and Carrboro, residents have access to multiple broadband internet providers,
including Spectrum,AT&T, Google Fiber, Earth Link, and Frontier.These providers offer a range of
high-speed internet services,with options such as fiber-optic connections delivering speeds up to
5 gigabits per second. In contrast,the more rural areas of Orange County have historically faced
challenges with broadband accessibility due to fewer service providers. In 2022, Orange County
approved a contract with NorthState Communications to further develop broadband infrastructure,
targeting nearly 28,000 addresses to enhance internet accessibility across the county.These
initiatives reflect Orange County's commitment to bridging the digital divide and ensuring that both
urban and rural residents have access to reliable, high-speed internet services.
MA-65 Hazard Mitigation - 91 .210(a)(5), 91 .310(a)(3)
Describe the jurisdiction's increased natural hazard risks associated with climate change.
Since its formation in September 2019,the Orange County Climate Council—comprising Orange
County, Chapel Hill, Hillsborough, and Carrboro—has actively pursued collaborative strategies to
address climate change. In May 2024,the Council reconvened with a renewed mission to exchange
information on climate justice, mitigation, resiliency, and adaptation, and to maintain an updated
inventory of climate initiatives. On November 2, 2023,the Orange County Board of County
Commissioners adopted the county's first Climate Action Plan, aiming to reduce greenhouse gas
emissions by 50% by 2030 and achieve carbon neutrality by 2050. Local municipalities have also
intensified their efforts;for instance, Carrboro joined the Intergovernmental Climate Council in
April 2024 to enhance regional collaboration.Additionally,the Chapel Hill Town Council has been
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actively discussing and implementing its Climate Action Plan, reflecting a strong commitment to
sustainability and resilience.
Describe the vulnerability to these risks of housing occupied by low-and moderate-income
households based on an analysis of data,findings, and methods.
A significant portion of low-and moderate-income housing in Orange County is located in flood-
prone areas, making these communities particularly vulnerable to the increasing risks associated
with climate change.As extreme weather events become more frequent and severe,flooding risks
will intensify, potentially leading to widespread displacement of low-income households who may
Lack the resources to recover or relocate. Beyond the immediate risk to residents, repeated or
severe flooding could result in the permanent loss of affordable housing units,further reducing the
already limited supply of housing for low-and moderate-income families.As affordable units
become uninhabitable or too costly to repair, property owners may opt to convert them into higher-
cost housing or abandon them altogether, exacerbating the county's housing affordability crisis.
Strategic Plan
General Allocation Priorities
HOME funds will be used for housing activities.These funds will be targeted to low-income persons
and projects designed to provide affordable housing to low-income persons through preservation,
development, acquisition, and tenant based rental assistance.
The Town of Chapel Hill will allocate its CDBG funds to those geographic areas whose population is
over 51%low-and moderate-income.At least 70%of all the Town's CDBG funds that are budgeted
for activities will principally benefit low-and moderate-income persons.The following guidelines
for allocating CDBG will be used during the FY 2026-2030 Five Year Consolidated Plan:
• Housing activities have income eligibility criteria,therefore the income requirement directs
funds to low-and moderate-income households throughout the County.
• The public services activities are for social service organizations whose clientele have a low
income or in certain cases, a limited type of clientele with a presumed low-and moderate-
income status.
• The public facilities activities are either located in a low-and moderate-income census
tract/block group or have a low-and moderate-income service area benefit or clientele over
51%low-and moderate-income.
• The acquisitions and demolition of structures are either located in a low-and moderate-
income census area or these activities are eligible by preventing or eliminating slums and
Night on a spot basis or area basis.
• Economic development projects will either be located in a low-and moderate-income
census tract/block group, or a poverty tract greater than 20%, or part of a redevelopment
plan, or making 51%of the jobs available to low-and moderate-income population.
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Narrative(Optional)
The priority ranking of needs for housing, homelessness, other special needs, community
development, economic development, and anti-poverty are as follows:
• High Priority-Activities are assigned a high priority if the County or Chapel Hill expects to
fund them during the Five Year Consolidated Plan period.
• Low Priority-Activities are assigned a low priority if the activity may not be funded by the
County or Chapel Hill during the Five Year Consolidated Plan period.The County or Chapel
Hill may support applications for other funding if those activities are consistent with the
needs identified in the Five Year Consolidated Plan.
SP-35 Anticipated Resources - 91 .420(b), 91 .215(a)(4), 91 .220(c)(1,2)
Introduction
The Orange County HOME Consortium anticipates receiving$375,000 in HOME funds for FFY
2024/PY 2025. Based on funding from the past five years,we expect the Orange County HOME
Consortium will receive about$375,000 each year over the next five-year period.The following
represents the County's anticipated resources for future years:
• FFY 2020=$374,851 HOME Funds
• FFY 2021 =$378,743.00 HOME Funds
• FFY 2022=$443,498 HOME Funds
• FFY 2023=$429,446 HOME Funds
• FFY 2024=$367,013 HOME Funds
• Total=$1,993,551 HOME Funds
• FFY 2025=$375,000 HOME Funds
• FFY 2026=$375,000 HOME Funds
• FFY 2027=$375,000 HOME Funds
• FFY 2028=$375,000 HOME Funds
• FFY 2029=$375,000 HOME Funds
• Total=$1,875,000 HOME Funds
The accomplishments of these projects/activities will be reported in the FFY 2025 Consolidated
Annual Performance and Evaluation Report(CAPER).
Explain how federal funds will leverage those additional resources(private, state and local
funds), including a description of how matching requirements will be satisfied
The Orange County HOME Consortium will leverage additional funds from a variety of sources to
address the needs identified in this plan. Orange County is the recipient of the North Carolina
Housing Finance Agency Essential Single-Family Rehabilitation Loan Pool(ESFRLP) and Urgent
Repair Program (URP)funds. Each recipient of SFRLP funds is awarded$190,000 to conduct
moderate rehabilitation for owner-occupied homes belonging to households earning below 80%
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AM I. For URP,the County has typically received $162,000 each year to provide emergency repairs to
address threats to life, health, and safety for owner-occupied homes belonging to households
earning below 50%AMI.
The Orange County HOME Consortium uses cash as its local match for HOME funds. It is estimated
that this match will be 25% of total HOME funds for program year 2025, or$93,750.These funds will
be used for tenant-based rental assistance (TBRA) in the newly created countywide Housing Help
Rapid Re-Housing program administered by the Orange County Department of Housing and
Community Development.
SP-40 Institutional Delivery Structure - 91 .415, 91 .215(k)
Explain the
institutional
structure through
which the jurisdiction
will carry out its
consolidated plan
including private
industry, nonprofit
organizations, and
public institutions.
Responsible Entity Responsible Entity Role Geographic Area
Type Served
Orange County Government Ownership Planning Jurisdiction
Public Housing
Rental
Chapel Hill Government Economic Jurisdiction
Development
Housing for People
with Service Needs
Ownership Planning
Public Housing
Rental neighborhood
improvements public
facilities public
services
Orange County Continuum of care Homelessness Jurisdiction
Partnership to End
Homelessness
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Describe how the service delivery system including, but not limited to,the services listed
above meet the needs of people experiencing homelessness(particularly individuals and
families experiencing chronic homelessness,families with children,veterans and their
families,and unaccompanied youth)
Orange County benefits from a community health clinic within the UNC Hospital System,which
provides essential healthcare services to many low-income and housing-insecure residents.
However, gaps in care remain, particularly in free healthcare access for individuals experiencing or
at risk of homelessness.Additionally,there is a critical need for expanded mental health and
substance use treatment, as well as case management services,to support individuals struggling
with chronic homelessness, addiction, and co-occurring disorders.The Community Empowerment
Fund (CEF) plays a vital role in bridging service gaps by providing relationship-based, client-
centered support in areas such as job readiness,job search assistance, and life skills
development. CEF operates an integrated service center in Chapel Hill,where clients can access
employment support,financial education, and connections to other essential services, helping
individuals build long-term stability and self-sufficiency. Expanding these healthcare and support
services will be essential to addressing the complex needs of Orange County's most vulnerable
residents.
Describe the strengths and gaps of the service delivery system for people with service needs
and persons experiencing homelessness, including, but not limited to,the services listed
above
The Orange County Partnership to End Homelessness (OCPEH) serves as a strong and effective
lead agency for the Orange County Continuum of Care (CoC), ensuring a coordinated and data-
driven approach to addressing homelessness in the county.Through strategic partnerships and
best-practice models,the CoC has implemented several key initiatives to enhance housing stability
and streamline access to critical services for people experiencing homelessness.
• Coordinated Intake and Assessment:The CoC has implemented a coordinated entry
system for both families and individuals experiencing homelessness, ensuring that housing
and services are distributed fairly and efficiently based on need rather than a first-come,
first-served basis.
• Prioritization for Permanent Supportive Housing(PSH):The CoC prioritizes people with
disabilities, chronic health conditions, and long-term homelessness for placement in
permanent supportive housing(PSH) units using the Vulnerability Index-Service
Prioritization Decision Assistance Tool(VI-SPDAT).This ensures that those with the most
urgent and complex housing needs receive assistance first.
• Housing Choice Voucher(HCV) Preference for Vulnerable Populations:The Orange County
Department of Housing and Community Development offers a preference within its
Housing Choice Voucher(HCV) program for certain highly vulnerable subpopulations of
people experiencing homelessness.This targeted approach improves access to long-term
rental assistance for individuals facing the highest barriers to stable housing.
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• Regular Outreach to Unsheltered Individuals:The CoC conducts proactive, consistent
outreach to people living unsheltered, building relationships and connecting them to
housing resources and supportive services.This engagement helps reduce barriers to
housing entry and ensures that people who have been chronically homeless receive the
intensive support they need to transition into permanent supportive housing.
• Data-Driven Decision-Making via Homeless Management Information System (HMIS):The
CoC operates a Homeless Management Information System (HMIS),which is coordinated
through the North Carolina Coalition to End Homelessness (NCCEH).This system tracks
service utilization, monitors performance metrics, and informs policy decisions to improve
the effectiveness of homelessness response programs across the county. Performance
data from HMIS is actively used to evaluate program effectiveness and inform continuous
improvements.
• OC Connect:A Centralized Resource Hub for Housing and Social Services: In collaboration
with the Community Empowerment Fund (CEF), OCPEH has developed OC Connect, a free
online database that consolidates all available housing, social services, and nonprofit
resources in Orange County. For local social service providers, OC Connect also serves as a
coordinated assessment tool, helping to route individuals at risk of or experiencing
homelessness to appropriate solutions.The platform also administers a prioritization and
coordination tool to ensure that vulnerable individuals receive the right level of care and
support.
According to the gap analysis done in 2022 by OCPEH,there are fifteen current system gaps
preventing the County from effectively ending homelessness.The total annual cost to fill these
gaps is estimated at a minimum of$2.6 million per year.The identified gaps are:
• Housing:Affordable rental units, rapid re-housing, Permanent Supportive Housing,youth
housing, landlord incentives, housing locator,furniture/household goods.
• Temporary Housing Services:Accessible shelters, medical respite beds, bridge housing.
• Connection Services: Housing Helpline staffing, integrated service center, crisis/diversion
facility.
• Dignity Services: 24-hour bathrooms, memorial service funding.
Provide a summary of the strategy for overcoming gaps in the institutional structure and
service delivery system for carrying out a strategy to address priority needs
OCPEH has thoroughly analyzed the institutional structure and service delivery system, identified
fifteen gaps in the system, and calculated the costs of filling those gaps. OCPEH has either
identified existing programs and partners, or worked to set up the necessary infrastructure,through
which to fill most of these gaps, and some funding has already been secured. Of the estimated $2.6
million yet to be secured, OCPEH has approached Orange County and the Towns of Carrboro,
Chapel Hill, and Hillsborough to ask each jurisdiction to contribute a portion of the funds. In
addition to filling the homeless system gaps, OCPEH also aims to improve existing projects and
processes and improve the quality of homeless service delivery.
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SP-45 Goals - 91 .415, 91 .215(a)(4)
Goal Name Outcome(5-Year Target) Funding Sources Impact
Reduce rent burden
Expand Affordable Provide households with Tenant- HOME, CDBG,
for low-income
Rental Housing Based Rental Assistance (TBRA) Local Funds
renters
Preserve and CDBG,
Rehabilitate rental units& Prevent displacement&
Rehabilitate Affordable owner-occupied homes HOME, maintain affordability
Housing LIHTC
Develop supportive housing for HOME, ESG,
Increase Permanent Reduce chronic
homeless&special needs LIHTC, HUD-
Supportive Housing homelessness
populations VASH
Neighborhood Improve infrastructure in low- CDBG Improve quality of life&
Revitalization & income neighborhoods, support only economic
Community Services community facilities opportunities
SP-60 Homelessness Strategy - 91 .415, 91 .215(i)
Describe how the jurisdiction's strategic plan goals contribute to:
Reaching out to people experiencing homelessness(especially unsheltered)and assessing
their individual needs
The Orange County Partnership to End Homelessness(OCPEH) is the lead for the Orange County
Continuum of Care(CoC). OCPEH's HOME Committee(no relation to the HOME Investment
Partnerships Program) consists of about 20 housing and service providers that interact with people
who are experiencing chronic and/or particularly vulnerable homelessness, many of whom have
disabilities. Service providers involved include nonprofits, DSS and other county departments, UNC
Hospitals,veterans'organizations, law enforcement, private attorneys, and more.The Committee
meets monthly to collaborate on finding housing and services (e.g., medical, mental health,
substance use, and legal services)for these people.The CoC uses its Coordinated Entry system to
assess people's needs, score their level of need, and prioritize them for permanent supportive
housing, and conducts street outreach program to reach people who are living unsheltered.
However, OCPEH has focused efforts on street outreach to connect homeless individuals with
resources and housing.
Addressing the emergency shelter and transitional housing needs of people experiencing
homelessness
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Orange County's only emergency shelter is run by the Inter-Faith Council for Social Service (IFC).
IFC also offers a transitional housing program for men.The Freedom House Recovery Center
provides residential mental health and substance use services for men,women, children, and
families (in addition to outpatient and crisis services), and there are several Oxford Houses in the
county that provide transitional housing for people in recovery from substance use disorder.The
county does not have a domestic violence shelter.
Helping people experiencing homelessness(especially people and families experiencing
chronic homelessness;families with children;veterans and their families; and
unaccompanied youth)make the transition to permanent housing and independent living,
including shortening the period of time that individuals and families experience
homelessness,facilitating access to affordable housing units,and preventing individuals and
families who were recently homeless from becoming homeless again.
The Continuum of Care(CoC) in Orange County operates a Rapid Re-Housing(RRH) program,
which provides short-term rental assistance and supportive services to individuals and families
experiencing homelessness. However,the Orange County Partnership to End Homelessness
(OCPEH) has identified significant gaps in funding and service alignment, noting the need for more
flexible, individualized support that includes financial assistance, case management, and housing
navigation. Expanding these components and integrating best practices into the RRH program
would improve housing stability outcomes and ensure that clients receive the level of assistance
they need to remain housed long-term. In Fiscal Year 2023, 198 individuals and families exited
homelessness,with a relatively low return-to-homelessness rate of 6.5%within two years.This
success reflects the strength of case management services provided by organizations such as
Inter-Faith Council for Social Service(IFC),the Community Empowerment Fund (CEF), and
Cardinal Innovations (the LME/MCO for Orange County).These agencies work closely with clients
to navigate the housing process, connect to supportive services, and stabilize their living situations.
Orange County has also seen success in its homeless diversion program,which prevents
homelessness for approximately 25%of households seeking emergency shelter.This program uses
a strengths-based, guided conversation approach, coupled with flexible financial assistance,to
help households identify immediate alternative housing solutions without entering the shelter
system.
Helping low-income individuals and families avoid becoming homeless,especially extremely
low-income individuals and families and those who are: being discharged from publicly
funded institutions and systems of care(such as health care facilities, mental health
facilities,foster care and other youth facilities,and corrections programs and institutions);or,
receiving assistance from public or private agencies that address housing, health,social
services, employment,education, or youth needs.
Orange County administers an Emergency Housing Assistance(EHA) program designed to support
individuals and families experiencing housing insecurity by providing financial assistance to
prevent homelessness and eviction.The fund helps cover rent and utility arrears, security and utility
deposits,first month's rent, and other essential one-time expenses that enable at-risk households
to secure or maintain stable housing. By intervening before eviction or displacement occurs,the
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program plays a crucial role in preventing homelessness and reducing housing instability in the
county.
The county also operates an Eviction Diversion Program (EDP),which provides legal assistance and
case management to tenants facing eviction.Through legal representation, mediation services, and
emergency financial aid,the program helps tenants negotiate with landlords, resolve disputes, and
remain housed whenever possible.
Together,the EHA and EDP programs assist approximately 700 households annually,with many
clients utilizing both services. Each year, around 400 individuals apply for EHA support,while
another 400 tenants seek assistance through the EDP,with a significant overlap between the two
programs.According to estimates from the county's Eviction Diversion Program attorney,well over
half of EDP clients have children,with as many as 70%of households including minors.
SP-65 Lead-based Paint Hazards - 91 .415, 91 .215(i)
Actions to address LBP hazards and increase access to housing without LBP hazards
Lead-Based Paint(LBP) hazards are a concern for low-income households living in older,
substandard housing and who may not have the financial resources to make their homes lead-safe.
To address this concern,the Orange County HOME Consortium has developed the following
strategy to increase the number of homes that are made lead-safe and reduce the number of child
Lead poisoning cases:
• Ensuring that County rehabilitation staff and the contractors they work with are
knowledgeable about LBP requirements of all federal housing programs
• Distributing information on LBP hazards to all households that participate in County
housing programs
• Conducting LBP inspections and assessments as necessary
• Implementing environmental control or abatement measures (for both LBP and asbestos)
as applicable in all federally-funded projects
This strategy will allow Orange County to: be in full compliance with all applicable LBP regulations;
control or reduce,to the extent feasible, all LBP hazards in housing rehabilitated with federal funds;
and reduce the number of incidences of elevated blood lead levels in children.
How are the actions listed above related to the extent of lead poisoning hazards?
Recent studies have highlighted potential gaps in lead screening protocols.A 2022 study revealed
that current North Carolina lead screening strategies might miss over 30%of children with
subclinical lead poisoning, suggesting that the actual prevalence of EBLLs could be higher than
reported.The Orange County Health Department emphasizes the significance of lead poisoning
prevention, particularly for children under six years old,who are more susceptible to its harmful
effects. Lead exposure in children can lead to serious health issues, including behavioral problems,
reduced IQ, and developmental delays.To mitigate these risks, Orange County has implemented
measures such as educational programs, lead hazard assessments, and collaborations with state
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agencies to ensure the safety and well-being of its residents. However,the need for enhanced
screening, public awareness, and preventive interventions remains critical to effectively address
and reduce lead exposure among children in the county.
How are the actions listed above integrated into housing policies and procedures?
In Orange County, lead-based paint(LBP) risk assessments are conducted on a case-by-case basis
for housing units,with particular attention given to homes that were built before 1978. Under
federal regulations, any home purchased or rehabilitated with federal funding assistance must
undergo a thorough Environmental Review,which includes a comprehensive LBP assessment. If
the assessment reveals the presence of lead-based paint hazards, lead abatement measures are
prescribed to ensure the safety of residents.
As part of this process,tenants living in assisted housing units are also informed about the
potential hazards of lead-based paint and the importance of maintaining a safe living environment.
This ensures that residents are aware of the risks and can take appropriate precautions to protect
their health and well-being.
In addition to these assessments, Orange County offers a variety of housing repair programs aimed
at improving the safety and livability of homes, particularly for low-income families.These repair
programs may address issues such as structural repairs, plumbing, electrical systems, and
environmental hazards like lead-based paint.The goal of these programs is not only to improve the
quality of housing but also to reduce the risks posed by environmental hazards and enhance the
overall safety of the community.
The Orange County Health Department plays a crucial role in supporting these efforts by providing
expert consultation to County housing staff.Through this partnership,the Health Department helps
ensure that housing repairs and rehabilitation efforts align with public health standards,
particularly in homes where lead-based paint may be a concern.This collaborative approach helps
to protect vulnerable populations, such as children and pregnant women,from the harmful effects
of lead exposure.
By combining comprehensive LBP risk assessments, lead abatement measures, and housing repair
programs, Orange County is committed to creating safer and healthier living environments for all
residents, particularly those in homes built prior to 1978,where the risk of lead-based paint
remains a concern.
SP-70 Anti-Poverty Strategy - 91 .415, 91 .215(j)
Jurisdiction Goals, Programs and Policies for reducing the number of Poverty-Level Families
In addition to housing challenges, individuals and families living in poverty often face a range of
other critical social service needs. Many struggle with limited access to the resources and skills
required to secure and maintain living-wage employment. Others, particularly single mothers,face
the challenge of finding affordable childcare while they seek or maintain employment. Some
individuals need access to physical or behavioral health services,while others, particularly
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children, could greatly benefit from educational programs, recreational opportunities, and
initiatives that support the development of their self-esteem and social skills.
The Orange County Family Success Alliance(FSA) continues its commitment to addressing poverty
through a holistic, community-centered approach. Drawing inspiration from successful national
models like the Harlem Children's Zone and the Promise Neighborhoods Institute, FSA recognizes
that poverty is a multifaceted issue requiring collaborative solutions.The initiative emphasizes that
transforming the impact of poverty on children and communities necessitates a collective,
comprehensive effort. FSA's mission focuses on building a system that actively involves families,
communities, and institutions in supporting children's healthy development,with particular
attention to education and health.
Staffed by the Orange County Health Department, FSA operates with the support of workgroups
composed of staff from participating advisory council organizations. Initial funding for the initiative
was provided by the Orange County Board of County Commissioners through the Social Justice
Fund, aiming to catalyze efforts to reduce poverty by addressing immediate needs and creating
sustainable, long-term solutions for families.
The FSA's 2019-2022 Strategic Plan outlined three key goals:
1. Ensuring children are healthy and prepared for school
2. Supporting the health and academic success of children and youth
3. Fostering environments where families, neighborhoods, and institutions collaborate to
promote children's healthy development
These goals were pursued through four strategic areas:
• Family Empowerment: Evolving the"navigator" model into a comprehensive family
empowerment approach that brings families together to learn, share strengths, and
collectively navigate systems, ultimately driving systemic change.
• Partnership: Collaborating with cross-sector agencies while centering the voices and
priorities of parents to shift power dynamics, enabling parents to co-create community
programs addressing their needs.
• Systems Change: Engaging community members affected by poverty in leadership and
decision-making roles to dismantle institutionalized racism and systemic barriers
perpetuating inequality.
• Community-Driven Solutions: Emphasizing lasting, community-led solutions responsive to
local needs and aspirations, ensuring relevance and sustainability.
Through these combined efforts, FSA aims to create a more equitable and supportive environment
for families in Orange County, reducing the cycle of poverty and ensuring that every child has the
opportunity to thrive.
How are the Jurisdiction poverty reducing goals, programs, and policies coordinated with this
affordable housing plan?
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The high costs of housing in Orange County remain a significant challenge, particularly for low-
income families. Renter households, in particular,face multiple barriers, including escalating rental
prices, a limited supply of affordable housing, and fierce competition for available units, especially
from university students.This competition exacerbates the difficulty low-income renters face in
securing stable housing.These housing affordability issues were consistently raised during public
consultations and feedback sessions,where residents expressed frustration over the lack of
affordable rental options and the difficulty of competing with a transient student population for
available units.
In addition to affordability, residents identified walkability and access to transportation as
significant concerns, especially in areas outside of Chapel Hill and Carrboro.While these two
towns offer more walkable environments and better access to public transportation, rural and
suburban areas in the county face significant gaps in transportation infrastructure. Survey feedback
revealed that many low-income families are constrained in their housing choices due to the lack of
reliable public transportation, making it difficult to access jobs, healthcare, and essential services.
This lack of connectivity outside of urban areas was highlighted as a critical barrier to housing
security during community engagement efforts.
These housing challenges were raised throughout the consultation process,where residents,
service providers, and community stakeholders shared their firsthand experiences and concerns.
The feedback from surveys and community meetings underscored the urgent need for affordable
housing, particularly for renters and low-income families who face barriers to accessing safe,
stable, and affordable homes.
In response to these pressing issues, both Orange County and the Town of Chapel Hill have
strategically targeted significant resources, including HOME and CDBG funds,toward low-income
neighborhoods.These investments are aimed at increasing housing security by improving the
quantity and quality of affordable housing.Additionally,the funds are expected to catalyze further
public and private investment, creating a broader economic impact that extends beyond housing
development to include services that support low-income families.
By addressing these concerns directly in their housing strategies,the county and town hope to
alleviate poverty, promote economic stability, and ensure that all residents, regardless of income,
have access to affordable and accessible housing options.
SP-80 Monitoring— 91 .230
Describe the standards and procedures that the jurisdiction will use to monitor activities
carried out in furtherance of the plan and will use to ensure long-term compliance with
requirements of the programs involved, including minority business outreach and the
comprehensive planning requirements
To ensure compliance with applicable federal laws and regulations,the Orange County HOME
Consortium and the Town of Chapel Hill, as recipients of HOME and Community Development
Block Grant(CDBG)funds, implement a robust monitoring strategy.This strategy involves a
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thorough review of subrecipient activities and the provision of technical assistance to proactively
address and prevent potential compliance issues.
The Orange County HOME Consortium employs a risk analysis matrix to monitor all appropriate
HOME subrecipients each Program Year.This matrix is developed in accordance with guidance
from CPD Notice 04-01 and CPD 02-11,which outline the factors used to assess the risk level of
HOME recipients. Once projects are approved and HOME Awardees have signed Written
Agreements, staff will document these projects in a HOME Project Monitoring spreadsheet.This
spreadsheet incorporates a scoring system that evaluates the risk of each project based on various
criteria, including the type and amount of funding,the capacity and track record of the HOME
Awardee, and the size and scope of the project. Subrecipients are then categorized as low,
moderate, or high risk based on their scores.
The Consortium uses these risk scores to establish an annual monitoring schedule.As a standard
practice, on-site monitoring is conducted annually for all high-risk HOME Awardees to ensure
compliance and identify areas for improvement. For moderate and low-risk subrecipients, on-site
monitoring is conducted every other Program Year,with desk reviews carried out throughout the
year to maintain oversight and provide timely guidance.
During project development, HOME Awardees are required to submit quarterly progress reports
using a standardized template provided by the Orange County Housing and Community
Development(OCHCD)department, available on its website.These reports detail the progress of
the project and any challenges encountered. Upon project completion, a final report must be
submitted, summarizing the project's accomplishments,the number of beneficiaries served, and a
detailed account of how the awarded funds were utilized.
Additionally, OCHCD conducts an on-site inspection of each completed project to verify that it
meets all applicable property standards.This inspection is performed before marking the project as
complete in HUD's Integrated Disbursement and Information System (IDIS).
For comprehensive details on monitoring practices and requirements, refer to the Orange County
HOME Consortium Policies and Procedures Manual.
ATTACHMENTS
Public Hearing 1 input:
One comment was received during the first public hearing.
• There is a need to protect and expand Naturally Occurring Affordable Housing which
provides valuable affordability to renters across the Orange County.
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Community Input and Feedback
Orange County held five community engagement and input sessions across the County at
community centers throughout February.Staff engaged over 50 residents through the public input
process and guided conversations around HOME eligible uses, County needs, and resident issues.
Additionally,the County distributed a resident survey to understand the needs and funding
priorities of community members. 133 survey responses were received and 55 people attended in-
person community feedback sessions.
Engagement Session Feedback
The community engagement sessions highlighted critical housing challenges in Orange County,
particularly for low-income homeowners and renters.Across all meetings, concerns revolved
around housing affordability, home repairs, displacement, infrastructure, and access to program
funding. Below is a summary of key themes and takeaways, contextualized within the broader
housing landscape.
• Housing Preservation
o Home repair programs are essential to prevent displacement and maintain
affordable homeownership.
o Targeted funding for repairs, particularly for low-income and elderly homeowners,
should be prioritized.
o Simplifying application processes and providing technical assistance can improve
program accessibility.
o Contractors in low-income neighborhoods should be included in bids for repair
work.
o Landlord engagement is needed to ensure rental properties are maintained, as
renters lack access to home repair funding.
• Affordability
o Rising rents and lack of affordability are displacing long-term residents and low-
income renters.
o The current definition of"affordable" (80%AMI) may be too high—suggestions to
redefine affordability for households at 60%or even 30%AMI.
o Stronger tenant protections and incentives for affordability restrictions could
mitigate displacement.
o Down payment assistance programs should be expanded to help renters transition
to homeownership.
o Infrastructure improvements should be prioritized for low-income areas, ensuring
equitable access to essential utilities.
• Community
o Ongoing community engagement is essential to build trust and ensure programs
reflect community needs.
o Smaller organizations that provide impactful community-driven housing solutions
should not be overlooked.
o Public meetings should be more accessible, including evening and weekend
scheduling,virtual options, and multilingual support.
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o Transparent reporting on housing initiatives and funding utilization can improve
accountability.
o Funding allocation should balance large-scale development with community-driven
initiatives.
Survey Responses
• Funding Priorities (Top 4)
o Increase supply of affordable housing
o Preserve existing affordable housing
o Provide rental assistance to LMI households
o Provide services for homeless residents
• Unmet Needs(Top 3)
o Lack of affordable housing for LMI households
o Lack of services for homeless residents
o Lack of affordable housing for seniors
• Most Needed Supportive Services (Top 3)
o Mental health
o Services for people with disabilities
o Childcare
Housing Needs &Affordability Challenges
• Housing Cost Burden:
0 55%of renters and 18%of homeowners in Orange County are cost-burdened
(spending more than 30%of income on housing).
o Extremely low-income households(530%AMI)are most affected,with 66%paying
over 50%of their income on housing.
o Rising housing costs have outpaced wage growth,exacerbating affordability
issues.
• Homeownership Challenges:
o Median home value increased 40.4%(from$281,700 to$395,600)from 2016 to
2022.
• Rental Market Pressures:
o Median rent increased 35.7%(from$970 to$1,316)over the same period.
0 30%AMI in Orange County is$31,770
0 50%AMI in Orange County is$52,950
0 2-bedroom Fair Market Rent costs$1,631
o The annual income needed to afford a 2-bedroom is$65,240
• Housing Supply Issues:
o Demand for affordable rental units outpaces supply.
o A shortage of 1-and 2-bedroom units persists for renters and Housing Choice
Voucher holders.
o Many existing affordable units require rehabilitation and accessibility
modifications.With 67%of renters and 44.4%of owners under 50%AMI report at
Least one housing problem.
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0 Seniors&People with Disabilities face higher financial strain due to fixed
incomes and increased housing maintenance costs.
• Public Housing&Vouchers:
0 296 public housing units in Chapel Hill and Carrboro,targeted at households
earning 550%AMI.
o 687 Housing Choice Vouchers (Section 8),with demand significantly outpacing
availability.
• Homelessness
0 126 individuals experiencing homelessness were counted in 2023,with 71%
sheltered and 29%unsheltered.
o Homeless individuals&families are disproportionately African American(56%),
despite making up only 12%of the county population.
• Housing Stock Composition:
o Aging Housing Stock:A significant portion of homes were built before 1970,
requiring maintenance and rehabilitation.
o Post-2000 Growth: Continued residential development has added newer housing
options but at market-rate prices.
o Vacancy Rate: Estimated at 6%(3,804 units),with most vacancies concentrated in
the rental market.
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HOME Public Hearing — 2025-29
Consolidated Plan
May 20,, 2025
ORANGE COUNTY
NORTH GIIOWIA
Results of Consolidated Plan Public Outreach
• 5 engagement sessions at community centers
• RENA, Efland-Cheeks, Cedar Grove, Fairview
• 50+ residents engaged
• 3 sessions with community stakeholders
• OC Affordable Housing Coalition, OC Affordable
Housing Advisory Board, OC Housing Authority
Board
• 1 public hearing
• 130+ surveys completed
y 5�\fin
• � 1 1 ORANGE COUNTY
NORTH CAROLINA
Rah pc R
Results of Consolidated Plan Public Outreach
• Funding Priorities: Home Preservation, Rental
Assistance, Increasing supply of Affordable
Housing (AH ), and providing homeless services
• Unmet Needs : AH for low- and middle-income
residents; AH for seniors; homeless services
• Key Themes and Takeaways :
• Home Preservation
• Decreasing Affordability and Displacement of
longtime residents
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• � 1y ORANGE COUNTY
• � Z�� is� b ? NORTH CAROLINA
h CARp
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HOME Consolidated Plan Objectives
• Expand Affordable Rental Housing for Low- and
Moderate-Income Households (Tenant-Based Rental
Assistance, Repair and Rehabilitation)
• Preserve and Rehabilitate Existing Affordable Housing
Stock to Prevent Displacement (Tenant-Based Rental
Assistance, Repair and Rehabilitation)
• Increase Permanent Supportive Housing and Housing
for Special Needs Populations (Tenant-Based Rental
Assistance, Acquisition/Development)
• Neighborhood Revitalization and Essential
Community Services
• Chapel Hill's Community Development Block Grant
(CDBG) only °R -- -ORANGE E OUNT
• o * �� NO TH CAROLINA
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Home Preservation: A $2M
Challengel"n Orange County
66
What is the Current State of Need?
• University of North Carolina — Chapel Hill's
Community Practice Lab has identified $2M in
outstanding community needs.
• These needs can only be addressed through a
combination of federal, state, and local funds.
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How Will HOME Funding Address the
Challenge?
• Federal HOME funding can be used for the
easiest, smallest challenges.
• These challenges, such as roof repair, prevent
potential expensive, long-term challenges.
• We project that 20 units per year can be
addressed with $200K in annual HOME
spending.
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h CARp
TBRA: Supporting Tenants, Housing
Providers, and Addressing
Anticipated OCPEH Needs
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Supporting Tenants Through Tenant-Based
Rental Assistance (TBRA
• TBRA supports individuals at 30% AMI or lower, a
demographic in great need in OC.
• Top HOME tool to address homelessness in OC.
o Homelessness increased in OC, including a 17% rise in total
homelessness and a 22% rise in unsheltered homelessness.
• Provided directly to landlords as rental subsidy
o TBRA operates on 12-month leases.
o Ensures housing providers maintain occupancy.
o High satisfaction with participating landlords and housing
providers.
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Changes from Current Operatl* ons
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Currentlyual consideration to all
equal
HOME uses
• Annual competitions for a wide range of
development, acquisition, down payment, repair
and/or rental assistance projects
• This approach spreads a relatively small amount of
money (N$400k) over 3 or 4 different projects
• Amounts awarded to development and acquisition
make up a small fraction of total project costs, and
carry with them onerous federal regulations that
can effectively apply to entire project
, Gc ,
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LGAHC recommends focusing HOME 72
funding o" Preservation and TBRA
• LGAHC = Local Government Affordable Housing
Collaborative, consisting of one elected official from
each municipal body
• Recommendation aligns with community input
• Staff estimates assistance to 30-40 households annually
• Lessens administrative burden
• Development/Acquisition and Down Payment
Assistance will have a larger pool of County money to
access every 3 years ( Bond/CIP money, ^'$5M )
• LGAHC recommends attached draft on condition that
language is added to emphasize transportation
I
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Next Steps
• Board holds public hearing and offers any comments of
its own
• Public comment period ends June 9t", 2025
• Staff presents final draft to LGAHC for approval and
recommendation to Boards/Councils
• Towns and County approve final plan ( BOCC meeting
6/17/25), contingent on notification of final allocation
amounts from HUD
• Staff submits plans to HUD (July/August, once final
allocation amounts announced )
ORANGE COUNTY
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Thank You to Our Planning Partner:
i►♦
CENTRAL PINES
REGIONAL COUNCIL
Questions?
• Blake Rosser
• brosser@orangecountync.gov
• 919-245-2492
1SBORO
I co��, * � I ORANGE E COUNTY
NORTH CAROLINA
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