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Res 085-2010 7/20/2010 RESOLUTION NO. 85-2010 Resolution Approving The 2010-2015 Consolidated Plan And 2010- 2011 Annual Action Plan Of The City Of Wichita Falls, Including Any And All Revisions To The Plans Approved By U.S. Department Of Housing And Urban Development (HUD), Which Allocate Community Development Block Grant (CDBG) Funds In The Amount Of $1,531,250 and HOME Investment Partnership Program (HOME) Funds In The Amount Of $552,275, And Re-allocate $400,000 In FY 2009 CDBG Funds; Authorizing Submission Of These Plans To HUD; And Authorizing The City Manager To Execute All Documents Necessary To Implement The Approved Plans WHEREAS, the City of Wichita Falls (City) acting in its capacity as a HUD Entitlement Grantee under the CDBG Program and as a Participating Jurisdiction under the HOME Program, administers federally-funded programs to benefit the community; WHEREAS, the City held two public hearings to receive citizen input; WHEREAS, the City Council Subcommittee on Outside Agencies met with and considered requests from local non-profit organizations and City departments who have applied for funding; and WHEREAS, during the Public Hearing, the full City Council considered citizen comments and reviewed the proposed use of funds. NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF WICHITA FALLS, TEXAS, THAT: 1. The City Council hereby approves and adopts the 2010-2015 Consolidated Plan and 2010-2011 Annual Action Plan, copies of which are attached and incorporated herein (substantially attached, with actual adopted plan's formatting, fonts, numbering & charts to correspond to the printed copy in the office of the City's Community Development Department, Neighborhood Resources Division, and Wichita Falls Public Library), which will provide for development, implementation, and administration of eligible programs and activities through the CDBG and HOME Programs. The City Council further authorizes and approves revisions to the Plan as required by HUD. 2. The City, acting in its capacity as a HUD Entitlement Grantee and Participating Jurisdiction, is authorized to apply for $1,531,250 in 2010- 2011 CDBG funding and $552,275 in 2010-2011 HOME funding and reallocate $400,000 in FY 2009 CDBG funding. This funding shall be utilized for eligible projects, activities, and administrative costs. 3. The City Council authorizes the City Manager to submit the aforementioned Consolidated Plan and Annual Action Plan to HUD for review and approval. 4. The City Council authorizes the City Manager to execute any and all applications, amendments, agreements, and other documents necessary to implement the aforementioned Consolidated Plan and Annual Action Plan and apply for funding thereunder or described herein, to include any and all revisions approved by HUD. PASSED AND APPROVED this the 20 day of July, 2010. 4 MAYOR ATTEST: i Clerk City of Wichita Fails, TX 2010-2015 Consolidated Plan and 2010-�011 Annual Action Plan ,, � _ __�` - , _ _ --- -- . , . , � ��,��:�i ...:::. ;:i•--. , �� s ' °�� — - _ �`� ....�,. -� ��. � ��::� w �� : , G ��`� ► < < � � � `, � 1� :'�i."�I�' i , , ,. • :� «.1�� 4r ...� ; 'y. —�•—� �:- � ■ ►- � � i ��1� ��'�� / ,r�' , ��,� �I ` 1 � � ,, '�,; � n � d�, / .. ' ,5.-; � ��7 y � � � � � ' —... , � ' � ,: -- ' _ _ C i 1 ,�, ,; r�' j -;; f � � _ . --_ `./� � ' � .,. ! � � �:=r - .::. -.. -. . � ` � ' . • . 1 1 � � • • � �.. . �� • �.�� .� TABLE OF CONTENTS Executive Summary .............................................................i Consultation and Citizen Participation ... ... ... ... ...... ... ... ... ..... ii Community Profile ..........................................................ii Housing Market Analysis ... ... ... ...... ... ... ... ... ... ... ... ... ... .......iii Housing and Homeless Needs Assessment ..... ... ... ... ... ... ....iv Non Housing and Community Development Needs Assessment . . iv Strategic ....................................................................... ...v Annual Action Plan ............................................................... .viii PerFormance Measurement System ...................................... ..ix Community Profile . ................................................... 1 Population Trends ................................................................ 1 Raceand Ethnicity ................................................................ 1 Age Distribution ............................................................ 2 Households.. .. . . . .. .. . . . .. . . . .. . . . .. . . . .. . . . .. . . . .. . . . .. . . . .. .. . . . . . . . . .. . . . . . . .. . .. . 3 Unemployment...................................................................... 3 Income .. . . . . . . . . . .. . . . . . . . .. . .. . . . . . . . . . . . . . . . . . . . . .. . .. .. . .. . . . . . .. .. . .. . . . .. . .. . .. . . . . 4 Poverty................................................................................. 5 Housing Market Analysis ...................................................11 Single Family Housing Supply .............................................. 11 HousingType ....................................................................... 12 Age of Housing Stock ........................................................... 13 Single Family Housing Demand ............................................ 14 Homeownership .................................................................... 20 Foreclosure.. . . . . . . . .. .. .. . . . .. . .. . .. . . . .. . . . . . .. . .. . .. . .. .. . . . .. .. . .. .. .. . . . .. . .. . . . . 22 Multi-Family Housing Supply ................................................ 28 RentalHousing ..................................................................... 28 Demand for Rental Housing .................................................. 28 Rental Affordability ................................................................ 29 Age of Rental Housing .......................................................... 30 CDBG Eligible Census Tracts ............................................... 33 Public and Assisted Housing ................................................ 36 Section 8 Housing Choice Vouchers .................................... 38 �� Housing Needs Assessment .............................................. 39 Overcrowding....................................................................... 40 CostBurden .......................................................................... 41 Housing Data — Family Needs .............................................. 45 Housing for Special Needs Populations ................................ 56 Needs for Public Housing .................................................... 56 Barriers to Affordable Housing .............................................. 57 FairHousing ........................................................................ 58 Homeless Needs Assessment ........................................... 60 Extent of Homelessness ....................................................... 60 Homeless Shelters and Services .......................................... 61 Characteristics and Needs of the Homeless ......................... 62 Homeless Needs for Seriously Mentally III ............................ 65 Alcohol/Drug Abuse .............................................................. 66 Persons with HIV/AIDS ......................................................... 67 Elderly Households ............................................................... 68 LeadBased Paint ................................................................. 69 StrategicPlan ................................................................................................. 72 Affordable Housing ............................................................... 76 Homelessness. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 83 Other Special Needs ...... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ......86 Non-housing Community Development Plan .......................90 Barriers to Affordable Housing ... ......................................... ..94 Lead-based Paint Hazard .................................................... ..95 Anti-Poverty Strategy ........................................................... ..96 Institutional Structure .............................................................97 Public Housing Resident Initiatives .....................................99 Coordination . . . ... ... . .. . .. ... ... . .. . . . . .. ... ... . .. . . . ... ... ... ... ... . . . ...100 Consolidated Plan Citizen Participation Plan ....................... 101 FY 2010 Annual Action Plan ... ... ... ... ............... ... ... ... ... ... .....116 Introduction ............................................................................116 2010 Entitlement and Funding Sources ... ... ... ... ... ... ..........117 One Year Goals and Objectives ..........................................118 Affordable Housing ..................................................... 118 �� Homelessness . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 120 Other Special Needs ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ....121 Non-housing Community Development Plan .....................122 Barriers to Affordable Housing and Fair Housing .................124 Lead-based Paint Hazard ....................................................128 Anti-Poverty Strategy ...........................................................128 Institutional Structure ...........................................................129 Coordination. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ...130 Public and Assisted Housing ...... ... ... ... ... ...... ... ... ... ... ......130 Performance Measurement System .....................................131 Priority Needs Addressed ....................................................132 Table2C ..............................................................................137 Table1 C ..............................................................................139 Program Specific Requirements ..........................................140 General Activities to be Undertaken ....................................140 CDBG Program Specific Requirements ..............................141 HOME Program Recapture Provisions ...................................141 HOME Re-Sale Provisions ....................................................142 Affirmative Marketing Plan ...................................................145 Monitoring...................................................................................146 Geographic Distribution .............................................................147 Certifications Appendices �� Maps Housing Market Analysis Map 1— Percent Hispanic, 2000 U.S. Census .............................................................. .7 Map 2— Percent African-American, 2000 U.S. Census ................................................ .8 Map 3: Percent Households with Income Less than $15,000 ........................................9 Map 4: Percent Households Income Befinreen $15,000 and $25,000....10 Map 5— Percent Rental in Single-Family Housing, 2000 U.S. Census .........................17 Map 6— Percent Vacant, 2000 U.S. Census .................................................................18 Map 7— Percent Pre-1960 Housing Stock, 2000 U.S. Census .....................................19 Map 8— Percent Hispanic Households in Owner-Occupied Units, 2000 U.S. Census .........................................................................................................23 Map 9— Percent African-American Households in Owner-Occupied Units, 2000 U.S. Census ............................................................................................... 24 Map 10 — Median Home Value for Owner-Occupied Units, 2000 U.S. Census 25 Map11 — Percent Owner-Occupied Housing, All Races, 2000 U.S. Census 26 Map 12 — Percent Owners Paying More Than 30% of Household Income on Housing Expenses, 2000 U.S. Census .......................................................27 Map 13 — Median Contract Rent, 2000 U.S. Census .................................................... 31 Map 14 — Percent Renter Occupied, 2000 U.S. Census ............................................... 32 Map 15: Median Household Income 2000 .......................................34 Map 16 — CDBG Eligible Census Block Groups, 2000 U.S. Census ............................. 35 Map 17: Overcrowding by Tract, 2000 Census ............................................................. 42 Map 18: Percentage of Owners Paying More than 30% Household Income, 2000 Census ....................................................................................................43 Map 19: Percentage of Renters Paying More than 30% of Household Income On Housing Expenses, 2000 U.S. Census .......................................................44 Homeless Needs Assessment Map 20: Percent Pre-1970 housing Stock ..................................................................... 71 Strategic Plan Map 21: CDBG Eligible Block Groups ........................................................................... 75 v The 2010 - 2015 Consolidated Plan is a unified and strategic vision for providing decent housing, a suitable living environment, and expanding economic opportunities for low and moderate-income households. The Plan is a requirement of the U.S. Department of Housing and Urban Development to receive Community Development Block Grant (CDBG), and Home Investment Partnership (HOME) funding. This is a five-year plan that serves as the basis for annual funding allocations, described in one- year Action Plans. The Action Plans identify the specific programs and activities to be undertaken with the federal funds received annually. In developing the Plan, the City followed a detailed citizen participation plan that involved a wide spectrum of the community. This included input from residents, businesses, non-profit organizations, and the faith community. This input provides a framework for activities and expenditures for housing, community development, and homeless needs. The Plan further identifies various community development issues, including pubtic (human) services, public infrastructure and improvements, and economic development. In addition to providing demographic analyses, market conditions, and needs assessment of community development issues, the plan also identifies strategies to address these needs. The 2010 - 2015 Consolidated Plan includes a new element of the strategic planning process-performance measwes for determining how well programs and services are meeting needs of Wichita Falls' low-and moderate income people. In response to this HiJD requirement a section titled "Performance Indicators" has been added to the Annual Action Plan chapter. This system should be used and reported yearly in the City's CAPER's report. The major sections of the Consolidated Plan include Housing Market Analysis, Housing and Homeless Needs Assessment, Strategic Plan, Annual Action P�an, and the Citizen Participation Plan. The Housing Market Analysis and Housing and Homeless Needs Assessments utilize available data from the U.S. Census, and other sources, to isolate the pressing needs of the community. The Strategic Plan sets goals and objectives for the City's use of federal funding for five years and provides strategies for meeting them. The Annual Action Plan provides a blueprint for the use of next year's Community Development Block Grant, and HOME Investment Partnership funds. Citizen Participation Plan The City of Wichita Falls will establish a process to include the public and gather their input for priority needs in the community. Participants may take part in focus group sessions, comment period, and the Public Hearing, all of which are posted in local newspapers. vi Community Profile The population of Wichita Falls as shown in the 2006 - 08 American Community Survey (ACS) 3-Year Estimates was 101,767. This is a decrease of 2.3 percent from the 2000 population at 104,197. According to the annual Growth Trends Reports produced by the City of Wichita Falis' Planning Division, the city's population estimates as of year-end of 2006, were within the range of 101,553 to 111,249 with an average of 107,847. Major highway networks include Interstates 44 and state highways 287, 281, 277, and 82. Comprising over 78 percent of the labor force for Wichita County, the total labor force reported for Wichita Falls in the 2000 Census was 51,750 with the Wichita County labor force reported at 65,816. POPULATION: 2000 Census 1990 Census Wichita Falls: 104,197 96,259 Male: 51.5% 49.1 % Female: 48.5% 50.9% Texas 20,851,820 16,986,510 Male: 49.6% 49.3% Female: 50.4% 50.7% DEMOGRAPHICS: 2000 Census 1990 Census W hite: 75.1 % 80.4% African-American: 12.4% 11.2% Asian: 2.3% 1.8% Other: 9.3% 5.8% Hispanic: 14.0% 10.0% Median Household Income: 2000 Census 1990 Census Wichita Falls $32,554 $23,560 Texas $39,927 $27,016 U.S. $41,994 $30,056 Per Capita Income: Wichita Falls $16,761 $11,686 Texas $16,912 $12,904 U.S. $21,587 $14,420 Individuals Living Below Poverty Level: 2000 Census 1990 Census Wichita Falls 13.9% 16.6% Texas 15.4% 18.1% USA 12.4% 13.1 % 1 Housing Market Analysis The Housing Market Analysis provides an extensive examination of the housing market in Wichita Falls, with detailed analysis of data collected from the 2000 U.S. Census, 2006 — 2008 Annual Community Survey Data, the City of Wichita Falls, and other sources. The document examines some basic demographics of the population of Wichita Falls and provides descriptions of the owner-occupied and rental housing stock in the city. It also includes discussions of public and assisted housing, fair housing issues, barriers to affordable housing, homeless facilities, and facilities for persons with special needs. The document is fuliy annotated with thematic maps and data tables that support the discussion and highlight areas of the city where housing issues may be of particular concern. 2 Housing and Homeless Needs Assessments The Housing and Homeless Needs Assessments summarizes available data on current needs for housing assistance for low, moderate and middle-income households. The Housing Needs Assessment, which starts on page 39 of the Community Profile Section, examines Comprehensive Housing Affordability Strategy (CHAS) tables provided by the U.S. Department of Housing and Urban Development (HUD) to identify household groups where a cost burden (paying more than 30% of their income on housing expenses) or overcrowding exists. U.S. Census data and ACS data were utilized to draw conclusions on the extent of the need for physical improvements to the housing stock in low-income neighborhoods. Information is also provided concerning lead-based paint hazards in residential structures in Wichita Falls. The Homeless Needs Assessments examines data provided by the City of Wichita Falls and the 2009 homeless point-in-time survey. This section includes information on the services provided for the homeless community by non-profit, for-profit, and government agencies in Wichita Falls. Sub-populations of homeless persons are also discussed. Non-Housing and Community Development Needs Non-housing and community development needs were established, in part through public input including a survey conducted during the citizen participation portion of the Plan's development and through evaluation of priorities presented by City leaders. These needs include economic development, public services, homeless facilities and services, and public improvements. Homeless facilities and services was ranked the second highest priority specified in the Plan, Other community development needs included job training and placement services, credit counseling, and street improvements. The public input sessions provided citizens with an opportunity to help prioritize the major non-housing, housing, and community development categories and provide input into specific needs within each category. These priorities are reflected in the Strategic Plan and the goals, objectives, and strategies found there. 3 Strategic Plan The Strategic Plan provides a framework for addressing the needs identified in the Housing Market Analysis and the Housing and Homeless Needs Assessments. The plan details the priorities assigned to the various types of services eligible for Community Development Block Grant funding and estimates the cost of ineeting those needs. Within each major area of concern (Housing, Homelessness, Other Special Needs, Non-Housing Community Development, Barriers to Affordable Housing, Anti-Poverty Strategy, Lead-Based Paint, Institutional Structure, and Coordination), goals, objectives, and strategies were established to move the City of Wichita Falls toward meeting the needs identified. The goals and objectives are listed below: Affordable Housing Goal: Improve the condition and availability of affordable housing over a five-year period. Objective 1: Improve the condition of housing for low-income homeowners. Strategy 1.1: Provide emergency housing repairs for low-income homeowners. Strategy 1:2: Provide minor housing repairs for low-income households. Objective 2: Increase the viability for potential homeownership opportunities. Strategy 2.1: Provide down-payment and closing cost assistance and/or principle reduction assistance, with minor repair to low-income households. Strategy 2.2: Provide funding for low-income homebuyers in partnership with non-profit agencies. Objective 3: Increase affordable housing stock in the city. Strategy 3.1: Provide funding to non-profit agencies to construct new affordable housing. Objective 4: Decrease the number of vacant substandard housing units within the City of Wichita Falls. Strategy 4.1: Continue current code enforcement efforts. Strategy 4.2: Continue demolition and clearance of vacant dilapidated structures. Homelessness Goal: Facilitate an expansion of housing and services offered to homeless families and individuals in Wichita Falls over a five-year period. Objective 1: Strengthen the collaboration with homeless providers to supply a continuum of services. Strategy 1.1: Attend meetings, conferences, seminars, and outreach activities that support homeless efforts. Strategy 1.2: Provide staff assistance for subcommittees, homeless counts, and Continuum of Care development. 4 Objective 2: Support the expansion of homeless facilities by construction or rehabilitation of facilities for homeless families and individuals. Strategy 2.1: Support nonprofit organizations in acquiring funding for construction/rehabilitation of facilities for homeless families and individuals. Strategy 2.2: Support nonprofit organizations in acquiring funding for special needs services for homeless families and individuals. Other Special Needs Goal: Provide support to non-profit agencies that deliver services to the non-homeless special needs populations over a five-year period. Non-Housing Community Development Goal: Improve living conditions in Wichita Falls by addressing non-housing community development needs over a five-year period. Objective 1: Address infrastructure and public facility needs in the CDBG eligible areas of Wichita Falls. Strategy 1.1: Provide funding for infrastructure improvements. Strategy 1.2: Support the improvement of public facilities. Objective 2: Address community needs through community-based public service programs. Strategy 2.1: Provide funding to non-profit organizations to deliver services to seniors. Strategy 2.2: Provide support to the city and/or non-profit organizations to deliver mental health and disability services. Strategy 2.3: Provide support to non-profit organizations to deliver childcare services. Barriers to Affordable Housing Goal: Address barriers to affordable housing development and availability in order to reduce the cost burden on low and moderate-income residents over a five-year period. Lead-based Paint Hazards Goal: Increase the inventory of lead safe housing units under the Minor Repair program. Anti-poverty Strategy Goal: Reduce the size of the impoverished population in the City of Wichita Falls. Objective 1: Expand job opportunities in Wichita Falls. 5 Objective 2: Increase childcare and educational opportunities for children from low-income families. Objective 3: Expand affordable housing opportunities. Institutional Structure Goal: Identify and address gaps in the institutional structure. Coordination Goal: Improve coordination efforts between the City and other agencies and organizations committed to the improvement of housing and community development services in Wichita Falls. Annual Action Plan The Annual Action Plan provides details on the specific uses planned for the CDBG, and HOME allocations for the coming fiscal year. The distribution of each allocation is displayed in tables to show the categories where funding will be provided and the amount of money set-aside for each. This section also provides details on resources available for community development efforts, discusses activities to be undertaken, and responds to specific requirements under the CDBG and HOME programs. The Annual Action Plan also provides discussions of the monitoring process employed by the City of Wichita Falls where funding is provided to sub-grantees, and specifies the geographic extent of the distribution of grant funding. 2010 ENTITLEMENT FUNDING SOURCES Fiscal Year 2010 Federal Funding: Communi Develo ment Block Grant CDBG Allocation $1,531,250 CDBG Fundin Prior Year Car over Reallocation $400,000 HOME Investment Partnershi HOME Allocation $552,275 Total $2,483,525 The FY 2010 Annual Action Plan identifies the method of distributing HUD funds and outlines the City's overall housing and community development needS and Strat2gies. PERFORMANCE MEASUREMENTS The Fiscat Year 2010 Annual Action Plan identified all activities with regards to federal requirement for Community Planning and Development (CPD) Formula Grant Programs called the Outcome Performance Measurement System. This new system allows HUD to collect information on the outcomes of activities funded with CPD formula grant assistance, and to aggregate that information at the national, state and local level. 6 The Performance Measurement System has three overarching objectives: (1) Creating Suitable Living Environments, (2) Providing Decent Affordable Housing, and (3) Creating Economic Opportunities. There are also three outcomes under each objective: (1) Availability/Accessibility, (2) Affordability, and (3) Sustainability. Thus, the three objectives, each having three possible outcomes, will produce nine possible "outcome/objective statement in HUD's Integrated Disbursement and Information System (IDIS) by entering data in the form of output indicators. The below chart illustrates the Outcome framework making links befinreen Objectives, Outcomes and the 9 Outcome Statements. {?i�me #�' ; Outc�me #3 Outcorne #1 "� : l�c►rdar�� ' � ` S�s�ai�ati��i#y �Availabi!' � fAccessibil' � � Objective #I Enhance Suitable Livinq Enhance Suitable Livinq Enhance Suitable Suitable Living Environment Through Environment Through Living Environment Environment Improved/New Improved/New Through Accessibilitv Affordabilitv Improved/New Sustainabili Objective #2 Create Decent Housinq Create Decent Housinq Create Decent Decent with Improved/New with Improved/New Housin with Housing Availabili Affordabilitv Improved/New Sustainabili Objective #3 Provide Economic Provide Economic Provide Economic Economic Opportunitv Through O�qortunitv Through O�portunitv Opportunity Improved/New Improved/New Through Accessibilitv Affordabilitv Improved/New Sustainabili Based upon the intent when funding an objective, the City of Wichita Falls will determine under which of the three objectives to report the outcomes of their projects and activities. Once the objective is chosen, the City will choose which of the three outcome categories that best reflects what they are seeking to achieve (the results) in funding a particular activity. The Objectives, Outcomes and Outcome Statements for the City of Wichita Falls have been developed based upon the adopted Five Year Consolidated P�an Fiscal Year 2010 — 2015 goals, objectives, strategies and outputs. Those objectives that did not indicate reportable beneficiary in HUD's Integrated Disbursement and Information System (IDIS) were eliminated. Priority Needs Addresses - Priority Needs and Outcomes were established for the 5 year Strategic Plan for fiscal years 2010 — 2015 for the Ciry of Wichita Falls. The Priority Needs and Outcomes are then adapted to the anticipated funding levels for each Annual Action Plan. The Strategic Plan lists the range of strategies to be employed in reaching the performance targets for the 2010 - 2015 Consolidated Plan. These outcomes form the basis for the City's Performance Measurement System, detailed in the 2010 - 2011 Annual Action Plan, as summarized on the following pages. I. SUITABLE LIVING ENVIRONMENT • • . � .� � � 7 Outcome Statements: • Provide funding for 1 infrastructure improvement project. (Public Works - waterline replacement in FY2010) • Support the improvement of 3 public facilities. (Senior Citizens - Roof Replacement - 1000 Burnett, North Central Texas Medical Foundation - Building Rehab, Patsy's House - Parking Improvements / Handicap Accessibility) • Provide support to 1 non-profit organization to deliver childcare services. (Child Care Inc. - Child Care Subsidies) • Provide funding to 1 non-profit organization to deliver services to seniors. (Senior Citizens of North Texas - Meals on Wheels) • . . �.� Outcome Statements: No project in FY 2010 Annual Action Plan • . . Outcome Statement: • 600 Code enforcement inspections. (Code enforcement). • Demolition and clearance of 40 vacant dilapidated structures. (demolition/clearance). The number of substandard structures demolished II. DECENT HOUSING � • . � .. � . Outcome Statement: No project in FY 2010 Annual Action Plan • . . �.. Outcome Statements: • 10 emergency housing repairs for low-income homeowners. (Emergency Repair) 8 • 15 minor housing repairs for low-income homeowners. (CDBG Minor Repair Program and Christmas in Action) • Down-payment and closing cost assistance, with minor repair to 25 households. (FTHB Downpayment Assistance and minor Repair Program) • Funding to 7 low-income homebuyers in partnership with non-profit agencies. (CHDO Infill — Mortgage Buy-down -Habitat buyers) • Funding to non-profit agencies to construct 7 new affordable housing. (CHDO-Habitat of Humanity) • Attend meetings to strengthen the collaboration with homeless providers to supply a continuum of services. • Provide staff assistance for subcommittees, homeless counts, and Continuum of Care development. • Support nonprofit organizations in acquiring funding for homeless facility construction or rehabilitation for homeless families and individuals. • Support nonprofit organizations in acquiring funding for special needs services for homeless families and individuals. (First Step - Bldg Rehab) • . � Outcome Statements: No project in FY 2010 Annual Action Plan III. ECONOMIC OPPORTUNITY � • . � .� � � No project in FY 2010 Annual Action Plan • . � . ... No project in FY 2010 Annual Action Plan • . � No project in FY 2010 Annual Action Plan 9 WICHITA FALLS COMMUNITY PROFILE POPULATION TRENDS Populatio Growth The population of Wichita Falls according Data Source n Rate 1990 U.S. Census 96,259 - to the 2006 American Community 2000 U.S. Census 104 ,197 8.25% a 2006-2008 American Community Survey Survey (ACS) 3 Estimates was 3 Estimates �0�,767 - 2.3% b 2007 Estimate* 107,847 3.50% b 101,767 (with Margin of Error +/ (a) Growth Rate from 1990 (b) Growth Rate from 2000 This is a decrease of 2.3 percent from the " City of Wichita Falis' Planning Division — Annual Growth Trends Report 2000 population at 104,197. According to Table 1— Population Growth the annual Growth Trends Reports produced by the City of Wichita Falls' Planning Division, the city's population estimates as of year end 2006, were within the range of 101,553 to 111,249 with an average of 107,847. Between 1990 and 2000, the population of Wichita Falls increased by 7,938 (8.25%) from the 1990 count of 96,259. RACE AND ETHNICITY A look at the ethnic distribution of the residents of Wichita Falls, in Table 2 below, indicates that the largest racial group was Whites with 75.11 percent. African- American population was 12.40 percent of the total population. The African-American population of Wichita Falls increased by 19.76 percent from 1990 to 2000. It should be noted in comparing the racial distribution between 1990 and 2000 that the Census allowed additional racial categories in the 2000 Census. The category `Hawaiian and Pacific Islander' was split from the Asian category from 1990 and the 2000 Census ailowed respondents to identify more than one racial category. The 'Two or More 1990 2000 category groups ali respondents that Race # °ia # °�o White 77,415 80.42% 78,258 75.11 % indicated more than one racial group. The BlackorAfricanAmerican io,�sa ��z�°io �z,s2o i2.ao°io American Indian & Eskimo 693 0.72% 897 0.86% Hispanic population in the city increased by Asian and Pacific Islander 1,762 1.83% 2,391 2.29% 9.4 percent between 1990 and 2000 to other 5,so� s.s2°io s,�3� 9.34% Total Po ulation 96,259 100.00% 104,197 100.00% 13.98 ercent in 2000. The Census Bureau Hispanic (Ethnic o 0 p Grou 9,661 10.04 /0 14,570 13.98 /o Source: 1990 and 2000 U.S. Census does not recognize Hispanic as a race, but Table 2: Population by Race, 2000 and 1990 10 rather as an ethnicity. This may account for the 73.74 percent increase in the "Other" category befinreen 1990 and 2000. Maps 1 and 2, on pages 7 and 8, provide a graphic depiction of concentrations of Hispanics and African-Americans by census tract. AGE DISTRIBUTION According to the 2000 U.S. Census the median age in Wichita Falls was 31.9 years. As shown in Chart 1 below, the largest age group in Wichita Falls was the 15 to 24 group, with over 19 percent of the population. Over 20 percent were under the age of 15, and over 12 percent were over the age of 65. As with other communities across the country, the median age of the population is expected to rise in the coming years as the baby boom generation continues moving up the age distribution. In the next two decades the baby boomers will move entirely into the over 65 age category, creating the largest group in the over 65 category in U.S. history. These trends are expected to have an impact on housing needs in Wichita Falls well as the rest of the country. 25.00% 20.00% T>.00% 1J.00% 5.00% 0.00% UndaS Sto14 15to24 25to34 35to44 45to54 55to64 65to74 75to&4 85yeas yeers yeas ymrs ymrs yeas ymrs yeers yeers yeers aid ova 11 HOUSEHOLDS Households Number Percent As shown in Table 3, to the right, Wichita Falls Famil households 25,00s 65.85% had 37,970 households in 2000. Of the total With own children under 18 ears 13,641 35.93% households, 25,003 or 65.85 percent were family Married-cou le famil �s,s�5 49.71% With own children under 18 ears 9,247 24.35% households. About 50 percent were mBPPled- Female householder, no husband couple households. Approximately 24 percent resent a,sss 12.34% With own children under 18 ears 3,472 9.14% were married-couple households with children Non-famil nousenoids �2,ss� 34.15% Householder livin alone 10,887 28.67% under the age of 18. Over 12 percent of Householder 65 ears and over a,o�� 10.74% households were female-headed and nine Totai households s�,s�o percent of those female-headed households had Households with individuals under 18 ears 13,819 36.39% children under the age of 18 present. Housenoids witn individuais s5 years and over 9,051 23.84% Over 34 percent of all househoids were f1011- Avera e household size 2.46 family households, with over 28 percent of all Average family size 3.oa TABLE 3- Households households with the householder that lived alone. Over 36 percent of all households included children under the age of 18 and over 23 percent included persons over the age of 65. The average household size reported in 2000 was 2.46 persons, with an average family size of 3.04 persons. UNEMPLOYMENT The unemployment rate for the Wichita Falls Metropolitan Statistical Area (MSA) from January 2004 through November 2009 is shown in Chart 2 on the following page. Unemployment stayed at or below four percent through May 2008 and then showed a steady increase as the economic crisis worsened. As of September 2009, the unemployment rate increased to eight percent. s 8 7 6 5 4 3 2 1 0 �' �Q?��ce�eta�� '�Q��'�`��cf�''��°�`�� A�J`PQ?°�P� `��`� �'��,�`,p�`��',��'�,sfl Source: U.S. Bureau of Labor Statistics Chart 2: Unemployment Rate — Wichita Falls, TX 12 WCOME According to the 2006-08 American Communities Survey Household Income Number Percenta e 3-Year Estimates, the median household income for Less than $10 ,000 3,�02 9.58% $10,000 to $14,999 2,952 7.64% Wichita Falls was $39,424. The income category with $15 ,00o to $2s,sss �,soo �s.s��io the largest percentage of households was the $15,000 to $so,000 to $3s ,999 5,sao 13.82% $29,999 income group, with about 20 percent of all $ao,000 to $as ,999 a,�2� 10.68% households in the category. About 37 percent of all $50,00o to $�a ,999 s,5�s ��.os°io $75,000 to $99,999 3,873 10.02% households earned below $30,000, approximating the g� 00 ,000 to $149 ,sss 2,5sa s.�2°ia below 80 percent of inedian income HUD uses for low- $150 to $199,999 �as 1.93% income designations. Maps 3 and 4, on pages 9 and 10 $200,0000rmore �,�23 2.si�io Total: 38,640 100.00% provide the concentration of households that earned Median Household Income $39 ,a2a household incomes less than $15,000 and between Source: 2006 - 2008 American Community Survey $15,000 and $25,000 in 2000. Table 4 - Household Income POVERTY According to the 2006-08 American Community Survey showed in Table 5, below, over 12 percent of all families in Wichita Falls tived in poverty between 2006 and 2008. About seven percent of married couples with children under the age of 18 lived in poverty, and over 10 percent of families with children under the age of 5 lived in poverty during the period. The poverty rate in married couple families was significantly lower than that of families with a female-headed householder. Over 35 percent of female-headed households and 42.96 percent of female-headed households with children under the age of 18 lived in poverty. % selow Famil T e Below Pove Total Pove Married-cou lefamil : 932 18,591 5.01% With related children under 18 ears: 604 8,728 6.92% Under 5 ears onl 192 1,901 10.10% No related children under 18 ears 328 9,863 3.33% Otherfamil : 2,117 6,506 32.54% Male householder, no wife resent: 219 1,103 19.85% With related children under 18 ears: 185 638 29.00% Under 5 ears onl 65 196 33.16% No related children under 18 ears 34 465 7.31% Female householder, no husband resent: 1,898 5,403 35.13% With related children under 18 ears: 1,747 4,067 42.96% Under 5 ears onl 537 964 55.71 % No related children under 18 ears 151 1,336 11.30% Total Families 3,049 25,097 12.15% Famil T e Below Pove Total % Below Pove All Persons 15,278 91,494 16.70% Under 5 2,005 7,542 26.58% Under 18 5,379 25,055 21.47% Over 65 1,267 11,314 11.20% Source: 2006 - 2008 American Community Survey Table 5 - Poverty 13 About 17 percent of the total population of the city lived in poverty befinreen 2006 and 2008. Over 21 percent of all children under the age of 18 lived in poverty, and 26.58 percent of all children under the age of 5 lived in such dire straits. Over 11 percent of people over the age of 65 lived in poverty during the period. 14 . • � . ' 1 . • 1 1 1 �� '�°r� � � K - w C _. �. — �� 4 I : � `� _ '` '� ... �i � _�W..:' # �� "; � � � � � � � �� , ., --,' ; ; ,. � � �� .�_ - � ,�. ' �;;�; � � ' ,!�' ,�, f -1 . �'1� ;�� .: . �� ,. r p ` � � � .� � r � E ° ��? � � e�'� � � � � �'� � �,�� ` � � �� ,, , �, �.y : � � � �� . . . ,.+ .�, A'li� .. . .... ' � : I � I I ~� � �`� qe ��'��1�L�- � 4�� 4 ky. ' � � '��i�= �'% ..�°'�*��;��J �� i � � � `• k�rii � ,..�' � �*" �x� �k�4'� ; 3 ' ~ ` � E. L t ��., r'1 �� N/� i �a-- �f � ��,� L • � �r - # �� . � � � ( � ��r+i_.1J�.�� .��.+� �i�+ �� :_ � � ' . l � ,�� S��f� �.L_ ,.,:j f I � � I �.�� . ;� . . .._,. � ��'�,m f , F � ~ . • � � • � � � aa .�� ■ ` - . � r��!� �s � ��, a ;;, �,r� , iti � . . _ �i�� ■"` � �, +�n'=�..��W�, ;� !�' �—�. �� !�"� .:__�. �� _:�:; 4 4'"':.. Map 3: Percent Households with Income Less than $15,000 � :�.� � �� , x � :�� ; � ,'c� ��, � � ` � �s�� ., �r � �` �'x � � �„��": �s* ; s. �v� .�5,y� v.„ � ^�'�- :�� £ <.�. $ :, �w :. 4 ,._��s � G�" ?:. , �� % , 3 r, Q��, � } .,.Y �; � Legend N Q Wichda Falls City Limits � Streets Percent Households Earning Less than $15,000 �� 2 Miles � 1.18%- 1.00% Source:U.S. Census ' ' 1.01 %- 20.�0% - 20.01 %- 30.D0% City of Wichita Falls - 30.01%- 54.05% J-QUAD Planning Group 16 . • • • � • � 1 1 1 . � ' 11 1 '� . �� I � � P , �,,; � -r ^�s�, a e .. a. ..! � �� .: 4 � ' d i '- � �. �^ �' ' �"'r. '�� N . � �€..� ��'.� F P . � '� ' �# "#. F � ; 1 : � y 'V !� } �� J • � • � °'M1'2�' '�� ", ��" _ ___ � - $ .. ��'�r'.S#[ �s`{T � �' '�` . J C F �� ` �� `"F � fc- ' t ��r �� } A , � �. i ' Ik ',c., �e��.. - ��'"��,.j'� �ri _ ��,�.:�- }.�. ' #. � � ■iii Y � ; x ( l � � . i � �:' �lil��' �� ' � � � � � �, j��;t�liii�� w,�i� b x � < "v�a�J� �vif�lii� � ' r ;� k. -� �r�A � ` � f � � � ' �"�1�� r £ �. i%� '� �� x _� 4a }� ` ,� ` � : �' ° �� • Y..�aw�., � �µ r .�_ � '� j r '��°'� yp,�. c f -x � � � �s, :� ?��"' � +q x .r�'�; ��l. �� _ _ V �.i�� Y `�� ' , .� � ,-�."� f• 1 � ��1 ��^ �. � '!'\ C� ��'Y �� 1j+' ..'S- t� ��.' � '} � ,� "�.. ,. x -` k � � ; . � ��!�: � ; ' �� ri-' �'� " �� * "` �- . . R r'�`. ' ` `• .r� � ��1�1�� ` -_ � ��II �I��y�� `� � � � � �, ��'�9 1 i�� _ � ��,� �' ' ��. �� .��, � � � `�.� � �•� . _� � � 'J u w:l�` 'C '�� y � , f t / �t �� A , � � • Ar�J �17 i . / I l '� + �ir-ir�.� F �/e 7; � ��/� `'�-'+ TH ;�� ~ �j ` , r +;llx 1 % ��r—==� y � � `�/" ti �T�: � � ... ��' L � J � . , �s�' ■� "� � �'lri ni�l�:� �� ^"'-=• rl�� ` � r �a->��-LUwi �� '� ��++,. •�� r. �� '� `� I�[�� •• f rr y � ` � � �,� � +� ,� °�� g i i�lr j :t�� y41� �r� � �_3`~ �� , � � T; �1►.ril�� != :h.�� 51i��.�J t' � ° �""r �y �� i. +�� ti1 J��' � �� "� ' � �� e * �� .�i� � `�� . �� "'!�� ,;�. .- . � ' - � � - - . - . . . _ -- �� . . �� . ��, . - � � • � ��, °�" � � � �� - . � . WICHITA FALLS HOUSING MARKET ANALYSIS The following section of the Consolidated Plan presents the analysis of housing supply and demand in Wichita Falls. The analysis is based on data collected from the U.S. Census Bureau, the Texas A&M Real Estate Center, realtytrac.com, and cost calculations by J-QUAD Planning Group. It should be understood that the current housing market was very unpredictable at the time of the creation of this document and projections into the future will be minimal. As economic conditions stabilize a clearer picture of the housing market will be possible. While some improvements have been seen in the market, further market declines could return through 2010 and possibly into 2011. Projections beyond that time period would be pure speculation without any concrete data to support it. This section will concentrate on the five years leading up to the preparation of this document. SINGLE-FAMILY HOUSING SUPPLY According to the U.S. Census, there were 40,364 housing units in Wichita Falls in 2000. Between 2003 and 2009, 1,234 new single-family homes were issued building permits. These data are illustrated on the next page in Chart 3. Permitting activity peaked in 2003 at 258 units. The lowest point during the five-year period was in 2008 at 111 units Recent activity, however, shows a re�ative lull in activity with an average of 11 new permits per month over the last 24 months. According to the 2006-08 ACS 3-Year estimates, Wichita Falls had 840 vacant units for sale and 2,580 vacant units for rent (all housing types). The average cost data provided on the chart shows the highest average construction cost at $202,291 in 2007 during the five year period. The lowest construction cost per unit during the period was at $138,128 in 2003. 18 300 $250,000 250 ,,,�— -� $200,000 .� a 200 �' $150,000 0 -v U � � m 150 � � � $100,000 Q � � 100 � � � $50,000 50 0 $0 2003 2004 2005 2006 2007 2008 Year Source: U.S. Census Chart 3: Construction Permits (2003-2008) HOUSING TYPE According to the 2006-08 American Community Survey 3-Year Estimates, provided in Table 6 to Housin T e Number Percent Sin le-Famil 3i,sa2 72.33% the right, 72.33 percent of all housing units in Multifamil 11 ,�os 25.15% Wichita Falls were single-family homes. Other �,�ts 2.53% Approximately 25.15 percent were multifamily Total 44,164 �oo.o�io Source: 2006 - 2008 American Community Survey units, with the remaining 2.53 percent other types, which include mobile/manufactured Table 6– Housing Type homes. According to the 2000 Census, nearly 70 percent of the city's housing units were single-family homes. This number remained relatively constant from 1990 to 2000, only decreasing by 0.40 percentage points. Of the 41,842 housing units, 3,964 units or 9.47 percent were vacant in 2000. Of the total units in 1990 at 40,364, 12.12 percent or 4,894 were vacant units. The 2000 Census data showed that renters occupied 25.04 percent of single-family housing units in 2000. Map 5, on page 17, provides a look at concentrations of single-family rental housing in Wichita Falls. As the map 19 shows, some census tracts have 40 to 60 percent renter occupied single-family housing stock. Map 6, on page 18, shows vacant housing by census tract. Unitsin Structure 1990 Percent 2000 Percent 1, detached 28,037 69.46% 29,230 69.86% 1, attached 1,565 3.88% 1,649 3.94% 1,639 4.06% 1,563 3.74% or 4 1,260 3.12% 1,712 4.09% to 9 2,727 6.76% 2,584 6.18% 10to19 1,149 2.85% 1,057 2.53% 0 to 49 927 2.30% 697 1.67% Oormore 1,364 3.38% 1,973 4.72% obile home 1,235 3.06% 1,308 3.13% Boat, RV, van, etc. 461 1.14% 69 0.16% otal: 40,364 100.00% 41,842 100.00% Source: 1990 and 2000 U.S. Census Table 7: Units in Structure, 2000 and 1990 AGE OF HOUSING STOCK Housin Built Number Percent Pre-1939 4,888 11.68% Table 8, to the right, provides a look at the 1940 to 1949 3,�so s.os°io age of housing stock in Wichita Falls. Over 1950 to 1959 s,oa3 �s.22°io seven percent of the housing stock was built 1960 to 1969 s,ass 16.33% in the 1990s, about 15 percent in the 1980s 1970 to 1979 s,�32 2o.s�°ia and about 21 percent in the 1970s. This 1980to1989 s,2ao 14.91% means that approximately 42 percent of the housing stock is less than 30 years Old. 1990to1994 �,iss 2.�s°io Over 39 percent however is more than 40 1995 to 1998 �,sss 4.40% years oid, having been built prior to 1960. 1999 to March 2000 s2� o.��io This housing stock is more apt to be in poor otal: 41 ,aa2 �oo.00°io condition, given its age, than newer housing stock and has had a longer period for the Source: 2000 U.S. Census effects of neglect to settle in. While age does not indicate housing condition, Table 8• Year Structure Built correlations exist. Map 7, on page 19, � provides a look at the geographic concentrations of older housing units. SINGLE-FAMILY HOUSING DEMAND According to the 2000 Census, the median housing sale price in the city was $38,700. As per the data provided by the Wichita Falls Association of Realtors and Texas A&M Real Estate Center, the average sale price in the city was $100,600 in January 2010. Single-family housing demand, as measured by existing home sales, is illustrated in Chart 4 below. During the period from April to September 1,528 units were sold in 2009, compared to 1,663 units for the same months in 2008, which indicates a decrease in housing demand in the past year. 20 Home Sales :oe t2o .:_. . . . .. .. . _.. . . _.. . . i>o 'w - — - _ ... . iao __........ ... . . .. .... uo -- ioe �!__--_._ — . - -- ---- -_.. _ _._. _._____. 99 — 60 t ' _ _ _ __ __ ....... .... .. nn ' 3J . _ _ .._ .. _.. _ .__ ._ - M1 ia� r.i. nia sw raa�� i�� x�i s�r vv o.i rv.... n.. ■...., r_:.u: ■:.,1., Source: Wichita Falls Association of Realtors and Texas A&M Real Estate Center Chart 4: Number of Housing Units Sold, Wichita Falls, TX Chart 5, below, shows the median housing sale price in the city, for the years 1999, 2004, and 2009. The median sale price in 1999 was $69,600, compared to $83,400 in 2004, and $102,000 in 2009. The average sale price in 1999 was $80,200, compared to $97,500 in 2004, and $115,300 in 2009. �� - - - -- - ------ �z -- ------ ---- io — ---- - 3 - � ------- b � 2 Q r� r � a ' ' 0 °�° ° ��°�°� `o� a°°�°��ti p� °o ° � o �� o o� °o ° � o �� °o � ° �� ■ 199� ■ 2009 Source: Wichita Falls Association of Realtors and Texas A&M Real Estate Center Chart 5: Median Sales Price, Wichita Falls, TX Chart 6 and 7, on the next page describe the type of home loans originated in the city over the past few years. Chart 6, on the following page, provides a look at the percentage of loans originated by the loan types: conventional, FHA, and VA. About 74 percent of the homes between 1997 through 2006 were financed through conventional loans and the remaining 26 percent were originated from government insured loans. Chart 7, on the next page, provides a look at the percentage of loans originated by the loan purpose. This chart shows that about 68 percent of the home loans originated were for home purchase, about 10 percent for home improvement, about 21 percent refinance loans, and less than one percent for multifamily dwellings. 21 �_- __ — — — _ - _ . _ _ -- . .- � I i I � II �S Convent ional � I �I ' i � FHA I � 'I ❑VA&Other I I I I� � Source: Home Mortgage Disclosure Act data Chart 6: Type of Home Loans Originated, Wichita Falls, TX (1997-2006) S Home � �� Purchase � ■ Home 'I Improvement I, I� Ref inance � Source: Home Mortgage Disclosure Act data Chart 7: Type of Home Loans Originated, Wichita Falls, TX (1997-2006) 22 . � • • • • 1 1 1 �,s _ f,=w , ,,:°,:�� ,-�" �.�_ c- �I .. . .. .. ... . ��.�� . � .. � . : .. ..__.._._ � � � � { i: ti ir i; ;' � _ _ � _ � _ - }� °y �� - -- __ �� I � '( r�• � -- �.�^* _ ' ��u _ �� I��! 1 �� ►� � .��;r�r�• ��? *J � =.. ��. ` � r _ � 1 �'�'�� iGi r �� . . - . . a � �1�.- . . . _ . _ . .. . ' ^ g �t K ,,.�.__ . . � i.� � -% - . �� S;A�� • Ir��vl'+ : r� � �G.� �'"� , r . r Yly � � 7I: r�'�X� � _�� I! �r'Ill��l.#, • �! � � ..-: .. � . � ` __ .�� `�Cl� � i..� 11 . ��♦1 � . � , .+��i:l!�r +�' ; . " � � r�s: ��%�=� ��'• �L�� '•-�`"`: � � , � ��- �.�� ...- ,,,r� � ' ♦ � �� _ 1� , '=��.-� \`73 J .1 -� ! � �� /l � � 3►~ '�� ti{Yi'l/i�zl 'i w►�r�,��G �.��. . r �� ?'� >>�� f -r� `,L j _� �� s , � 4 ^ t ' f � Y • �. � . . �. .. . �. � - ` �_�:.� -.- . � _ 1 �� - - - . - . . �� - : � ��, � ', � � • �� . .� � • .� ��•. � .�� • � . . . • . � • 111 � � �I y � . `�a .� "n, x C r, .�.., uv..x � �i ,� "?' � 3 yc.p•,�^�dyp � tL 3. �S� �� " ,� F '`-�SSY.+ , i�+i+.I...��aL.,�� F 7,:wY ' �� M.. �,r a''� . 'v a �� `� �' a ,�: �s d% , � ,k � � ., � �. . * �� , �� _ e�`� � �� :F ��,;: � � r� � � � . � " �.�r " � ,_ :� €�� F"'"{ ""� r (�/ �� x r `� ` WI�� r �f �� ...�_•; � ��'l:ir� _ �,�•� � j � �� .::: _ - .. � „ `' ��11�1� ��' , ■ �rs � � +��_::.:� �? 'r �i�liii■ ` .`�_# � \�� a � � 3 � �` �� _ � � 1 �;�� „�"��'�� 7 ° -� �� : � _ ,� r. ICI�� '-- � ��/��*y.�''� �,�, �� ..,� � , l �� l �� - . � � _ - .; r �, .�.� - � ' • r ��IIII��1�� `°� j � - ��1y k 4 �k� _ i � � • ��. � = - . �; ,� �� i �� ' ~ � �" � _ � � �� r ,�� '�r* _ � � i � � z' � ' �' :�ui' .. � ", � `� .. + r • �t � . Ir!`i� r.�,y J �7� �y �� a �F i� �� C!% �I/� % ��i= I �' _ _ � ::• 'I�'�!~ti'' �== ��, ■ :� �� .. � a `�� -� - � �'�= .+�.J �%'�� -� r�a�� ■ �'�� :�' � ;f�[i`%"'��•�� rL�.�� . �, ? � � , l. � f tr�/I � 3�`z � �_ �s � . ��"1;:�� ' `'tr j .,/t - �ri .-■� , �� '��'�1uci.�t4� '= :�.�.L�"� :�i y `�� ''� � "4`��R �� ''J+ 1 ::J �� {�� ' / �� M t � "I�u r _�� ` f� �°x ,._��/�::� � � � �' .�,�' � ��, . �' .� ' �.` �.�.r. �� , � .�w: : ,� � -.- . � � � � - - . . �� - � �•. ��•. � — � � � ��, � � � � ��. � �� • � !�- � . � .• .1 • • � � �I -t � -�� ..�i-r �Y� �� `l.j �. .. � ``r ` ��j� i �;+ � � ' � �� ; i r � � � r � = �_�-..�, �� V��i�� ,�.._ 1��►. �� `�'�� _ r,. �� . �� ± �G��, '� - -� •� - :,,� � `�,.- � _ ��'�.%i��:°' � � �� .��, (II's�'�" ; i� ��r��-� � `'�"' .� • � 11 �� i--y ,�,� ,� ,• r� '�°.�:�J /� � _ _ '"' i� �� ' � .. •� � �1w%'-��r�ir . �1��. �,' I�� ■� --;�� !i►.'l��C�-.. . ��' f r/� . ��' ,%�'� �I�� y.[�� ` ��.�i �1L::f � �'� � ifr ��ti1�r.,�r'� ti � :�.�.�� ;1 t � � ..+.�� 4 � i , j �� '�-�' � � �r Y � ` � �I t � 4 � � +:�. , i � �1� _ - �- > -.- . � ' � � - - ..- . - .� . . � - � ��' � ` � � � • � ��. � � • � ��, � �� • •� ��. � �� - � � � HOMEOWNERSHIP According to the 2000 U.S. Census, 57.77 percent of Wichita Falls residents own the home in which they reside; a decrease of 1.67 percentage points from 59.44 percent in 1990. Table 9, below, provides a comparison of homeownership rates among the three major ethnic groups in Wichita Falls. The White homeownership rate stood at 61.23 percent according to the 2000 Census, a decrease of 0.63 percentage points from 61.86 percent as reported in 1990. The Hispanic homeowners represented 53.05 percent of all Hispanic households in 2000, an increase of 0.36 percent from 52.69 percent in 1990. The African-American homeowners represented 39.37 percent of all African-American households in 2000, an increase of 4.08 percent since the 1990 percentage of 43.45. Maps 8 and 9, on pages 23 and 24, provide a graphic representation of Hispanic and African-American homeownership rates by census tract. African- Number % White % His anic °/a American % wner- ccu ied 21,934 57.77% 18,521 61.23% 1,985 53.05% 1,601 39.37% Renter- ccu ied 16,036 42.23% 11,725 38.77% 1,757 46.95% 2,466 60.63% otal 37,970 100.00% 30,246 100.00% 3,742 100.00% 4,067 100.00% Housing ^ affordability is an issue for those looking to become homeowners. Table 10, on the following page, provides examples of the income requirements for mortgage qualifications on homes of various values, based on current market conditions and basic assumptions concerning insuranCe and utility costs. The calculations were based on a 6.25 percent interest rate and a sliding scale for insurance and utilities, with the assumption that as values increase these expenses will increase as well. Taxes were estimated based on tax rates of the City of Wichita Falls at $0.60526, Wichita Falls ISD at $1.2, and Wichita County at $0.480799, which totals to $2.286059 per $100 valuation for the property assessment in 2009. For example, the owner of a$100,000 home would pay $191 per month in property taxes. Income requirements assume that no more than 30 percent of gross income is needed to meet housing expenses. 26 Table 10 shows that with current interest rates, housing is relatively affordable, given that the housing stock within that price range is available. If interest rates were higher, housing would be less affordable. At a 9.25 percent interest rate, the principai and interest payment (P&I) on a $100,000 home would increase by approximately $207 per month, requiring an additional $8,262 per year in gross income to cover housing expenses. As a reference, $42,260 per year is approximately $20.32 per hour for a forty-hour workweek, 52 weeks a year for a single wage earner. Yearly Monthly Income Housing Monthly Monthly Insuranc Monthly Monthly Requirement Value P&I Tax e Utilities Total s $60,000 $369 $114 $90 $100 $673 $26,932 $80,000 $493 $152 $100 $120 $865 $34,616 $100,000 $616 $191 $110 $140 $1,057 $42,260 $120,000 $739 $229 $120 $160 $1,248 $49,904 5140,000 $862 $267 $130 $180 $1,439 $57,548 $160,000 $985 $305 $140 $200 $1,630 $65,192 Table 10: Income Requirements for Various Home Values According to the 2006-08 ACS 3-Year estimates, the median housing value in the city was $86,000. Map 10, on page 25, shows the median housing value by census tract in 2000. Maps 11 and 12, presented on pages 26 and 27, show the percentage of the housing stock owner occupied for all races and the percentage of homeowners paying more than 30 percent of their household income on housing expenses, typically an indicator of problems with housing affordability. FORECLOSURE According to realtytrac.com, there are 324 bank-owned properties in Wichita Falls as of February 2010, which represents one in every 11,213 units. In comparison Wichita County had 442 foreclosed homes, which represents 1 in every 8,948 homes overall. With foreclosed units being sold at a discount to move them out of bank ownership, the glut of these homes on the market has a depressing effect on market price. This rate of foreclosures is very low compared some other jurisdictions in Texas and when comparing Texas to various other states. 27 Map 8: Percent Hispanic Households in Owner-Occupied Housing Units, 2000 3 aar Legend N Q VUchita Fails City Limits � Streets 0 0.5 1 2 Percent Owner-�ccupied Housing in Hispanics 2000 Miles � o.00°io - 2o.00°io Source: U.S. Census - 20.01 %- 5�.00% - 50.01 %- 70.00% City of Wichita Falls - 70.01%- 100.00% J-QUAD Planning Group 2$ . • � • � • • � • • � � 111 1, �:� r= � � .::: � � R �' ��11�1� ''i:�ES:� , wi�l�■.■ Y�� s � ;�- ;� �1�.� ...r w�� •-- � �■�'� ��, __: �'� �..�: � r � ,�� _�:�:: •�• �� ! t�==;� �i ��. �� ►<z'��;-. � � r�� ,.-... �. �a� ��h .. �� 4. '"�xq��:, ..Ii T *' ♦ r - . �� a t �*. � �. . .. - � j�i • s a; �''� • v .. y , � .� e, ` .. , � t h 1 � � ; � � t � ' . �� . I t � e ` �* +�� y: "' �": •l6�� .ii +��. � �� '" �, � i:=,'.%:_.F �!" II�1 �. - � �`}�' ...�.. � � �� .��!*��i�==y„ .. 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' � �� _ , � �� i � � 1 1 I , Map 11: Percent Owner-Occupied Units, 2000 3 �� Legend ty Q V4fchita Falls City Limits � Streets 0 0.5 1 2 Percent Dwner-�ccupied Housing Units 2000 Miles � 0.60%- 20.00% Source:U.S. Census 20.01 %- 50.00% - 50.01 °/o - 75.00% City of Wichita Falis - 75.01 %- 91.54% J-QUAD Planning Group 31 Map 12: Percent Owners Paying more than 30% of Household Income on Housing Expenses, 2000 3 r Legend N Q 1Mchrta Falls City Limits � SYreets Percent �wner Households in Cost Burden 2000 ��p�Miles � 0.00%- 1.00% Source: U.S. Census 1.01 %- 20.�0°/a - 20.01 %- 30.00% City of Wichita Falls - 30.01 %- 41.63% J- IUAD Planning Group 32 MULTIFAMILY HOUSING SUPPLY According to the Census data, multifamily permits were issued for 54 multifamily housing units in 9 buildings between 2000 and 2008. This figure represents less than one percent of the stock of multifamily housing units reported in the 2006-2008 American Community Survey estimates at 11,106 multifamily housing units in Wichita Falls. RENTAL HOUSING Units in Structure Number % 1, detached 6,547 40.86% According to the 2006-08 ACS 3-Year estimates, � attached �, 194 7.45% 41.93 percent of rental housing in Wichita Falls was 2 �,�ss �.�o°io single-family housing and 55.43 percent was multifamily 3or4 �, 531 9.56% 5 to 9 2,082 12.99% housing. Table 11, to the right, provides the distribution of 10 to 19 $62 5.38% rental units by the number of units in the structure in 2o to as 575 3.59% 2000. Single-family homes contained 48.31 percent of the 50 or more �,�so ��.��°io Mobile home 293 1.83% rental housing in 2000. Just over 33 percent of rental Boat, Rv van, etc. 11 o.o�°ia housing is found in apartment buildings (five or more units Total: 16 ,o2s �oo.00°io in the structure). source: 2000 U.S.Census Table 11: Units in Structure DEMAND FOR RENTAL HOUSING According to the 2006-08 ACS 3-Year estimates, Wichita Falls had 840 vacant units for sale and 2,580 vacant units for rent (all housing types). Chart 8, on the next page, shows the number of vacant rental units by rent range during the period. Of the 2,639 units available for rent during the 3-year period, 36.23 percent were in the $500 to 549 rent range, 31.75 percent were the $300 to $499 rent range. According to the ACS estimates, the median gross rent for the city was $663 between 2006 and 2008. 33 1200 1000 800 - 600 400 200 0 Less than $200 to $300 to $500 to $750 to $1,000 or $200 $299 $499 $749 $999 more Source: 2006-08 ACS 3-Year Estimates Chart 8: Number of Units by Rent Range for Vacant Units for Rent in Wichita Falls, TX RENTAL AFFORDABILITY According to the 2006-08 ACS 3-Year estimates, 48.26 percent of renters in Wichita Falls paid more than 30 percent of their household income on gross rent. Those paying more than 30 percent of their income are considered "cost burdened" by the U.S. Department of Housing and Urban Development (HUD). Table 12, on the following page, provides a look at gross rent by number of bedrooms in Wichita Falls, according to 2000 U.S Census. The median gross rent in Wichita Falis in 2000 was $489. White renters paid $515 for housing costs, African-Americans paid $424, and Hispanics paid $442. Table 12 shows that for studio, single, and two- bedroom rental units, the modal category was $300 to $499. For three or more bedroom units, modal rent was $500 to $749. Map 13, on page 31, provides a look at the geographic distribution of rents. Map 14, on page 32, shows the distribution of renter occupied in 2000. 34 No bedroom 1 bedroom 2 bedrooms 3 or more bedrooms Number % Number °/a Number % Number % With cash rent: 619 4,478 5,203 3,774 Lessthan $200 59 9.39% 317 6.82% 308 5.22% 160 3.32% $200 to $299 106 16.88% 466 10.03% 260 4.40% 159 3.30% $300to $499 268 42.68% 2,553 54.96% 2,141 36.25% 563 11.69% $500 to $749 99 15.76% 810 17.44% 2,078 35.18% 1,752 36.39% $750 to $999 17 2.71 % 77 1.66% 301 5.10% 803 16.68% $1,000 or more 70 11.15% 255 5.49% 115 1.95% 337 7.00% No cash rent 9 1.43% 167 3.60% 703 11.90% 1,041 21.62% Tot81 628 100.00% 4,645 100.00% 5,906 100.00% 4,815 100.00% Source: 2000 U.S. Census Table 12: Number of Bedrooms by Gross Rent AGE OF RENTAL HOUSING Table 13 below compares the age of rental housing to the age of owner-occupied housing. The data show that the age of the housing stock tends to be older for owner-occupied housing, with the largest group in 1950s and slightly older for rental-occupied housing, the largest group in 1970s. ear Built Rental % Owner % Built 1999 to March 2000 57 0.36% 208 0.95% Built 1995 to 1998 820 5.12% 868 3.97% Built 1990 to 1994 354 2.21 % 688 3.15% Built 1980 to 1989 2,534 15.81% 3,385 15.49% Built 1970 to 1979 4,155 25.93% 3,876 17.74% Built 1960 to 1969 2,535 15.82% 3,759 17.20% Built 1950 to 1959 2,673 16.68% 4,560 20.86% Built 1940 to 1949 1,401 8.74% 1,831 8.38% Built 1939 or earlier 1,494 9.32% 2,680 12.26% Total 16,023 100.00% 21,855 100.00% Source: 2000 U.S. Census Table 13: Age of Rental and Owner-Occupied Housing 35 . � • • . • 1 1 1 11 � I�lu�� I � � � ��,� r '� r � \� � � 1 �� .. �, `o.e��► _-!��•. t�'�. _' =.';. u ��r;��fP::;��ii_�. � � ,� .ti• — �� ': ::=:� -:, �:;i � L ��. .; i�:�;.: 1+� •''p'••i'', ' ,�� "• � � � m� I��ii•' �� 1��. ��:!':'.�:� j�� '�� -:::._.---_ �,�� ::l_J.�♦ � ' H '/ �}��i i .. - � 1�'�� _ J" �i./_! � :. . � ( � � . . . �� - , •. �� , �� ,.�� .�� , �� . �� • � � � Map 14: Percent Renter-Occupied 2000 138 138 �� 9 Legend � Q Vbfchita Falls City Limits A Streets 0 D.5 1 2 Percent Renter-0ccupied Housing Units 2000 Miles � 8.89%- 20.00% Source: U.S. Census � 2D.01 % - 30.00% - 30.01 % - 60.00% City of Wichita Falls - 60.01%- 99.40% J-QUAD Planning Group 37 CDBG ELIGIBLE CENSUS TRACTS Income guidelines associated with the Community Development Block Grant and other federal housing programs specify that benefits be directed at households or communities where incomes are less than 80 percent of the household median. Eighty percent of inedian income is $26,043 for Wichita Falls based on the median household income in 2000 of $32,554. Map 15, on the following page, presents the median household income data by census tract, broken down by typical eligibility requirements found in federal housing grant regulations: 0 to 30 percent MHI, 31 to 50 percent MHI, 51 to 80 percent MHI, 81 to 100 percent MHI, and greater than 100 percent MHL These data are aggregated further on Map 16, on page 35, identifying those census blocks eligible for CDBG area benefit, where 50 percent of the residents earn less than 80 percent of the median household income. The yellow census blocks on Map 16 indicate those areas eligible for CDBG funding according to the 2000 U.S. Census. 38 . � - � . • • � • 1 1 1 11 r� 'r � 1- �► / . � _ ,��►��.�� -_ � �II � ---- - - - ----'� , ► i .�"� �:::`*- � � �• .�:�.. =��rj�� i�� Ill � ♦♦ s.V■ � '1�==�� .o�':••��!�i� �i ��,; �;�.,.ti••.�=. ■n!'� ��; -.�',.��,'•,,,� = .::c ■ ��!71i�:: -T��!'^ ; . `.., -- � �� a� . . . ��. �� =__ _ i.� � � � ��.�%j�is•:�:�;• � ��1� . �Q'�� Ii '��■� . . '�"�'��I� `y`�i.i' °°�� i � �:. .! J J �� 1 '�� _ _. ... s��Qr'i + � . + 1�� `/' �� i�'. � ,-_° .��--. r,�i C� �� .�i' _s. . � .�� -. . � � „ . . . - . . . - �� - ' 11 111 11 � 111 1 111 11 111 1 � 1 111 11 � �11111 1 1:11 �1 +� ' � � . . � � � � • - � • � � 1 1 1 . 11 --- �� -- - – ---- I .'` - �-' - .�� , ---- � i _. � .�� ; _ - ��II�1� 1� �� - ,.,:::::. � - ��.�:::■ � � J� -_ `, _ � � ', , -- --- —i, .._., -- _ ��'� � r� - �- i ; -. _JI . „� - _ , ...- - � ,{II � � � �� r �r� !u� ri�+��, �?'; � � 1 � � , . ••� :+�;%; ``+ �,.�, , - - ♦ '�i..�'... � �� '�, = .-,' ►. � �, � �� __, r � _� ��`.�ti:� `::4� :=e� � . _ ,� . �� ' .�� ' "' • � ti�;;%; ��w*� ��' :.:: • � `ys �i 1 1 1 ��.,'�1'�� Ii��'��'�'�:.*�! �.��i�� i�f�_'_ � ..i�� '��j ii��i�i. . �� __, �� 1 1:►�►�s • �;C •• C_� r 1�� ,�� i��_:� ' ►'� r �'i + ii� `�'.+, 11 ,.+ '�� „� � :�-°-_. �'iH,��a� ��i 1f _ - �: . �i . qv. !� . ll�r ,� !li . ,!��il �'� _--•..c;�� _�V��,� � i ��• � ��IIII � � -.-__ L J (� I (' -r e °� _ _ _� � r ---- I I �a�r ;; � A r� _ , � ;�;;; , - - - �_ ` � �' : , , „ . �►�:,. i �� _,t, ��; _ ,, �= -.- , � � „ - � .: ..-:. . , .: - ��-:� . . , � �� - . � � .� PUBLIC AND ASSISTED HOUSING The Wichita Falis Housing Authority (WFHA) administers three public housing developments in Wichita Falls. The goals of the Wichita Falls Housing Authoriry are to expand the supply and improve the quality and living environment of assisted housing, promote self-sufficiency and asset development of assisted household, and ensure an equal opportunity and affirmatively further fair housing. The Housing Authority maintains and operates 621 units of public housing. About half of the units are two bedroom units and 37 percent have 3 or 4 bedrooms. Thirty-one units are also accessible to handicapped persons. Services offered at the developments include a child care center, the Head Start program, Boy and Girls Club, and GED classes. 1 3 Handicap Public Housing Total bedroo 2 bedroom 4 Accessible Develo ment Units m bedrooms s bedrooms Units Bendonnel 326 48 176 88 14 16 Zenobia Trimble 1 182 32 82 62 6 9 Zenobia Trimble 2 113 8 48 39 18 6 Total Units 621 88 306 189 38 31 Source: Wichita Falls Housing Authority — 2005-09 Consolidated Plan Table 14: Public Housing Inventory According to the WFHA's 5-Year and Annual Plans, the gap analysis between household and affordable units showed that there is a shortage for households earning less than 30 percent of Median Family Income (MFI). Adequate numbers of affordable safe apartments for moderate to low income families are available, and there is a shortage of affordable housing for very low to extremely low income families. The area with the highest concentration of minorities is the eastern part of the city which extends from eastside drive to the ciry limits making up about over 70 percent of the minority population. The WFHA is located on the east side of the city and usually has about a 10% vacancy rate. The East side area also has a large homeless population that lives in this area. The Wichita Falls Housing Authority's five-year strategic plan for 2005-2009 states the following goals: (1) Increase the availabiliry of decent, safe and affordable housing in its communities; (2) Ensure equal opportunity in housing; (3) Promote self-sufficiency and asset development of families and individuals; 41 (4) Improve community quality of life and economic viability; and (5) Strive to provide quality housing, safe and sanitary housing and to build a strong, healthy community while encouraging self-sufficiency and independence for it residents. To meet the goals of the plan, the City plans to do the following: (1) Apply for additional Housing Choice vouchers if funding becomes available; (2) Leverage state or private funds to create affordabie housing; (3) Improve housing lease up rates and maintain the maximum number of families under lease that the budget limits will support; (4) To provide a comprehensive analysis of the rental market and provide the highest payment standards that the funding limits will support without section a reducing the number of °/,of Total # of Families participating families families (5) Provide landlord outreach to Waitin iisttotai �, 145 Extremely Low Income increase housing stock outside of the poverty areas; and <=30%AHI 431 s��i (6) Promote self-sufficiency and asset Very Low Income development by our tenants and the >3o°ia but <=50% 53 a�io COI'Y1f11Uf11�/. Low Income >50% but <80% 9 0% SECTION 8 HOUSING CHOICE VOUCHERS Families with children 652 56% The Housing Division of the City of Elderly families 67 5% Wichita Falls is a Pubiic Housing Families with Authority (PHA) and operates the Section disabilities �ss 13% 8 Rental Assistance program with 864 wnite �s2 ss°io vouchers in use as of June 2005. This Black 337 2s°io program can provide rental housing assistance to Lower income families other 3 o°io single elderly, handicapped and disabled Hispanic �s i5�io persons. The City of Wichita Falls uses Source: Housing Authority of the City of Wichita Falls - 2008 Annual Plan federal funds to assist a family with the Table 15: Housing Needs of Families on the Waiting List difference between 30 percent of their for Public Housing and Section 8 Residents income and a set payment standard for the properly sized unit by number of bedrooms. 42 Table 14, to the right, provides details on waiting lists for Section 8 tenant based assistance on the basis of income, race, age, and disability. As shown in the PHA's Annual Plan for FY 2009, there were 1,145 families on the waiting list for a Section 8 voucher. The following exhibit shows that 37 percent of the families on the waiting list earn 30 percent or below the AMI. Of the total families on the waiting list 56 percent are families with children, 63 percent are White, 29 percent are African- American, and 15 percent are Hispanic. HOUSING NEEDS ASSESSMENT This portion of the Consolidated Plan describes the estimated housing needs projected for the ensuing five-year period. The housing data and the analysis included in the section utilize Comprehensive Housing Affordability Strategy (CHAS) data, ACS 2006-08 3-Year estimates, 2000 US Census data, the Consolidated Plan for the Fiscal Year 2000 through 2004, and other sources. The housing needs assessment gauges areas in the housing market that are not meeting the needs of the community. These needs include issues dealing with the cost of housing, appropriate housing, and housing conditions. The cost of housing is measured by cost burden — the percentage of a household's income needed to cover housing expenses (rent or mortgage payment plus utilities). Over 30 percent of a household's income is considered a cost burden and more than 50 percent is considered a severe cost burden. Appropriate housing refers to a household residing in a housing unit that provides sufficient space for the number of occupants, without exceeding their capacity to maintain the unit. Overcrowding is the primary problem in the consideration of appropriate housing. HUD defines overcrowding as more than one person per room. Another issue with appropriate housing is being over-housed. This problem manifests itself mainly with elderly households where the children have all moved out and the remaining couple or individuals have more space than is required for just themselves. While that is not typically a problem, as income becomes more limited and other demands become more pressing, home maintenance sometimes takes a backseat, being put off until later. Often, these deferred maintenance items become larger problems such as water damage from leaky roofs, wood damage from worn paint, or foundation problems resulting from neglecting to maintain appropriate moisture conditions. What should have been a$2,000 roofing repair job can turn into a $30,000 major rehabilitation project. Physical housing problems included in this section refer to 2000 Census data concerning lack of complete plumbing and/or kitchen facilities and the age of the housing stock. The 2000 Census 43 provides a general overview of conditions through the housing data, but it must be loosely interpreted. Older housing stock tends, generally speaking, to be in poorer condition than newer housing stock. Those without complete kitchen and/or plumbing facilities are likely to have other housing problems as well. Hence, these data are incorporated into this discussion as a substitute for an on-site housing condition evaluation. Overcrowding HUD defines overcrowding as more than one person per room. Table 16 to the right provides a comparison between owner-occupied and rental housing overcrowding based on the definition. Rental housing tends to be more overcrowded with 5.26 percent of total rentai occupied housing compared with 2.80 percent of total owner- SOUfCe: U. S. Number °/ occupied housing. According to the 2000 Census, the average census 2000 household size was 2.31 for rental housing and 2.56 for owner- Table 16: occupied housing. occupants per Room Table 17, on the following page, provides the details on overcrowding Occupants Per Room by ethnicity. Hispanic and African-American households have higher levels of overcrowding compared to White households. o.�,ero��u ied: % 0.50 or less 15,815 7236% Total 1.00 or less 1.01 or more Percent of Total os� co i.00 s,a2� za.g3°io Occupants occupants Per Overcrowded Per room room Race t.ot co l.so aza 1.94% hite 28,662 28,164 498 1.70% frican- �stco2.00 tzs os��ro merican 3,880 3,622 258 6.65% 2.01 ormore 6a o29% His anic 3,741 3,230 511 13.66% OwnerOccupied Total 21,855 100.00% Source: U. S. Census 2000 Renter occu ied: Table 17: Occupants per Room (Overcrowding) by O.SOorless 9,�36 szoz�ra Race os� to �.o0 6,oas 37.73% 1.01 to 1.50 528 3.30% Map 17, on page 42, provides a look at the geographic dispersion of ,.s��oz.00 z39 1.49% overcrowded households in Wichita Falls. 2.oi ormore �s o.a��io Renter occupied 100.00% Total 16,023 Cost Burden A significant indicator of housing affordability is the percentage of renters paying more than 30 percent of household income by census tract. Citywide, 32.37 percent of households pay more than 30 percent of their household income on housing expenses and of that group 48.45 percent pay more than 50 percent of their income. Maps 18 and 19, on pages 43 and 44, provide an illustration of these variables. 44 According to the 2000 Census data, over 69 percent of those earning less than $10,000 per year paid more than 30 percent of their income on housing. In the income group $10,000 to $19,999 per year, over 62 percent of renters paid more than 30 percent of their income on housing expenses. In the next income category, $20,000 to $34,999 per year, 17.40 percent of households paid a high percentage of their income for housing expenses. It is only in the upper income levels (household incomes of $75,000 to $99,000 and household incomes over $100,000) that no households exceed the 30 percent level in housing expenses. Cost burden is further examined in the CHAS tables, starting on page 50. 45 Map 17: Percent Overcrowded Housing Units 2000 „� �� . .,.;, �, t;�. I I �ti�� G k .;� �. Legend N Q 1Mchita Falls City Limits A Streets Percent Dvercrowding Housing Units 2000 0 0.5 1 ZMiles � 0.63%- 1.00% Source: U.S. Census '; :;s;:��: 1.01 °/o - 3.00% - 3.D1 %- 6.00% City of Wichita Falls - 6.01 %- 11.11 °!o J-QUAD Planning Group 46 Map 18: Percent Owner Households Paying More than 30% of Household Income On Housing Expenses, 2000 3 zaz Legend N Q Vbichita Falls City Limits � Streets 0 0.5 1 2 Percent �wner Households in Cost Burden 2000 Miles 0 0.00°�a -1.00°�0 1.01°/0-20.00% 5ource: U.S. Census - 2�.01 %- 30.00% City of Wichita Falls -30.01%-41.63°/o J-QUAD Planning Group 47 . � � • • • • 1' � � • • • • • � •- 111 �� I t' •� � � L � !'�W,.`s�# � .,�a-c� ��4N+ i y7.::: , ��11�1� ,�;�� ,:::::. ��►Y��:: s z •�,,,� `� � � �,. ��. �� . ,� � +' n i ' � � �- ��' � � � �� L .p ' � :. �.�..� . ir+ �� r:';�;a.+� a�l�� r -� -...-- ,��.� � `�'�i ::; .`'� :. : A�:�:-_ ��;�, ��°'. �r'I Lllw# tt'=��1 fl[_.-r� � �.��; �.-� ,., - - ,��:;1'�k�� -.- . � � � � - - - - . - .. . .- �� . - � � i ��•. � � � �� . � ,� � • .� ��, � � � • � � � HOUSING DATA — FAMILY NEEDS The following section of the housing needs assessment summarizes the available data on the current need for: • Housing assistance for low, moderate and middle income households; • Supportive housing for persons with special needs. This assessment also considers the housing needs of persons living with disabilities, mental illness, and their families. Housing Needs of Low, Moderate and Middle Income Households Affordable housing is defined as gross housing costs (rent or mortgage payment plus utilities) totaling no more than 30 percent of a household's gross income. A household paying more than 30 percent of their total income towards their rent or mortgage is considered to be cost burdened. A household paying more than 50 percent of their income towards their rent or mortgage is considered to be severely cost burdened. The following discussion analyzes the housing problems and assistance needs of households by various income groups. For purposes of the discussion below, a household with a housing problem is described as: Occupying a housing unit that meets the U.S. Census definition of having a physical defect (lacking complete kitchen or bathroom); or paying more than 30 percent of their income on housing expenses. Table 18, to the right, presents a comparison of °i, cost households with 30 ercent and 50 ercent cost Burden> % cost P P Race 30% Burden> 50% burdens among renters by ethnicity, which are His anic 30.83% 13.38% calculated from 2000 Census data. There were frican-American 34.44% �a.zs°io 787 African-American households, 546 Hispanic hite non-His anic 31.81% �5.o�°io Source: 2000 Census. households and 3,527 White Non-Hispanic Table 18: Percentage Cost Burden by Race households having a cost burden of more than 30 percent. Also, 418 African-American 49 households, 237 Hispanic households and 1,671 White households have a cost burden of more than 50 percent. Very Low-Income Households The "Very Low Income" designation applies to those households whose incomes are at or below 50 percent of the adjusted family median income. Table 20, on page 51, indicates that 5,597 households of the 8,583 very low-income households in Wichita Falls had a housing problem. More than 5,440 households are paying more than 30 percent of their income for housing. Among them 3,653 are renters and 1,792 are homeowners. Cost burdened low-income households can be further identified by household type: e�derly, small family, farge family, and all others. Of the 3,653 cost burdened very low-income renters, 580 were elderly households, 1,461 were small families, 154 were large families, and the remaining 1,458 households were in the "other" category. Disproportionate Need, Very Low-Income Disproportionate need is defined as one racial or ethnic group displaying a noticeabiy greater need for housing assistance than the population as a whole. For purposes of the Consolidated Plan, a difference of 10 percent in housing needs data between the population as a whole and a minority population is an indicator of disproportionate need. Comparing Table 20A and Table 22 it can be noted that 88.2 percent of African-American households within the Very Low-Income group (31 to 50 % MFI) had housing problems compared to 56.5 percent for the population as a whole, in the category of Elderly Renters. Comparing Table 20A and Table 23 it can be noted that 87.5 percent of Hispanic households within the Very Low-Income group (0 to 30 % MFI) had housing problems compared to 74.6 percent for the population as a whole, in All Other Renters. In the same income group, 76.9 percent of Elderly Owners and 87.5 percent of Family Owners had housing problems compared to 64.5 and 68.4 percent for the population as a whole. In the Very Low-Income group (31 to 50%) 66.7 percent of the Hispanic population of the All Other Owners had housing problems compared to 53.4 percent of the population as a whole. Other Low-Income 50 The "Other Low-Income" designation applies to those households whose incomes are greater than 50 percent but less than or equal to 80 percent of the adjusted family median income. Table 20 indicates that 2,216 households of the 7,036 Other Low-Income households in Wichita Falls had some sort of housing problem. It is estimated that 904 Other Low-Income renters and 863 Other Low-Income homeowners were paying more than 30 percent of their income towards their rent or mortgage (cost burdened). Of the 904 cost burdened "Other Low-Income" renters, 180 were elderly households, 309 were small families, 83 large families, and the remaining 334 were in the "Other" category. There is significant improvement in the cost burden data from the Other Low- Income group, when compared with data for the Very Low-Income households. Disproportionate Need, Other Low-Income The following are the most obvious incidents from the CHAS data indicating disproportionate need, a difference of 10 percent in housing needs data between the population as a whole and minority population that show up for the Other Low-Income population. Comparing Table 20A and Table 22, 88.2 percent of African-American Households within the Other Low Income (51 to 80 % MFI) had housing problems compared to 32.4 percent for the population as a whole, in the All Other Owners category. Comparing Table 20A and Table 23, 50.0 percent of Hispanic Households within the Other Low Income (51 to 80 % MFI) had housing problems compared to 32.4 percent for the population as a whole, in the All Other Owners category. Moderate-Income The "Moderate-Income" designation applies to those households whose incomes are greater than 80 percent but less than or equal to 95 percent of the adjusted family median income. Table 20 indicates that 917 households, or nearly 10 percent, of the 9,259 Moderate-Income households, had some sort of housing problem. More than 170 Moderate-Income renters and 446 Moderate- Income homeowners were paid more than 30 percent of their income towards their rent (cost burdened). Of the 173 cost burdened moderate-income renters, 65 are estimated to be elderly households, 60 small families, 10 large families and the remaining 38 were in the "Other" category. 51 Disproportionate Need, Moderate Income Comparing Table 20A and Table 23, 21.8 percent of Hispanic Households within the Moderate Income (81 to 95% MFI) had housing problems compared to 7.1 percent for the population as a whole, in the Family Renters category. s2 Table 19: Households by Type and Income Renters Owners Household by Large Large ype, Income, Elderly 1& 2 Small Related Elderly 1& 2 Small Related Housing member Related (5 or All Other Total member Related (5 or All Other Total Total Problem households (2 to 4 More Households Renters households 2 to 4) More) Owners Owners Households ery Low Income (0 to 50% MFI 993 2,07 33 1,93 5,341 1,72 72 16 62 3,242 8,58 0 to 30% MFI 510 1,02 157 1,084 2,78 732 27 51 405 1,466 4,24 31 to 50% MFI 483 1,04 17 85 2,561 992 44 11 22 1,776 4,33 Low-Income 51 to 80% MFI 401 1,65 43 1,35 3,84 1,09 1,31 40 37 3,188 7,03 Moderate Income (81 to 95% MFI 522 3,39 465 2,38 6,76 4,063 8,27 1,414 1,65 15,404 22,171 otal Households 1,916 7,12 1,23 5,67 15,95 6,88 10,30 1,984 2,65 21,834 37,79 Source: The Comprehensive Housing Affordability Strategy (CHAS) 2000 data 53 Table 20: All Households Renters Owners Elderly 1& 2 Small Large Small Large Household by Type, Income, & Housing member Related (2 Related (5 All Other Related (2 Related (5 All Other Total Total Problem Households to 4) or more) Households Total Renters Elderly to 4) or more) Owners Owners Househoids 1. Ve Low Income 0 to 50% MFI) 99 2,07 33 1,934 5,341 1,724 725 165 62 3,242 8,58 . 0 to 30% MFI 51 1,02 157 1,084 2,78 732 278 51 40 1,46 4,24 3. % with an housin roblems 61 70. 72 74.6 70. 64. 64 92.2 66. 6 6 .% Cost Burden > 30% 60.2 70. 63.1 74.3 69. 64.5 64 92.2 66.7 66 68.4 .% Cost Burden > 50% 43. 59. 47. 68.3 59. 39. 55.4 35.3 50. 45. 54. .31 to50%MFI 483 1,04 17 850 2,561 992 447 114 223 1,776 4,33 .% with an housin roblems 56. 73. 63.7 77.1 70.7 35. 67.6 73.7 53.4 48. 61. .% Cost Burden > 30% 56. 70.1 30. 77.1 67.1 35.2 65.8 52.6 53.4 46. 58. .% Cost Burden > 50% 23.4 21. 8.4 18.8 2 1 31.1 13.2 33.2 20.1 20.1 10. Other Low-Income 51 to 80% MFI 401 1,65 43 1,359 3,84 1,09 1,314 405 37 3,18 7,03 11. % with an housin roblems 48. 22.4 60.7 26.8 31 14 38.7 59.3 32.4 32.1 31. 12. % Cost Burden > 30% 45.1 18. 19.2 24.2 23. 1 37.2 24.7 32. 27.1 25.1 13. % Cost Burden > 50% 34.4 1.2 3.7 5.4 1. 6.8 0 6.8 4 4. 14. Moderate Income 81 to 95% MFI 522 3,39 46 2,385 6,767 4,06 8,270 1,414 1,657 15,40 22,171 15. % with an housin roblems 37. 3. 34.4 6.1 9.1 5. 8.1 21.1 11 16. % Cost Burden > 30% 33.1 2.1 2.9 4. 5. 6.7 5.2 10.7 6.7 17. % Cost Burden > 50% 16. 0 1. 0. 0.8 0.3 1. 0. 0. 18. Total Households 1,91 7,12 1,234 5,678 15,95 6,88 10,309 1,984 2,655 21,834 37,79 19. % with an housin roblems 51 27. 52. 34.7 3 17. 16.1 33.8 2 19. 2 20. % Cost Burden >30 48. 25.8 19.2 32.7 30. 17.4 14.7 14.2 25. 16. 22. 1. % Cost Burden >50 2g.2 12.1 7. 16.7 15. 6. 4.3 1.9 12.4 5. 9. Source: The Comprehensive Housing Affordability Strategy (CHAS) 2000 data 54 Table 20A: All Households Renters Owners Elderly 1& 2 Family Family Household by Type, Income, & member Households All Other Total Households All Other Total Total Housing Problem Households Households Renters Elderl Owners Owners Households 1. Ve Low Income 0 to 50% MFI 99 2,41 1,93 5,341 1,724 89 62 3,242 8,583 .Oto30%MFI 51 1,18 1,08 2,78 732 32 40 1,46 4,24 .% with an housin problems 61 71.0 74. 70. 64.5 68.4 66.7 66 6 .% Cost Burden > 30% 60.2 69. 74. 69. 64. 68. 66. 6 68. 5. % Cost Burden > 50% 43.9 58.2 68.3 59. 39. 52. 50. 45.4 54.6 . 31 to 50% MFI 48 1,22 85 2,561 992 561 22 1,77 4,337 .%with an housin problems 56.5 71. 77.1 70.7 35. 68. 53. 48. 61. .% Cost Burden > 30% 56.5 64. 77.1 67.1 35.2 63.1 53. 46. 58.6 .% Cost Burden > 50% 23. 19. 18. 2 1 27. 33.2 20.1 20.1 10. Other Low-Income (51 to 80% MFI 401 2,08 1,35 3,84 1,09 1,71 37 3,18 7,036 11. % with an housin problems 48. 30.3 26.8 31 14 43.6 32.4 32.1 31. 12. % Cost Burden > 30% 45.1 18. 24.2 23. 1 34. 32.4 27.1 25.1 13. % Cost Burden > 50% 34.4 1. 3. 5.4 1. 5.2 6.8 4 4. 14. Moderate Income 81 to 95% MFI 522 3,86 2,38 6,767 4,06 9,68 1,657 15,40 22,171 15. %with an housin roblems 37.7 7.1 6.1 9.1 5. 10. 11 16. % Cost Burden > 30% 33.1 1.8 2.9 4.6 5.5 6. 10.7 6. 6 17. % Cost Burden > 50% 16. 0. 1. 0. 0. 1. 0. 0. 18. Total Households 1,91 8,362 5,67 15,95 6,88 12,29 2,65 21,834 37,79 19. % with an housin roblems 51 31. 34.7 3 17.5 19. 26 19. 2 0. % Cost Burden >30 48. 24. 32.7 30. 17. 14. 25. 16. 22. 7. % Cost Burden >50 29.2 11.4 16. 15.4 6. 3.9 12.4 5.8 9. Source: The Comprehensive Housing Affordability Strategy (CHAS) 2000 data 55 Table 21: White Non-Hispanic Households Ren#ers Owners Elderly 1 8 2 Elderly 1 8 2 Household by Type, Income, & Housing member Family All Other Total member Family All Other Total Total Problem Households Households Households Renters Households Households Owners Owners Households 1. Household Income <=50% MFI 760 1,20 1,32 3,28 1,310 48 405 2,195 5,48 2. Household Income <=30% MFI 365 545 74 1,65 520 18 255 955 2,61 % with any housing problems 67.1 65.1 72. 68.9 65.4 69.4 72. 68.1 68.6 3. Household Income>30 to <=50°/a MFI 395 65 580 1,630 790 300 15 1,240 2,870 % with any housing problems 58.2 70.2 83. 72.1 37.3 73. 60 48.8 62 . Household Income >50 to <=80% MFI 365 1,24 1,03 2,64 925 1,02 295 2,245 4,89 % with any housing problems 52.1 31.7 3 33.8 14.6 45.4 25.4 30.1 32.1 5. Household Income>80%MFI 475 2,755 1,960 5,190 3,730 8,000 1,38 13,110 18,300 %with any housing problems 41.1 5. 6.6 9.1 5.5 8.1 9.8 7.6 8 6. Total Households 1,600 5,20 4,32 11,120 5,965 9,505 2,080 17,550 28,67 % with any housing problems 53.8 26.1 33. 33.1 16.3 15. 23. 16.6 23 Source: The Comprehensive Housing Affordability Strategy (CHAS) 2000 data 56 Table 22: Black Non-Hispanic Households Renters Owners Elderly 7 8� 2 Elderly 1& 2 Household by Type, Income, & Housing member Family All Other Total member Family All Other Total Total Problem Households Households Households Renters Households Households Owners Owners Households 1. Household Income <=50% MFI 124 64 28 1,044 27 95 8 445 1,48 2. Household Income <=30% MFI g0 33 18 605 135 45 6 240 845 % with any housing problems 44.4 76.1 80. 72.7 66.7 44.4 58. 60.4 69.2 3. Household Income >30 to <=50% MFI 34 30 10 439 13 50 2 205 644 % with any housing problems g8.2 73. 4 68.3 33. 60 0 36.6 58.2 . Household Income >50 to <=80°/a MFI 15 36 13 510 8 175 3 294 804 % with any housing problems p 23.3 15. 20.6 23. 45.7 88.2 44.2 29.2 . Household Income >80% MFI 24 49 21 729 14 58 12 845 1,574 % with any housing problems 16.7 7.1 4. 6.7 10.7 12.8 20. 13.6 10.4 6. Total Households 163 1,495 62 2,283 49 855 234 1,584 3,867 % with any housing problems 45.4 40.1 35. 39.2 34. 24 38. 29.4 35.1 Source: The Comprehensive Housing Affordability Strategy (CHAS) 2000 data 57 Table 23: Hispanic Households Renters Owners Elderly 1& 2 Elderly 1& 2 Household by Type, Income, & Housing member Family All Other Total member Family All Other Total Total Problem Households Households Households Renters Households Households Owners Owners Households 1. Household Income <=50% MFI 65 42 16 650 140 245 9 475 1,125 2. Household Income <=30% MFI 4p 22 8 345 6 80 4 190 535 % with any housing problems 50 75.6 87. 75.4 76. 87.5 44.4 73.7 74. 3. Household Income >30 to <=50% MFI 25 20 8 305 7 165 4 285 590 °/a with any housing problems 60 72. 62. 68.9 2 63.6 66.7 52.6 61 . Household Income >50 to <=80% MFI 8 39 15 548 69 420 30 519 1,067 % with any housing problems 50 33. 16. 29 5. 38.1 5 34.5 31.7 5. Household Income >80% MFI 4 435 13 574 12 780 74 974 1,54 % with any housing problems 0 21.8 16.6 8.3 17.9 5.4 15.8 16.1 . Total Households 77 1,25 44 1,772 329 1,445 194 1,968 3,740 %with any housing problems 50.6 43.2 32. 40.9 2 32.9 35.6 31.7 3 Source: The Comprehensive Housing Affordability Strategy (CHAS) 2000 data 58 HOUSING FOR SPECIAL NEEDS POPULATIONS As shown in Table 24, to the right, the number Total disabilities tallied for eo le 5 to 15 ears: 1,278 of people with various types of disabilities in senso disabilit �s� Wichita Falls is significant. Some of these Pn sical disabilit 135 disabilities may not require any particular special Mental disabilit ass Self-care disabilit 117 housing modifications, while many do. Typically, Total disabilities tallied for eo le 16 to 64 ears: 18,942 special home modification must be made to senso disabiiit �,s�o accommodate a resident and are not already Pn sical disabilit a,�sa available in a unit, with the exception of new Mental disabilit 2,sos Self-care disabilit 1,231 apartments that must comply with Americans Go-outside-home disabilit 3,�0� with Disabilities Act (ADA) standards. Em lo ment disabilit s,2�� Total disabilities tallied for people 65 years and Accommodations are often expensive to provide over: 11,149 in an existing unit. Universal design ordinances senso disabilit �,sss require that all new housing units be built with Ph sical disabilit 3,sss Mental disabilit 1,666 future accommodations in mind, minimizing the Self-care disabilit �,z3� cost of future changes. These include larger Go-outside-home disabilit 2,asa doors to allow for wheelchair access, blocking in Total disabilities tallied: 31,369 Source: 2000 U.S Census walls to facilitate the installation of grab bars, and larger space in closets and bathrooms to Table 24 - Disabilities allow turning room for a wheelchair. While no data exist that indicate the extent to which the housing stock in Wichita Falls accommodates persons with disabilities, it isn't very likely to be a significant number, beyond the recently built multifamily units that comply with ADA standards. NEEDS OF PUBLIC HOUSING As described under the Public and Assisted Housing Section on page 38, the 2009 PHA Plan prepared for the City of Wichita Falts Housing Assistance Program showed the waiting list for Section 8 vouchers at 1,145. BARRIERS TO AFFORDABLE HOUSING Numerous documents were collected and analyzed to determine the affect public policies have on affordable housing. The key documents were the Consolidated Plan, Analysis of Impediments to Fair Housing Choice, the City's zoning ordinances, Annual Action Plans, Consolidated Annual Performance Reports (CAPERS) and documentation on various housing programs and projects. City staff also provided information on its various efforts. 59 A significant barrier to affordable housing remains the financial ability of the low-mod income families to provide necessary funding for acquisition or for major or minor homeowner repairs, so acquisition and repair programs implemented by the City help address this obstacle. Another obstacle the City continues to face is the rising cost of materials and labor for rehabilitation projects in the community and the negative impact of that escalation on the existing program limits. The City currently administers minor repair programs that enable low-mod income homeowners to stay in their homes in a safe and decent environment. Although the City maintains a contractor base to supply the need for these programs, and seeks new qualified contractors, the number of available contractors willing to participate in these programs is somewhat limited, although the downturn in the economy has improved contractor availability. The City continues to assist the low-income community by offering the First-Time Home Buyers Program to eligible participants. The FTHB program continues to be very successful. This program year saw the highest number of closings in program history. This may be due in part to the federal credits available to buyers that coupled with local programs, acts an incentive to spur home buying activity. The City enforces various zoning and permit requirements, which restricts 'free' use of land, but the City considers these regulations as being necessary to regulate safety and traffic issues for residential areas. The Ciry operates CDBG and HOME entitlement funded housing programs providing financial assistance for the acquisition of affordable housing to qualifying participants. Programs include the FTHB program assisting with down-payment, and Habitat for Humanity offering new construction with a City entitlement- funded mortgage buy-down. NORTEX Housing Finance Corporation recently received approvat for another issuance of mortgage revenue bonds to be offered in the coming year and a provision for downpayment assistance as a component. The City, because of its long history of citizen resistance to any form of zoning controls, does not have strong subdivision and site planning restrictions. The very limited and flexible requirements placed on developers during the planning and construction of a new subdivision can help keep the cost of the lots and structures low. The City has adopted the International Residential Code, the International Building Code, and the International Energy Conservation Code and has made revisions to the licensing and bonding requirements of contractors. The Building Inspection staff budget is 60 subsidized from the City's General Fund and this continues to keep the building permit fees below the national average. FAIR HOUSING The City of Wichita Fails conducted a Fair Housing Analysis of Impediments in conjunction with the preparation of the 2010-2015 Consolidated Plan. The analysis provided a detailed look at the demographic data provided by the 2000 U.S. Census and Home Mortgage Disclosure Act (HMDA) data from 1996 through 2007. The study identified various impediments to the fair housing and recommends remedial activities to address those impediments. The process of identifying impediments to fair housing includes data analysis efforts combined with community input through focus group sessions and key person interviews. Through these methods, the following important impediments or barriers to fair housing choice were identified: Summary of Impediments identified in the 2005 Analysis of Impediments to Fair Housing and remedial actions taken by the city to lessen their impacts - Most of the impediments found during the 2005 Analysis of Impediments were based on income or lack thereof. One of the limiting factors for the LMI population is the lack of financial ability to set aside money for a down payment in the purchase of a home. Another impediment was the availability of homes in the affordable price range and, if affordable, in the condition necessary to qualify under property standards required by federal programs. The City continues to address the availability of affordable housing with new homes constructed by the City's CHDO, Habitat for Humanity, and on the condition of the housing stock with its Minor and Emergency Repair Programs. During PY2008, Habitat constructed and sold seven homes to low-moderate income families that carried a 0% mortgage interest rate and the City also provided a$14,500 mortgage buy-down to make these properties affordable. The City continues to provide down-payment assistance coupled with a minor repair program for first-time homebuyers that enhances sustainability for the new buyers. The Section 8 Program and the Housing Authority assist low- income renters with housing and financial assistance. The City continues to analyze local needs and explore the restructuring of existing programs or implementing new programs to meet the current needs of the low income community. 61 HOMELESS NEEDS ASSESSMENT The definition of "homelessness" used in this Consolidated Plan is derived from the Stewart B. McKinney Homeless Assistance Act. According to this definition, the term "homeless" or "homeless individual or homeless person" inciudes—: 1. an individual who lacks a fixed, regular, and adequate nighttime residence; and 2. an individual who has a primary nighttime residence that is — • a supervised publicly or privately operated shelter designed to provide temporary living accommodations (including welfare hotels, congregate shelters, and transitional housing for the mentally ill); • an institution that provides a temporary residence for individuais intended to be institutionalized; or • a public or private place not designed for, or ordinarily used as, a regular sleeping accommodation for human beings. Regardless of their other difficulties, the lack of ineans or resources to meet their basic needs, housing, food, clothing, and medical care, is common to all homeless people. Some homeless people require limited assistance in order to regain permanent housing and self-sufficiency. Others, especially people with physical or mental disabilities, will require extensive and long-term supportive services. EXTENT OF HOMELESSNESS sheltered Unsheltered Number Percent Number Percent Based on the point-in-time survey of homeless Men t11 6�.2�°io 5 �1.a2�io population conducted in January 2009, Wichita WOmen 3s zo.00°ro 1 14.29% Children 21 12.73% 0 0.00% Falls had 165 sheltered and seven unsheltered Undetermine d 0 0.00% 1 14.29% homeless persons. Of the total sheltered Tota� i6s ioo.00°ro � �oo.o°ro homeless persons, 111 persons (67%) were men, 33 persons (20°/a) were women, and the Source: Homeless Point-in-time survey (O1/27/09) remaining 21 persons (13%) were children. Table 25 — Homeless Count — Wichita Falls, TX According to the CHAS data, 15.4 percent of the City's renters, or 2,457 households, and 5.8 percent of homeowners, or 1,266 households, were severely cost burdened, and, as such, may be at-risk of homelessness in 2000. 62 HOMELESS SHELTERS AND SERVICES The Homeward Bound Coalition is currently in the process of developing a Continuum of Care Plan (CoC) that wiil cover Wichita County and its 16 surrounding counties. The City of Wichita Falls is involved with the CoC and has agreed to provide information and assistance in the development of the CoC. Without a Continuum of Care, it is difficult to assess the existing facilities and services that assist persons experiencing homelessness. However, interviews with providers revealed the inventory showed in Table 26 below. The City of Wichita Falls has three emergency shelters, the Salvation Army, which has 50 beds for individuals and 2 rooms for families. The Salvation Army also has a transitional housing program and a Work Therapy Program, with 11 rooms. During the colder months the Salvation Army typically provides shelter for 25 to 30 individuals and in the warmer months the number drops to 12 to 15 individuals. Another emergency shelter located in Wichita Falls is Faith City Mission and has 78 beds for individuals and 4 rooms for families. Faith City Mission also provides beds for persons who need to stay on a longer basis. First Step, a shelter for victims of domestic violence and sexual abuse located in Wichita Falls, has 35 beds for victims of domestic violence and sexual assault and their families. For individuals experiencing homelessness in Wichita Falls, there are approximately a total of 128 emergency shelter beds and 11 transitional housing Facili Individual Beds Famil Rooms beds. For families experiencing Emer enc Shelters homelessness, there are six Salvation Arm so z emergency shelter I'OOt'T1S f01' Faith Ci Commission 78 4 First Ste 35 (DOV) homeless families in Wichita Falls and 35 beds fOf VICtImS Of Transitional Housin domestic violence and sexual Salvation Arm 11 assault and their families. DOV- Victims of Domestic Violence CHARACTERISTICS AND NEEDS Source: City of Wichita Fal�s OF THE HOMELESS Table 26: Inventory of Homeless Shelters According to the point-in-time survey of homeless population conducted in January 2009, Wichita Falls had 165 sheltered and seven unsheltered homeless persons. Table 27 on the following page details rough estimates of the sheltered homeless subpopulations in the three shelters in Wichita Falls. Homeless persons are sub-categorized by HUD into a number of special needs categories. These include the seriously mentally ill, chronic substance abusers, dually diagnosed, veterans, persons with AIDS/HIV, victims of domestic violence, and youth. Each sub-category has its own special circumstances around which services are offered. 63 Twenty percent of the hometess persons were identified as chronically homeless. Thirty-eight percent were seriously mentally ili, 34 percent were victims of domestic violence, 28 percent admitted to substance abuse, and 23 percent were veterans. As shown in Table 25 on page 60, of the 172 homeless persons identified in the point-in-time count in January 2009, 21 sheltered homeless persons were children. There were no unsheltered children identified in the count. Sheltered Unsheltered Total Households with De endent Children Emer enc Transitionai Number of Households 2 11 2 15 Number of Persons adults and children) 7 24 5 36 Sheltered Unsheltered Total Households without De endent Children Emer enc Transitional Homeless Individuals 72 10 0 82 Homeless Families with Children 3 0 0 3 Persons in Homeless Families with Children 10 0 0 10 Total 82 10 0 92 omeless Sub Po ulations Sheltered Unsheltered Total Total hronicall Homeless 16 0 16 20% Seriousl Mentall Ill 31 0 31 38% hronic Substance Abuse 23 0 23 28% eterans 19 0 19 23% ersons with HIV/AIDS 4 0 4 5% ictims of Domestic Violence 28 0 28 34% naccom anied Youth Under 18) 11 0 11 13% Source: City of Wichita Falls Table 27: Special needs Populations in Need of Housing Assistance Wichita Falls Public Housing Authority gives preference to persons who are homeless. According the estimates provided by the PHA, the four public housing developments had over 540 tenants in January 2009. The residents of public housing developments are individuals and families earning extremely low incomes and female-headed households. 64 Table 28, below, provides details on gaps in the continuum of housing services. There was a need for an additional 128 beds for individuals and 41 rooms for families in emergency shelters, and an additional 11 beds for individuals in transitional housing. Homeless Needs - Individuals Needs Current Inventor Emer enc Shelter 163 128 Transitional Housin 22 11 Permanent Su ortive Housin 0 0 Total 185 139 Homeless Needs - Families Emer enc Shelter 41 6 Transitional Housin 20 11 Permanent Su ortive Housin 0 0 Total 61 17 Source: City of Wichita Falls Table 28 — Housing Gaps Analysis There appears to be sufficient emergency shelters available for the needs of the homeless, however there is a need for transitionai and permanent housing for the homeless. To accomplish this, the City of Wichita Falls is encouraging local non-profit groups to apply for the State of Texas' Emergency Shelter Grant (ESG) program and also to apply for transitional housing facilities grants under the McKinney Act. Local agencies will be encouraged to apply for programs that assist the homeless with an emphasis on transitional housing and the move to permanent housing. The City also funds other city and county organizations that assist persons who are homeless or at-risk of homelessness. An important aspect of addressing homeless needs is the City's continuing support and participation in the development of the County Continuum of Care. Several organizations also provide homeless prevention services in Wichita Falls and are also funded, in part, with CDBG funds. HOMELESS NEEDS FOR SERIOUSLY MENTALLY ILL As shown in Table 27, on page 63, 31 homeless persons were estimated to be seriously mentally ill in Wichita Falls. The homeless mentally ill are typically unable to work and are often not connected to entitlement programs. They usually benefit from the availability of supportive services, such as outreach, medication, case management, representative payee, specialized crisis services, and, often, substance abuse treatment. With housing placement, the mentally ill are often only successful if case management is available to help them manage their affairs. 65 Schizophrenia, major depression, and bi-polar disorder are the primary forms of inental illness that impact the ability of homeless individuals to meet their own needs. These ilinesses differ in their causes, course, and treatment, and their symptoms can differ dramatically as well. Some people with major depression, for instance, may be too exhausted and overwhelmed to seek food, shelter, and medical care. People with other conditions may be talkative, fidgety, and wildly energized by mania. Some are tortured by delusions, fantasies, suspicion, and fear and may avoid human contact. Homeless conditions may also exacerbate the disorientation and mistrust that can accompany severe mental illness. It is important to note that severe mental disorders tend to endure, often for life, although they frequently follow a cyclical course that is unlike mental retardation or physical disabilities and, often, can be controlled with medication when consistently administered. A significant number of the homeless mentally ill are substance abusers, which further troubles their lives. People who are severely mentally ill and homeless often have a weak social support system. Due to their conditions, they do not have or cannot use the informal social nefinrorks that might help them overcome homelessness. Minority homeless mentalty ill persons may also have a variety of special needs resu�ting from their cultural background. For those who cannot speak English, navigating a complex social welfare system can be even more difficult. Multi-lingual, multi-cultural outreach workers and treatment staffs are generally more successful in assisting ethnic and minority homeless individuals. Based on the 2000 census, 2,505 persons between the ages of 16 to 64 and 1,666 persons age 65 years and older were classified as having mental disability. These figures represent a total of 4,171 or four percent of the city's total population. About 839 persons between the ages of 5 to 15 showed mental disability. Also, 4,293 persons befinreen the ages of 5 to 64 and 3,868 persons age 65 years and older were classified as having a physical disability in 2000. These figures represent 5,434 or 7.8 percent of the city's population that indicated a physical disability. Supportive Services for this population group will generally focus on the following needs: • Group housing, • Mobitity assistance in normal daily activities, • Physical rehabilitation and medical care, • New job training skills, • Unemployment and the resulting loss of income/ insurance coverage due to inability to perform job functions, • Special transportation needs due to medical and physical condition, and • Assistance in meal preparation, housekeeping and shopping (depending on the stage of the disease). 66 ALCOHOL/DRUG ABUSE Alcohol and drug abuse are defined as excessive and impairing use of alcohol or other drugs. The National Institute of Alcohol Abuse and Alcoholism estimated the number of adult men with a drinking problem at 15 percent and that of adult women at 6 percent. These percentages, applied to Wichita Falls, would yield a population total of 11,080 persons. As shown in Table 27, on page 63, there were 23 homeless people who admitted receiving treatment for substance abuse in Wichita Falis. Supportive Services for this population group generally focus on the following needs: • Temporary group housing, • Extensive medical care and treatment, • Rehabilitation programs, • Counseling/ support groups to deal with the problem, • Addressing unemployment and the resulting loss of income/ insurance coverage due to inability to perform job functions, and • Temporary assistance in meal preparation, housekeeping and shopping (based upon the stage of the problem), and • Physical rehabilitation, in case of injuries. Persons with HIV/AIDS According to the homeless sub population estimates provided in Table 27, on page 63, four homeless persons affected by HIV/AIDS. Supportive Services for this population group will generally focus on the following needs: • Hospice care of the advanced stages of the disease, • Counseling/support groups to deal with the debilitating effects of the disease, • Unemployment and the resulting loss of income/insurance coverage due to inability to perform job functions, • Special transportation needs due to medical and physical condition, and • Assistance in meal preparation, housekeeping and shopping (depending on the stage of the disease). Elderly Households 67 Elderly are those individuals aged 62 or older. The elderly live a distinctive lifestyle requiring numerous supportive services. Between 1990 and 2000, the population of over 62 years of age has increased over finro percent and the population 65 years and older has increased over five percent in the city. The 2006- 2008 American Community Survey estimated the city's population of 62 and over at 14,998 which is 14.7 percent of the total population. The 2000 Census estimated that over 19 percent of city residents over the age of 65 had a"go-outside-home disability" (a condition that made it difficult to go outside the home), restricting them to services they could receive at home. It is anticipated that supportive services for the elderly will increase locally, as well as nationwide, as the "baby boomer" generation approaches retirement age. Table 29, below, gives the number of households by income group for the elderly population as derived from CHAS data. The needs to be addressed for this population group can be summarized as follows: Ve� Low Income Low-Income Moderate Iderly Renters (0 to 50% 0 to 30% 31 to 50% (51 to 80% Income (81 to Total Elderly nd Owners MFI MFI MFI MFI) 95% MFI) Households enters 1 & 2 member households 993 510 483 401 522 1,916 wners 1,724 732 992 1,099 4,063 6,886 Source: The Comprehensive Housing Affordability Strategy (CHAS) 2000 data Table 29: Number of Elderly by income group • Fixed incomes, limiting their ability to secure/ maintain housing and pay utilities, • Medical care/prescription medications, straining their already limited income, • Special transportation needs due to medical and physical condition, • Mobility assistance in normal daily activities, • Assistance in meal preparation, housekeeping and shopping, and • Physical rehabilitative care due to injury/falls. Lead Based Paint The use of lead-based paints was banned in 1978. As a result, only housing built before 1978 typically presents a lead hazard, and then only if any coat of paint contains lead. The presence of lead itself is not a hazard, but the exposure to lead through dust or paint chips can have a detrimental effect on young children, who may be exposed by inadvertently ingesting dust contaminated with lead through the course of normal activities. Children may also be exposed to these hazards during remodeling or repair or of older homes. Exposure to lead through ingestion of paint dust or chips can cause developmental problems in young children. 68 Children in all income levels are susceptible to lead poisoning. Because low-income families are typically housed in older housing stock, they are disproportionately affected. As the housing stock ages, inadequate maintenance can potentially create a hazardous environment for children less than 7 years of age, through the chipping, peeling, or flaking of lead-based paint. Older housing stock in deteriorated condition is what is typically available to low-income families. The lead hazard is particularly important in the City of Wichita Falls since it has a significant number of older housing units. According to 2000 Census data, 20.7 percent of all housing units were buiit prior to 1950, 19.2 percent were buiit between 1950 and 1959, 16.3 percent were buiit between 1960 and 1969. Over 56 percent of the housing stock is more than 30 years old, built prior to 1970. Map 20, on the following page, shows the census tracts throughout the city with the highest concentrations of housing units that might contain lead-based paint. 69 � I '• ' ' I � � � �'' �� ai - �1 __ ....�.rT� J ,: ; 1a—r�'� � �.: =: � ■ r,�1,1i ti� � ° �.'�� "`� ,� --� � ,� �� _ _'� `� �. I�� ,. �� _� �� ✓/ �► � I�I;. �lu '`��\ ,- � �� Il�� -� •. - �'` ` - .. � ��I e; r +!�� '� �''� �`,,� .; ��,., ' �'i�j��rw r � b � � ::: q �! �.= :� _�� +�`�� • �= ' r `� � � r �� ai� � �G�'�� ■ �� ;,�.�� l.e::� .�•,•,��. r�\ti=; • � �"'� ,� � ��`�� j '.,' Nj�"�,.L 3�ti�.� � , , �T� �ti�it�rt� il�± i�.� '� •r '� t � - l�.=":� � �%�" " t , �J ��: \�� +,.,. � �, � \ "I�U t= � - "'�i 4. � 1� �� , •�• � 1 � �� - .. . � . . � - � �� • "'�'` � � � � �� . � i � � .� , �,, �+ i � - . � � � STRATEGIC PLAN The City of Wichita Falls traditionally funds a variety of housing, community service, public improvement, community faciliry, and homeless service programs through the Community Development Block Grant and HOME Investment Partnership Program. The City also receives HUD Housing Opportunities for Persons With Aids (HOPWA) funding from the State of Texas, through Tarrant County. The Housing Market Analysis and Housing and Homeless Needs Assessment highlighted some areas where pressing needs are present in the community. The Strategic Plan provides a basis for funding decisions in FY 2010 through 2015, the 5-year span of this Consolidated Plan. Table 1: Funding Priorities Table 1, to the right, provides an overview of City funding priorities ranked by general category. Priority More detailed tables are provided that breakdown Funding Category Rank these categories into more specific subcategories. These priorities were determined Housin � in part through public input including surveys at Homeless Facilities and Services 2 public meetings held in February 2010 and distributed through non-profit organizations during communit services 3 the same period. The highest priorities within Public Im rovements a categories are detailed in the tables below. Economic �eveio ment s Priorities for Housing Housin Rank Homeownershi Assistance 1 ffordable Housing Development / Home Ownershi 2 inor / Senior Home Re air 3 Ma�or Home Im rovement 4 Priorities for Homeless Facilities and Services Homeless Facilities and Services Rank Life Skills Trainin 1 Em lo ment Trainin 2 ransitional Housin 3 Mental Health Services 4 Substance Abuse Treatment 5 71 Priorities for Economic Development Priorities for Community Services Economic Develo ment Rank ob Trainin and Placement 1 Communi Services Rank Small Loans to Businesses 2 Services to Disabled Persons 1 Health Services Z Child Care 3 echnical Assistance to Business 3 Services to At - Risk Populations Rehabilitate Old Commercial / Services 4 Industrial Buildin s 4 outh Services 5 Improve Appearance of Business District 5 72 Priorities for Public Improvements/Infrastructure Public Improvements/Infra tructure Rank Draina e � treet Im rovements 2 Handica Access 3 idewalks 4 Streetli hts 5 73 The City of Wichita Falls will take advantage of any appropriate opportunity to secure additional federal and private funding for housing and community development activities through responses to Notices of Funding Availability issued by federal agencies and through efforts to identify pub�ic/private partnerships with private non-profit and for-profit organizations. The City continuously looks for opportunities to leverage federal funding, extending the abiliry of the federally funded programs to impact community needs. This Strategic Plan provides an overview of goals and objectives to be pursued over the course of a five- year period from 2010 through 2015. Proposed accomplishments include projected outcomes on a yearly basis. Priorities outlined within the plan were established in part through a survey of interested individuals, including representatives of non-profit organizations, business owners, and citizens, both homeowners and renters, coupled with needs established through a series of interviews with knowledgeable individuals active in community development and social service delivery. A total of 48 surveys were tabulated through this effort. Preferences indicated through the survey were adapted to the relevant categories in the following tables. The methodology for the development of the tables will be discussed as each is presented. CDBG funding will be concentrated within the census block groups highlighted in Map 21, on the next page. These block groups have been identified as having more than 51 percent of the population with a household income less than 80 percent of the citywide median household income. It is within this area that CDBG funding can be utilized under the "area benefit" provisions of the CDBG regulations. Grant funding under the "individual benefiY' provisions is available anywhere in the city where the household itself meets the income guidelines of the program. HOME funds will be available to individual low and moderate income persons. 74 . • � � � • - � • • • 1 1 1 °''' . — _— ♦ �. _ I L� __ r -- �-�, � , � � � � .� � � ■iiG E - - ��II�1� � -- .�,::.::. � ` . �iiliii� � �� _ — � , i �� ii i�� __ � 1 �._i i'` --. `_ . �_ ---- 1 �. T _. -u -� -- � �_�_ _ -~ ,�r.� =�..�:..� tA _,� ' - , i{IM�uc �� , � � �� r+�� : - r��►, �,� ;,.�'.,.!- ' � � ► � � � � , ., ; �� (` � . . . � ' 3y' �. � �f� F! ' � ,11} : � • 1 1 ' � �� :`w.:<<` �R;�;:<< �:�� . .,, � *, f,��, , , � � - Y.� .+C�++t+�` � �y� � . , .� � r . :.�f `�", * „� . - �� 1 � � .. *i�c s;t �`a*ii+ �'i � . ` .. . : � a 'ii� ��+�+«** � �r �.�1 . -. . . . ..��r�� ji.�+�t �. `� ' . .. . .. � � � ��' r..� 1'� �� °.. ._.. � y � � 11 � _ .. t, `` � �`�H�� l� v � i �".`.� �� .. � nra �! . � !1 ,� + . . .. �, � i � � � : _' - � • � :; , `.!'"'r � ��: ; :" .. "_.s� �i�Y�� Y� � I ;` - .-':� _ /.a��:`� _— . . � �E. _ __. � �_ {� �G .�� _�_. , � � �� _ _ . r _ ; , . iC�� ; � - �� .�� f ' � � ' � ' rl�lj� ' i i �t c _ ; _ , �; . � ;—� _ -- _ .. i �. �� ,.( � �� : �� r.-iTiT�. S � , � ,. � , `�- , � i - - � I ' - -_, . , � _. _ .�r . , ! � ° -�'�`` >ry -. � � ' .� � �;, .� -�- � 4 _ 1 1 � - ■C � �- :� � � ■: - � �- C� � � � , � . . !1 + � ' � � � Affordable Housing Table 2A, presented on the following page, establishes the priority need for housing in Wichita Falis. The priorities were based on public input and the extent of the need identified in terms of the number of households and income level. The estimated number of units was derived from Comprehensive Housing Affordability Strategy (CHAS) Table 1C data provided from 2000. These data were combined to use the percentage of households within each income category with a 30 percent or 50 percent cost burden from the 2000 table with the household count within each income category. Unit counts for the physical defects category were based on the age of housing stock in Wichita Falls. Almost 40 percent of the housing stock in Wichita Falls is more than 50 years old. A conservative estimate was established that 25 percent of the housing stock would likely have physical defects. This figure is likely to be much higher for the income groups being discussed, but lacking better information, this conservative approach seems appropriate. Overcrowding estimates were taken from 2000 Census information. Within Wichita Falls, 5.26 percent of all renters and 2.80 percent of all homeowners lived in overcrowded conditions (defined as more than one occupant per room). The 2000 household data from the CHAS table were used to calculate the number of households in each income category likely to be living in overcrowded conditions. Again, these data are likely to be conservative. 76 TABLE 2A Priority Need Level High, Medium, Low, PRIORITY HOUSING NEEDS No Such Need ESTIMATED ESTIMATED (households) UNITS DOLLARS NEEDED 0- 31 - 51 - TO ADDRESS 30% 50°/a 80% MFI MFI MFI ost Burden > 30% L M H 859 $1,030,225 Small Cost Burden > 50% L H H 398 $955,636 Ph sical Defects M M L 841 $420,702 Overcrowded M M L 29 $35,142 Cost Burden > 30% L H H 163 $195,427 Renter Large ost Burden > 50% M M H 45 $108,098 Ph sical Defects M M H 376 $188,181 vercrowded M M M 7 $8,881 Cost Burden > 30% H H H 761 $912,919 Elderly ost Burden > 50% M M M 237 $569,827 Ph sical Defects H H M 682 $341,020 vercrowded L L L 8 $9,711 ost Burden > 30% L H H 1,928 $2,313,751 Owner Cost Burden > 50% M H H 817 $1,961,467 Ph sical Defects H H H 2,849 $1,424,358 vercrowded M M L 21 $25,200 Assumptions: Unit data derived from CHAS Table 1 C from HUD. Estimated units weighted as 1.0 for High Priority, 0.5 for Medium and 0.25 for Low. Assistance for Cost Burden <30% _$100/month -- Cost Burden <50% _$200/month. Overcrowding calculated at 5.26% (rental) and 2.80% (owner) based on 2000 U.S. Census and assistance at $100/month. Physical defects calculated at 10% based on age of housing stock and $5,000 in repair costs. 77 Once the number of units was established for each income category and each housing problem, the data were weighted according to the priority level established in the plan. High priority issues were weighted at 1.0 (the number of units was multiplied by 1, including all of the estimated units). Medium priority issues were weighted at 0.5 and low priority issues were weighted at 0.25. As indicated at the bottom of the table, the cost estimates were calculated based on a$100 per month payment to assist households with a 30 percent cost burden, $200 per month for a 50 percent cost burden, and $100 per month for overcrowding. The cost burden assistance figure was arrived at based on the rent payment potential of a household earning 30 percent of the median income versus the lower quartile rent payment from the 2000 census, plus a monthly utility payment. Physical defects were estimated to require $5,000 per unit. While the lowest income households are not the highest priority on Table 2A on the previous page, responsibility for addressing the needs of this group are divided befinreen the City and other organizations. The Wichita Falls Housing Authority provides public housing units and the Housing Division of the City of Wichita Falls operates the Section 8 Rental Assistance program, primarily to address housing issues among very low-income households. Non-profit organizations also assume some of the responsibility for meeting these needs. The City's housing programs typically address the needs of low and medium income households needing help with home repairs or those looking to realize the dream of homeownership. Several specific issues were brought to light through the Housing Market Analysis and other research conducted in preparation of this document that can be addressed in this Strategic Plan. Firstly, a significant barrier to affordable housing remains the financial ability of the low-mod income families to provide necessary funding for acquisition or for major or minor homeowner repairs, so acquisition and repair programs implemented by the City help address this obstacle. The City continues to face the rising cost of materials and labor for rehabilitation projects in the community and the negative impact of that escalation on the existing program limits. The City should continue to administer minor repair programs that enable low-mod income homeowners to stay in their homes in a safe and decent environment. Another issue that hinders the development of affordable housing in Wichita Falls is the lack of adequate number of affordable housing development organizations. The City should investigate opportunities to create or encourage the creation or expansion of other nonprofit organizations. In addition, the City of Wichita Falls should continue sponsoring training workshops to educate the current non-profit agencies about funding opportunities through the CDBG and HOME programs. The City should also investigate the introduction of alternative housing types into the local market. Housing rehabilitation programs typical�y find that many applicants, particularly elderly households, are in over-housed conditions. This topic is discussed in the Housing Needs Assessment. A major rehabilitation 78 project for a single occupant, elderly household costs more per occupant than a rehabilitation project for a family household. Alternative housing types will help address these cost demands on federal funding by introducing other options for the applicants. These include cottage or cluster housing, where a group of smali housing units are built together for sale or rent to the elderly or special needs population, and modular housing, where pre-built housing units are assembled on permanent foundations on residential lots. Both of these alternative housing options present cost savings that can be passed on to the buyer. Finally, another issue that needs to be addressed is the condition of rental housing in the city. A large portion of the population live in rental housing, over 42 percent citywide, and about 42 percent of single- family housing is occupied by a renter household. City rehabilitation programs provide assistance for minor repairs of owner-occupied housing. The City should evaluate expanding the repair initiatives to aid in improving more of the single-family housing stock for rental households and homeowners. Provisions could be installed in the program requiring landlords to open their properties to Section 8 clients, providing further opportunities to meet the demand for more Section 8 housing stock. In addition, volunteer home repair programs can be expanded. The following goals, objectives, strategies, and performance measures were designed to address issues of housing availability and affordability. Affordable Housing Goal: Improve the condition and availability of affordable housing over a five-year period. Objective 1: Improve the condition of housing for low-income homeowners. Strategy 1.1: Provide emergency housing repairs for low-income homeowners. Output: Allocate funds for 50 units of emergency housing repairs of owner- occupied structures for a five-year period. Outcome: Improve the quality of life for participants by improving their living conditions and reduction of substandard housing. Indicator: The number of households with improved living conditions and the number of substandard housing brought to code standards. Strategy 1:2: Provide minor housing repairs for low-income households. Output: Allocate funds for 75 units of minor housing repairs of owner-occupied structures for a five-year period. 79 Outcome: Improve the quality of life for participants by improving their living conditions and reduction of substandard housing. Indicator: The number of households with improved living conditions and the number of substandard housing brought into compliance with code standards. Objective 2: Increase the viability for potential homeownership opportunities. Strategy 2.1: Provide down-payment and closing cost assistance and/or principle reduction assistance to low-income households, combined with funding for minor repairs. Output: 125 households assisted over a five year period. Outcome: Participants move from being renters to homeowners. Indicator: The number of participants who purchase a home. Strategy 2.2: Provide funding for low-income homebuyers in partnership with non-profit agencies. Output: Infill-Mortgage Buy-down for 35 households over a five year period in partnership with Habitat for Humanity. Outcome: Participants move from being renters to homeowners. Indicator: The number of participants who purchase a home. Objective 3: Increase affordable housing stock in the city. Strategy 3.1: Provide funding to CHDO (15% CHDO set a-side) for development cost to construct new affordable housing. Output: 15% CHDO set a-side invested annually over a five year period in partnership with Habitat for Humanity. Outcome: Participants move from being renters to homeowners. Indicator: The number of participants who purchase a home. Objective 4: Decrease the number of vacant substandard housing units within the City of Wichita Falls. Strategy 4.1: Continue current code enforcement efforts. Output: 3,000 inspections over 5 year period, resulting in repair or issued citations. Outcome: Elimination of blighted conditions in the city. Indicator: The number of substandard housing units inspected due to code enforcement efforts. Strategy 4.2: Continue demolition and clearance of vacant dilapidated structures. Output: 200 units demolished over a five year period. Outcome: Elimination of a blighting influence in at risk areas of the city. Indicator: The number of substandard structures demolished. 80 Funding required to meet the objectives listed above would come from the CDBG and HOME Program entitlement grants. Proposals for the development of partnerships with private developers and homebuilders should include private financial participation on the part of the partners to leverage federal funds. Homelessness Table 1A, on the following page, includes the data from the point-in-time survey of homeless population conducted in January 2009, City of Wichita Falls, and the 2005-2010 Consolidated Pian. A point-in-time survey of the homeless conducted by the homeless coalition January 27, 2009 identified 165 sheltered and seven unsheltered homeless persons. The survey gathers information about the needs of the homeless and provides a head-count. January 2009 survey identified 16 persons as chronically homeless. The Homeward Bound Coalition is currentiy in the process of developing a Continuum of Care Pian (CoC) that will cover Wichita County and its 16 surrounding counties. The City of Wichita Falls is involved with the CoC and has agreed to provide information and assistance in the development of the CoC. Prioritization of the needs was established in part through pubiic input including a survey conducted during the development of the Consolidated Plan. The survey was distributed at public meetings and to housing and social service organizations. The results were tabulated and used in determining data in Table 1A. Given the extent of the need, the low leveis shown in the current inventory, demand for CDBG funding for other purposes, and the small ailocation available through the Emergency Shelter Grant program (City is not an ESG entitlement, funds received from the State of Texas), all issues dealing with homelessness received at least a medium level of priority, with most receiving a high level. Transitional housing provides temporary housing opportunities for homeless individuals and fami�ies. Residence at transitional housing facilities is limited, by HUD regulations, to 24 months. Supportive housing programs include support services in conjunction with housing. Supportive housing is provided to persons in special needs categories where independent living arrangements are likely to be unsuccessful. These categories include the mentally ill, chronic substance abusers, and persons with HIV/AIDS. Beds 81 available for both transitional and supportive housing are in short supply, compared to the need as detailed in Table 1A. Table 1A Estimated Current Unmet Priority Priority Homeless Needs Need Invento Need �evel Individuals Emergency Shelter 163 163 0 H Beds ransitional Housing 22 11 11 M Permanent Supportive Housing 0 0 0 L otal 185 174 11 Persons in Families With Children Emergency Shelter 41 6 35 H Beds ransitional Housing 20 11 9 M Permanent Supportive Housing 0 0 0 L otal 61 17 44 Homeless Po ulation Chronically Homeless 16 16 0 L Seriously Mentally III 31 31 0 L Chronic Substance Abuse 23 23 0 L Sub-Populations eterans 19 19 0 L Persons with HIV/AIDS 4 4 0 L ictims of Domestic Violence 28 28 0 L Unaccompanied Youth (Under 18 11 11 0 L Goal: Facilitate an expansion of housing and services offered to homeless families and individuals in Wichita Falls. Objective 1: Strengthen the collaboration with homeless providers to supply a continuum of services. Strategy 1.1: Attend meetings and outreach activities that support homeless efforts. Output: Attend at least 3 meetings and support at least one outreach effort annually. Outcome: A clear understanding of issues surrounding homelessness and possible solutions. Indicator: The number of homeless meetings attended. Strategy 1.2: Provide staff assistance for subcommittees, homeless counts, and Continuum of Care development. 82 Output: At least one staff member will participate on one subcommittee and assist with homeless counts annually. Outcome: Increased participation by the City of Wichita Falls in the homeless continuum of care process. Indicator: The number of homeless activities participated. Objective 2: Support the expansion of homeless facilities by construction or rehabilitation of facilities for homeless families and individuals. Strategy 2.1: Support nonprofit organizations in acquiring funding for construction/rehabilitation of facilities for homeless families and individuals. Output: Provide support to nonprofit organizations. Outcome: Services are provided that is essential to the homeless continuum of care in Wichita Falls. Indicator: The number of homeless facilities constructed or rehabilitated. Strategy 2.2: Support nonprofit organizations in acquiring funding for special needs services for homeless families and individuafs. Output: Provide support to non-profit organizations that provide special needs services to homeless populations. Outcome: Services are provided that is essential to the homeless continuum of care in Wichita Falls. Indicator: The number of services targeted to homeless special needs populations. The major obstacle in the production of additional shelter capacity, transitional housing, and permanent supportive housing is funding availability. Additional funding should be pursued through non-profit applications to foundations and corporations, fully supported by the City. Funding for homeless programs in Wichita Falls is provided primarily by non-profit service providers who access state and federal funding (no City Entitlement funds received for homelessness) to cover expenses related to program delivery for various activities offered to homeless families and individuals. Other Special Needs The information collected during the 2005 — 2010 Consolidated Plan period and 2000 census dealing with physically and mentally impaired persons indicate that there is significant need of special services. Trends established by 1990, and, 2000 Census Data indicate that the number will continue to increase significantly in the cases of elderly, frail elderly, physically and mentally impaired, and persons with 83 HIV/AIDS. An integrated network of social, educational, job training, health, food, and welfare assistance programs must be developed. Otherwise the continued increase within these population groups places a considerable burden on the City to address these issues as well as affordable housing issues. The survey conducted for this Consolidated Plan indicated that the Community Services category was the third highest community need. Within the category, all types of services received either High or Medium priority levels. High priorities included Disabled, Senior Services, Health Services, Child Care, Services for to At-Risk Populations, and Youth Services. Several of these services directly address the needs of various Special Needs populations. Elderly (High Priority) Recent trends indicate that the elderly population will have a growth rate that is significantly higher than the population as a whole. As a result, demand for senior services, such as meal delivery and transportation, will increase. Wichita Falls has a network of providers that work in the area to provide Meals on Wheels and transportation services to seniors. Additionally, seniors living on fixed incomes often encounter problems meeting expenses for utilities and prescription drugs. Typically, the elderly also have increased expenses related to health care, including the need for in-home assistance. These financial considerations force seniors to sometimes make hard decisions befinreen which bills to pay or they cut back their food budget to make ends meet, to the detriment of their health. Frail Elderly (High Priority) The 2006 - 2008 American Community Survey estimated the city's population of 62 and over at 14,998 which is 14.7 percent of the total population. The 2000 Census estimated that over 19 percent of city residents over the age of 65 had a"go-outside-home disability" (a condition that made it difficult to go outside the home), restricting them to services they could receive at home. These data indicate that the 84 need for services for this group is extensive and include most or all of the needs mentioned above for the elderly. The Consolidated Plan survey placed services for this group in the high priority category. Severe Mental Illness only (High Priority) Based on the 2000 census, 2,505 persons befinreen the ages of 16 to 64 and 1,666 persons age 65 years and older were classified as having mental disability. These figures represent a total of 4,171 or four percent of the city's total population. About 839 persons between the ages of 5 to 15 showed mental disability. The mentally ill tend to be extremely impoverished. They typically are unable to work and are often not connected to entitlement programs. The non-home�ess mentally ill need services such as outreach, medication, specialized crisis services, and, sometimes, substance abuse treatment. Some of these individuals are in genuine need of long-term care. The results of the Consolidated Plan survey and the shortage of community support services to meet the ever-increasing needs of the mentally has marked it as a high priority. Physically Disabled (High Priority) About 4,300 persons between the ages of 5 to 64 and 3,868 persons age 65 years and older were classified as having a physical disability in 2000. These figures represent 5,434 or 7.8 percent of the city's population that indicated a physical disability. The physically disabled experience problems with accessibility both at home and in the community. Many have problems finding housing that meet their needs and can accommodate wheelchairs or other mobility enhancements. The Consolidated Plan survey conducted in preparation for this document indicated that services for this group should be a high priority. Developmentally Disabled (Medium Priority) According to the 2000 census data, the number of developmentally disabled in the city is 187 for the age groups under 15. The population of disabled for the age group 16 to 65 is 1,670 and 1,886 for the ages 65 85 and above. The Consolidated Plan survey has also placed services for the developmentally disabled in the medium priority category. Alcohol/Other Drug Addictions Only (Low Priority) The National Institute of Alcohol Abuse and Alcoholism estimated the number of adult men with a drinking problem at 15 percent and that of adult women at 6 percent. These percentages, applied to Wichita Falis, would yield a population total of 11,080 persons. Alcohol and drug addicts would need extensive medical care and treatment, rehabilitation programs, and counseling/support groups to deal with their problems, as well as addressing unemployment and the resulting loss of income/insurance coverage due to their inability to perform job functions, and temporary assistance in meal preparation, housekeeping, and shopping (based upon the stage of the problem). HIV/AIDS (Low Priority) HIV/AIDS services are provided by a relatively small number of organizations operating in Wichita Falls. The Wichita County Public Health District offers HIV/AIDS testing, prevention education, and counseling services. Table 1 B: Special Needs (Non-Homeless) Populations pecial Needs Priority Unmet Dollars to Subpopulations Need Need Address Level Elderl H 1,770 $50,000 Frail Elderl H 784 $50,000 Severe Mental Illness H 2,288 $50,000 Develo mentall Disabled M 712 $25,000 Ph sicall Disabled M 100 $25,000 Persons w/ HIV/AIDS M 300 $50,000 Persons w/ Alcohol/ Other Drug ddictions L 0 0 otal 5,954 $250,000 86 Goal: Provide support to non-profit agencies that deliver services to the non-homeless special needs populations. Strategies: 1. Provide support for organizations that deliver senior services, which may include housing, feeding programs, and in-home healthcare. 2. Provide support for organizations that deliver services to persons with severe mental illness, including case management, referral, homeless shelter, and counseling. 3. Provide support for organizations that deliver assistance to persons with disabilities, including job training, housing assistance, and construction of accessible improvements. Non-housing Community Development Plan Table 26, on page 93, prioritizes Non-housing Community Development needs as provided through the results of the survey and previous priorities detailed in earlier Consolidated Plans. The dollars needed to address the identified priorities are drawn from the previous Consolidated Plan without substantial back up from engineering studies or extensive cost estimation. Needs identified for non-housing community development spans a range of issues from social services to major infrastructure projects. Included in this category are parks, day care centers, sewer improvements, small business assistance, code enforcement, senior centers, accessibility, and substance abuse services. In order to make any realistic impact on non-housing community development issues, the City of Wichita Falls will continue its ongoing planning effort to identify projects in CDBG eligible areas that help improve those areas. The following goals, objectives, and strategies attempt to address pressing issues related to non-housing communiry development. They attempt to direct efforts in a broad range of issues, each of which has an impact on community conditions and the City's overall success in bringing about improvements. 87 Goal: Improve living conditions in Wichita Falls by addressing non-housing community development needs. Objective 1: Address infrastructure and public facility needs in the CDBG eligible areas of Wichita Fails. Strategy 1.1: Provide funding for infrastructure improvements. Output: Funding for infrastructure projects in eligible CDBG Census Tracts. Outcome: Improve the quality of life of residents by improving the living conditions within lower income neighborhoods. Strategy 1.2: Support the improvement of public facilities. Output: Support the City with public facility improvements that provide services to CDBG eligible areas or clientele. Outcome: Improve the quality of life of residents by improving support facilities. Objective 2: Address community needs through community-based public service programs. Strategy 2.1: Provide funding to non-profit organizations to deliver services to seniors. Output: Fund five projects directed toward facilities and services to seniors. Outcome: Improved services to low-income senior populations in the city. Strategy 2.2: Provide support to the city and/or non-profit organizations to deliver physical or mental disability services. Output: Support nonprofit organizations and other providers of inental or physical disability services. Outcome: Improved services to low-income disabled populations in the city. Strategy 2.3: Provide support to non-profit organizations to deliver childcare services. Output: Fund one non-profit organizations annually that provides childcare services. Outcome: Improved childcare services to low-income families in the city. 88 Table 26 Estimated Priority Community Priority Need Level Dollars Needed Develo ment Needs Hi h, Medium, low, No Such Need To Address Public Facility Needs Senior Center M $30,00 Youth Centers M $70,00 Neighborhood Facilities M $60,00 Child Care Centers H $100,000 Parks and/or Recreation Facilities M $100,00 Health Facilities H $100,00 Parking Facilities L $0 Other Public Facilities � $ Infrastructure Improvement Solid Waste Disposal Improvements � $ Flood Drain Improvements M $600,00 Water Improvements M $1,000,00 Street Improvements H $1,500,00 Sidewalk Improvements H $1,500,00 Sewer Improvements M $1,000,00 Asbestos Removal N $ Other Infrastructure Im rovement Needs N $ Public Seroice Needs Senior Services H $50,00 Handicapped Services H $20,000 Youth Services H $50,00 Transportation Services M $50,00 Substance Abuse Seroices M $50,000 Employment Training H $400,00 Services to at risk populations H $50,00 Fair Housing Counseling H $15,00 TenanULandlord Counseling M $40,00 Child Care Services H $100,00 Health Services H $100,00 Other Public Service Needs � $ ccessibility Needs Accessibili Needs M $200,00 Historic Preservation Needs Residential Historic Preservation Needs � $ Non-Residential Historic Preservation Needs � $ Economic Development Needs Commercial-Industrial Rehabilitation M $70,000 Commercial-Industrial Infrastructure M $200,00 Other Commercial-industrial Improvements L $0 Micro-Business H $200,000 Other Businesses L $10,00 Technical Assistance H $300,00 Other Economic Develo ment Needs N $0 ther Community Development Needs Energy Efficiency Improvements � $ Lead-Based Paint Hazards M $100,00 Code Enforcement H $200,000 Planning Plannin H $180,00 otal Estimated Dollars to Address $8,445,00 89 The major obstacle in addressing the needs associated with non-housing community development efforts relates to the need for increased funding levels. Aging streets, economic development needs, demand for community services, and other community development needs bring increasing pressure on both CDBG and City General Fund budgets. Barriers to Affordable Housing A significant barrier to affordable housing remains the financial ability of the low-mod income families to provide necessary funding for acquisition or for major or minor homeowner repairs. Acquisition and repair programs implemented by the City are the primary sources of assistance that address this obstacle. Another obstacle the City continues to face is the rising cost of materials and labor for rehabilitation projects in the community and the negative impact of that escalation on the existing program limits. The City currently administers minor repair programs that enable low-mod income homeowners to stay in their homes in a safe and decent environment. Goal: Address barriers to affordable housing development and availability in order to reduce the cost burden on low and moderate-income residents. Strategies: 1. Provide downpayment and closing cost assistance to low income homebuyers. 2. Increase the number of affordable housing units available. 3. Provide funding to repair existing housing units for low income homeowners. Lead-based Paint Hazards The City of Wichita Falls continues to work in the community to identify, test, and abate lead-based paint hazards in housing where young children may be present. The City also works to expand the stock of housing free of lead-base paint hazards through rehabilitation, reconstruction, and new construction efforts. The City's programs have implemented the lead-based paint inspection and clearance procedures for CDBG and HOME assisted housing activities. Currently, the City Housing and Rehabilitation Inspector are certified by the Texas Department of Health as a Lead-Based Paint Risk Assessor. The City performs all initial and clearance inspections, sends paint and dust samples to a lab for examination, and assists with training for lead paint workers and supervisors. Property owners, tenants and homebuyers are notified of inspection and test results. Participants in all programs receive educational material. Goal: Increase the inventory of lead safe housing units under the Rehabilitation programs. (Owner occupied and rental) Strategies: 1. Continue to meet HUD lead-based paint abatement standards in housing rehabilitation and repair activities. 2. Expand the stock of lead safe housing units through housing initiatives. 90 Anti-Poverty Strategy The City of Wichita Falls and the Wichita Falls Housing Authority fund, sponsor, or operate a number of programs designed to address the needs of families living in poverty and assist them in their efforts to escape poverty status. These programs include GED classes, the Head Start program, child care center, and Boys and Girls Club. The City will continue to fund a training program for lower income persons to teach basic concrete work skills, which helps support efforts to construct handicap ramps and for sidewalk improvements in the City. The City of Wichita Falls supports the Health Department and operates the Housing Choice Voucher program to help reduce the number of persons below the poverty level. The City will also cooperate with other agencies that provide necessary services to reduce the number of families in poverty. Goal: Reduce the size of the impoverished population in the City of Wichita Falls. Objective 1: Expand job opportunities to low income residents in Wichita Falls. Strategies: 1. Provide training to unemployed and unemployed low-income residents in sidewalk and concrete construction skills. Objective 2: Increase childcare and educational opportunities for children from low-income families. Strategy: 1. Support non-profit agencies that deliver childcare, head start, and after-school services to low-income households. Objective 3: Expand affordable housing opportunities. Strategies: 1. Fund CHDO or other non-profit agencies to increase the number of affordable housing units available to low-income families. 2. Continue to provide down-payment and closing cost assistance to low-income homebuyers. Institutional Structure The City, working with private and public agencies, will use this plan to help overcome the gaps in providing and supporting the activities needed to address the needs developed in the Five-Year Plan. The 91 City cannot provide funds to meet all of the services and assistance needed to correct all the defined services and actions developed during the planning stage of the Consolidated Plan. The Non-Profit Management Center serves as a resource, commonly providing the link with most of the non-profits in the local area. Local banks, community service groups, county and state agencies are consulted on a regular basis to develop plans and apply for funding that will improve conditions for the areas with low- to moderate-income families. The City of Wichita Falls will utilize multiple funding sources and community resources in order to carry out the strategic goals of its Five-Year Consolidated Plan. Non-Profit organizations: The City works with several non-profit organizations that provide housing and community development services. These have included: Christmas in Action, Senior Citizens Center, Child Care, Inc., First Step, Boy's and Girl's Club, Habitat for Humanity, Patsy's House and North Texas Community Health Care Center. All of these organizations provide important services to residents of Wichita Falls: Affordable housing will be constructed and rehabilitated using HOME funds through the CHDO program and the In-Fill Housing Program. Private industry: The City has a good working relationship with several bank and mortgage companies that participate in the First Time Homebuyers Program and the In-fill housing program. The following is a list of past participating lenders: American National Bank, Bank One, First American Bank, First Bank, First National Bank of Wichita Falls, Prime West Mortgage, State National Bank, Strategic Mortgage, Chase Home Mortgage, Citi Mortgage, Fidelity Bank, Met Life Home Loans, Union Square Federal Credit Union, Postel Family Credit Union, and Wells Fargo Mortgage. Government entities: The City of Wichita Falls and the Wichita Falls Public Housing Authority are the government entities involved in housing and community development activities in the City. Goal: Identify and address gaps in the institutional structure for the implementation of the housing and community development plan. Strategies: 1. Work with non-profit organizations to address community needs and provide support to federal and non-federal funding initiatives. 92 2. Work with private industry to address important issues that hamper housing and community development efforts. 3. Support opportunities to create private/public partnerships for project finance and development to leverage federal funds. 93 Public Housing Resident Initiatives According to the Wichita Falls Housing Authority's 5-Year and Annual Plans, the gap analysis befinreen household and affordable units showed that there is a shortage for households earning less than 30 percent of Median Family Income (MFI). Adequate numbers of affordable safe apartments for moderate to low income families are available, and there is a shortage of affordable housing for very low to extremely low income families. The Wichita Falls Housing Authority's five-year strategic plan for 2005 - 2009 states the following goals: (6) Increase the availability of decent, safe and affordable housing in its communities; (7) Ensure equal opportunity in housing; (8) Promote self-sufficiency and asset development of families and individuals; (9) Improve community quality of life and economic viability; and (10) Strive to provide quality housing, safe and sanitary housing and to build a strong, healthy community while encouraging self-sufficiency and independence for it residents. To meet the goals of the plan, the City plans to do the following: (6) Apply for additional Housing Choice vouchers if funding becomes available; (7) Leverage state or private funds to create affordable housing; (8) Improve housing lease up rates and maintain the maximum number of families under lease that the budget limits will support; (9) To provide a comprehensive analysis of the rental market and provide the highest payment standards that the funding limits will support without reducing the number of participating families; (10)Provide landlord outreach to increase housing stock outside of the poverty areas; and (6) Promote seff-sufficiency and asset development by our tenants and the community. Coordination The City of Wichita Falls will continue to carry out and implement the consolidated strategy and plan. City Departments involved in this coordinated effort include, but are not limited to: Community Development Department, Housing Division, Neighborhood Resources Division, Public Works Department, Parks and Recreation, Sanitation, Utility Services, and the Police Department. The Non-Profit Management Center commonly provides the link with most of the non-profits in the local area. Local banks, community service groups, county and state agencies are consulted on a regular basis to develop plans and apply for funding that will improve conditions for the areas with low- to moderate-income families. The City will continue to coordinate with public and private sector agencies in the implementation of the five-year plan. 94 Goal: Improve coordination efforts between the City and other agencies and organizations committed to the improvement of housing and community development services in Wichita Falls. Strategies: 1. Expand participation with various agencies and organizations in order to implement the Consolidated Pian. 95 CITIZEN PARTICIPATION PLAN The City of Wichita Falls is an Entitlement Recipient of Community Devetopment Block Grant Funds (CDBG) under Title I of the Housing and Community Development Act of 1974, as amended and HOME Investment Partnership Act, Title II of the National Affordable Housing Act of 1990. The City of Wichita Falls' citizen participation plan was prepared in accordance with section 104 (a) 3 of the Housing and Community Act of 1974 and has been amended as required for the Consolidated Plan in accordance to CFR Part 91, section 105. The Citizen Participation Plan encourages participation by very low and low-income persons, particularly those living in slum and blighted areas and in areas where CDBG and HOME funds are proposed to be used. In addition, it encourages the participation of all its citizens, including minorities and non-English speaking persons, as well as persons with mobility, visual or hearing impairments. It encourages the participation of residents receiving housing assistance or living in public or assisted housing developments, in the process of developing and implementing the consolidated plan, along with other low income residents of targeted revitalization areas in which the developments are located. I. Participation of residents in low and moderate income neighborhoods The City will encourage citizens to participate in the development of the consolidated plan, any amendments to the plan, and the performance report through the following methods: The principle mechanism for achieving citizen involvement in the development, administration and evaluation of Community Development Block Grant and HOME Activities will be through the Neighborhood Resources Division of the Community Development Department. All aspects of citizen's participation will be conducted in an open manner, with freedom of access for all interested person and at handicapped accessible locations. The Mayor, Ciry Council, and City Administrators may appoint a citizen advisory committee to assist in receiving public input from the community. All citizen advisory committee meetings, public forums and public hearings will be posted on the official bulletin board of the City and / or published in the Wichita Falls Times Record News publication. 2. Function The Neighborhood Resources Division will perform the following functions: a. To solicit comments from persons within the community and persons residing in CDBG eligible census tracts relating to the needs of their neighborhoods and performance of the CDBG and HOME programs. b. To provide information to persons within community and persons residing in CDBG eligible census tracts concerning public hearings, public forums or meetings, proposed CDBG and HOME activities, performance evaluations, etc. c. Conduct or assist with public hearings and neighborhood meetings to obtain citizen input at all stages of the Community Development Block Grant and HOME Programs planning processes. The Department and any appointed Advisory Committee will review all public comments, recommendations and proposals concerning the development of needs, proposed activities, program amendments and program performance and submit its recommendations to the City Council. d. Conduct Citizen Advisory Commission meetings as required. I. It is the policy of the City of Wichita Falls to give citizens timely notice of local meetings and reasonable and timely access to local meetings, information, pertormance reports, and records relating to the City's proposed and actual use of Community Development Block Grant, HOME Investment Partnership, and Emergency Shelter Grant funds. 96 Procedures A. Official notice of public meetings and public hearings will be posted at least 72 hours in advance with the City Clerk of the City of Wichita Falls, Wichita Falls City Hall, Wichita Falls, Texas 76301 B. Notice of public hearings will be published in the Wichita Falls Times Record News prior to hearing dates. C. A statement of program objectives, proposed use of funds, and other information regarding the proposed Consolidated Plan will be published in the Wichita Falls Times Record News prior to the public hearing. D. Information that may be reviewed includes, but is not limited to: i. Amount of grant funding and program income anticipated in the coming year. ii. Range of activities that may be undertaken. iii. Estimated amount of grant funding and program income proposed to be used for activities that will benefit low and moderate-income persons. iv. Any proposed activities likely to result in displacement and the City of Wichita Falls' plan for minimizing displacement. II. It is the policy of the City of Wichita Falis to take reasonable steps to provide technical assistance to group representative of persons of low and moderate-income that request assistance in developing proposals. Procedures Groups representing persons of low and moderate income who are interested in receiving technical assistance may write or call the City of Wichita Falis, Department of Community Development, Neighborhood Resources Division, 1300 7 th Street, Wichita Falls, Texas 76301, Telephone Contact: 940-761-7448. A. An assessment of the type and extent of technical assistance needed by the representative group will be made by City staff upon request and in a timely manner. B. The City will make a good faith effort to see that reasonable requests for technical assistance are responded to in a timely manner. III. It is the policy of the City of Wichita Falls to hold public hearings and public forums for the purpose of obtaining the views of citizens and responding to proposals and questions. Procedures A. One Public Input Forum or Public Hearing to obtain the views of citizens on community development and housing needs will be held by the City of Wichita Falls Neighborhood Resources Division in a public facility accessible to the broader public. It is anticipated that hosting a public hearing or forum at a community facility will enhance citizen participation. 97 B. A minimum of one advertised Public Hearing to obtain the views of citizens on community development and housing needs will be held by the Wichita Falls City Council during the 30 day public comment period and advertised publication of the Consolidated Plan and Annual Action Plan for public comment. This public hearing will be held in the Wichita Falis City Hall, City Council Chambers. This site is equally accessible to all sections of the city and is the normal place for public hearings. C. Other public meetings may be held as necessary. D. Together, the public input forum and public hearing will address community development and housing needs, development of proposed activities, and review of program performance. E. Any additional public hearings will be held in the Wichita Falls City Hall, City Council Chambers. F. Reasonable accommodation for the physically challenged will be provided at public hearing sites. At least 48 hours (finro complete business days) advance notice is required. G. Comments received during the public comment period and at public hearings will be incorporated into the Consolidated Plan. IV. It is the policy of the City of Wichita Falls to take reasonable steps to assist non-English speaking residents to be able to understand and participate in discussions that take place at public hearings and public forums, when a significant number of non-English speaking residents can reasonably be expected to attend. Procedures A. Anyone anticipating that the effectiveness of the public hearing will be significantly reduced because of English language limitations should contact the City of Wichita Falls, Department of Community Development as far in advance of the public hearing as possible. B. At lease 48 hours (two complete business days) advance notice is required. V. It is the policy of the City of Wichita Falls to provide citizens with reasonable advance notice of and opportunity to comment on proposed activities not previously included in the Consolidated Plan and any proposed deletion or other substantial change to the activities. Procedures A. If the proposed Consolidated Plan is approved and it subsequently becomes necessary to substantially change the program content, a formal amendment process will be followed. i. An additional public hearing will be held. ii. Reasonable advance notice of the date, time, and place of the public hearing will be made available to the public. iii. The nature of the proposed change(s) will be described in sufficient detail to allow citizens to determine if they are affected and desire to comment on the proposed change. B. "Substantial Change" is defined by the City of Wichita Falls to be: 98 i. A proposed new activity which cannot reasonably be construed to have been included within the programmatic intent of the adopted application or in the commitment of funds to a specific project; or ii. An activity that was identified in the adopted application, but which subsequently is proposed to be deleted; or iii. An activity that is proposed to be altered in terms of its purpose, scope, location, or beneficiaries to such an extent that it can no longer reasonably be construed as the activity reviewed by the public and approved by the Wichita Falls City Council. C. The criteria to be used in determining if an activity is "substantially changed" shall be based upon one or more of the above definitions and upon Wichita Falls City Council actions to modify/amend the Consolidated Plan proposed activities. D. City staff shall proactively monitor each funded project for compliance with its respective performance criteria and provide periodic progress reports to the City Council. E. Any activity that is judged to be at risk of substantially changing from its originally intended purpose, scope, location, or beneficiaries will be reviewed in a public hearing forum prior to a decision by the City Council as to whether the performance objectives of the project shall be amended. VI. It is the policy of the Ciry of Wichita Falls to take reasonable steps to address concerns expressed by citizens and to respond to any formal complaints or grievances in a timely manner. Procedures A. Citizens are urged to bring any concerns they may have regarding the Consolidated Plan to the attention of the City of Wichita Falls, Neighborhood Resources Division by calling 940-761-7448. It is anticipated that most concerns can be quickly and successfully addressed through direct conversation. B. Unresolved issues, complaints, or grievances may be formally submitted to the following add ress: City of Wichita Falls Department of Community Development, Neighborhood Resources Division 1300 7 th Street Wichita Falls, Texas 76301 Attention: Consolidated Plan Comment C. In order for the City to be able to respond effectively, any formal complaint or grievance must be in writing and follow the procedures shown below: i. It must be legible — typed correspondence is strongly urged. ii. It must be signed, dated, and indicate if the correspondent is representing his/her personal concerns or those of a larger group, in which case, the name and description of the group must be stated. iii. It must clearly identify the specific complaint or grievance and should state what corrective action is being sought. 99 D. The City will provide timely written answers to written complaints and grievances. The time required to respond may vary depending upon the nature and complexity of the specific complaint. Where practicable, written answers will be provided within 15 working days of the receipt of the written complaint. VII. It is the policy of the City of Wichita Falls to encourage citizen participation, particularly by low and moderate-income persons who reside in the areas for which grant funding is proposed to be used. Procedures A. Reasonable notice will be given to the general public at appropriate times as the details of the proposed use of grant funding is identified. B. After specific proposals for projects funded under CDBG regulations' area benefit definition are received and evaluated, and authorization is given by the City Council for the City Manager to implement the final funding decision, additional citizen participation procedures may be implemented. The specifics of these procedures may vary from project-to-project in order to respond to unique circumstances. The general process will be as follows: i. Identify the geographic boundaries of the area most likely to be affected by the proposal and the principal organizations known to represent or otherwise be affiliated with the low and moderate-income residents. ii. Proactively communicate the purpose of and means by which grant funding will to be used. iii. Provide reasonable opportunities for low and moderate-income residents to ask questions and receive answers regarding how they might be affected by the proposed use of grant funding. 3. Publications 1. Five-Year Consolidated Plan A summary of the proposed five-year consolidated plan will be placed in The Wichita Falls Times Record News and will allow at least thirry (30) days for persons to comment. The summary will describe the contents and purpose of the consolidated plan and include a list of the locations where copies of the entire plan may be examined. 2. One-Year Action Plan A notification will be placed in The Wichita Falls Times Record News to inform citizens of the availability of the one-year action plan to afford citizens a reasonable opportunity to examine their contents. At least thirty (30) days will be allowed to receive citizen comments. 3. Substantial Amendments 100 A notification will be placed in The Wichita Falls Times Record News to inform citizens of the availability of any substantial amendments to the one-year action plan or the five-year consolidated plan, as these documents are developed, to afford citizens a reasonable opportunity to examine their contents. At least thirty (30) days will be allowed to receive citizen comments. 4. Consolidated Performance Report A notification will be placed in The Wichita Falls Times Record News to inform citizens of the availability of the consolidated performance report to afford citizens a reasonable opportunity to examine the contents. At least fifteen (15) days will be allowed to receive citizen comments II. Access to Public Information A. Public access to information and records regarding the CDBG and other Grant Programs. The City will provide for full and timely disclosure of its program records and information for the preceding five years consistent with applicable state and local laws regarding personal privacy and obligations of confidentiality. Documents relevant to the program shall be made available at the City's Community Development office located at 1300 7'" Street, during normal working hours for citizens' review upon either written or oral request. Such documents include 1) all mailing and promotional material; 2) records of public hearings; 3) All key documents, including all prior applications, letters of approval, grant agreements, the citizens participation plan, performance reports, evaluation reports, Consolidated Plan, other reports required by HUD, and the proposed and approved application for the current year; 4) Copies of the regulations and issuance's governing the program; and, 5) Documents regarding other important program requirements, such as contracting procedures, environmental policies, fair housing and other equal opportunity requirements, and relocation provisions 101 B. Availability of Consolidated Plan Copies of the consolidated plan will be available at the City of Wichita Falls Library (main branch), and the City of Wichita Falis Neighborhood Resources Division. III. Technical Assistance The City of Wichita Falls Community Development Department will provide for and encourage the submission of views and proposals regarding the Community Development and HOME Programs by citizens, particularly low and moderate-income persons and residents of blighted neighborhoods. The City will provide technical assistance to groups representative of persons of very low and low income that request such assistance in developing proposals for funds under any of the programs covered by the consolidated plan. The level and type of assistance will be determined at the time of the request. The City will provide a timely written response to all written proposals submitted stating the reasons for the action taken by the City on the Proposals. The Community Development Department, Neighborhood Resources Division Office will provide technical assistance to any appointed citizen advisory board or committee to familiarize them with overall program aspects; particularly the process for determining community needs, program planning, citizen input and program assessment. IV. Anti-Displacement The City of Wichita Falls intends to minimize displacement of persons in the implementation of CDBG and HOME activities. If displacement becomes necessary in order to accomplish program objectives, persons displaced will be assisted according to the HUD Handbook 1378, Tenant Assistance, Relocation and Real Property Acquisition, including any amendments and 24 CFR part 92.353, displacement, relocation and acquisition regulations. V. Complaints and Grievances Citizen complaints or grievances may be submitted in writing and mailed to the Neighborhood Resources Division Office, 1300 7' Street, Wichita Falls, TX 76301 or may be hand delivered. A written response will be provided within fifteen (15) working days where practicable to all written complaints and grievances received by the Community Development Department. VI. Amendments 102 The City of Wichita Falls will amend its consolidated plan whenever one of the following decisions is made: 1. To make a substantial change in its allocation of priorities or a substantial change in the method of distribution of funds; 2. To carry out an activity, using funds from any program covered by the consolidated plan (including program income), not previously described in the action plan; 3. To substantially change the purpose, scope, location, or beneficiaries of an activity. Public comments for amendments to the consolidated plan will follow the procedures outlined above in section I-B concerning public hearings. A"Substantial Change" is defined by the City of Wichita Falls to be: 1. A proposed new activity which cannot reasonably be construed to have been included within the programmatic intent of the adopted application or in the commitment of funds to a specific project; or 2. An activity that was identified in the adopted application, but which subsequently is proposed to be deleted; or 3. An activity that is proposed to be altered in terms of its purpose, scope, location, or beneficiaries to such an extent that it can no longer reasonably be construed as the activity reviewed by the public and approved by the Wichita Falls City Council. 103 FY 2010 Annual Action Plan - City of Wichita Falls Introduction The National Affordable Housing Act," also known as Cranston-Gonzalez, was passed by Congress in 1990, as Public Law 101-625. This legislation established the requirement that states and local governments that apply for direct assistance under certain HUD programs have a Comprehensive Housing Affordability Strategy that has been approved by HUD. Therefore, as set forth in 24 CFR Part 91, the U.S. Department of Housing and Urban Development (HUD) requires jurisdictions to incorporate their planning and application requirements into one plan called the Consolidated Strategy Plan. A Consolidated Plan was prepared for federal fiscal years 2010 - 2015. An Annual Action Plan must be prepared for each year of the Consolidated Plan. According to the guidelines, "the Consolidated Plan is a collaborative process whereby a community establishes a unified vision for community development actions. Consolidating the submission requirements offers local jurisdictions a better chance to shape the various programs into effective, coordinated neighborhood and community development strategies. It also creates the opportunity for strategic planning and citizen participation to take place in a comprehensive context, and to reduce duplication of efforts at the local level." This 2010 - 2015 Consolidated Plan and Annual Action Plan for Fiscal Year 2010 were developed in response to specific federal regulations. The Consolidated Plan spans five fiscal years and encompasses housing and non-housing community development activities, resources and projects to be undertaken from October 1, 2010 through September 30, 2015. An Annual Action Plan must be prepared for each year of the Consolidated Plan. The City's proposed allocation for FY 2010 consists of a total $2,483,525 in projected support from the following programs: (1) Community Development Block Grant (CDBG) $1,531,250; and (2) HOME Investment Partnership (HOME) $552,275. An additional $400,000 is anticipated in CDBG Program Reallocation from the previous year creating a total CDBG budget of $1,931,250. The activities and programs to be undertaken in FY 2010 are described in the Annual Action Plan and are aligned with the 5 Year Strategic Plan, as outlined in the Consolidated Plan. The following is the proposed FY 2010 Annual Action Plan, which identifies the method of distributing HUD funds and outlines the City's overall housing and community development needs and strategies. This Annual Action Plan for Fiscal Year 2010 was developed under HUD's guidelines for the Consolidated Plan and the requirement to prepare and submit an annual plan for the ensuing fiscal year. This plan was developed using an effective citizen participation process in compliance with the regulations set forth in 24 CFR Part 91. Comments received during this process have been incorporated into this 104 document. The City's Community Participation Plan encourages and empowers citizens to participate in the development of viable urban programs. 2010 ENTITLEMENT FUNDING SOURCES Fiscal Year 2010 Federal Funding: Communi Develo ment Block Grant CDBG Allocation $1,531,250 CDBG Fundin Prior Year Car over Reallocation $400,000 HOME Investment Partnershi HOME Allocation $552,275 Total $2,483,525 The following is the proposed FY 2010 Annual Action Plan, which identifies the method of distributing HUD funds and outlines the City's overall housing and community development needs and strategies. 105 One Year — Goals and Objectives The Strategic Plan provides guidance on affordable housing goals and objectives for FY 2010 -2015. The 2010 Annual Action Plan goals and strategies are restated below with Fiscal Year 2010 outputs. Affordable Housing Goai: Improve the condition and availability of affordable housing in Fiscal Year 2010 - 2011. Objective 1: Improve the condition of housing for low-income homeowners. Strategy 1.1: Provide emergency housing repairs for low-income homeowners. Output: Allocate funds for 10 units of emergency housing repairs of owner- occupied structures for FY 2010. Outcome: Improve the quality of life for participants by improving their living conditions and reduction of substandard housing. Indicator: The number of households with improved living conditions and the number of substandard housing brought to code standards. Strategy 1:2: Provide minor housing repairs for low-income households. Output: Allocate funds for 15 units of minor housing repairs of owner-occupied structures for FY 2010. Outcome: Improve the quality of life for participants by improving their living conditions and reduction of substandard housing. Indicator: The number of households with improved living conditions and the number of substandard housing units brought into compliance with code standards. Objective 2: Increase the viability for potential homeownership opportunities. Strategy 2.1: Provide down-payment and closing cost assistance and/or principle reduction assistance to low and moderate-income households. Output: 25 households assisted for FY 2010. Outcome: Participants move from being renters to homeowners. Indicator: The number of participants who purchase a home. Strategy 2.2: Provide funding for low-income homebuyers in partnership with non-profit agencies. Output: Infill-Mortgage Buy-down for 7 households in partnership with Habitat for Humanity in FY 2010. Outcome: Participants move from being renters to homeowners. Indicator: The number of participants who purchase a home. Objective 3: Increase affordable housing stock in the city. Strategy 3.1: Provide funding to non-profit agencies to construct new affordable housing. Output: 7 units in the next year in partnership with Habitat for Humanity in FY 2010. Outcome: Participants move from being renters to homeowners. Indicator: The number of participants who purchase a home. Objective 4: Decrease the number of vacant substandard housing units within the City of Wichita Falls. Strategy 4.1: Continue current code enforcement efforts. Output: 600 units inspected in FY 2010, resulting in repair or issued citations. Outcome: Elimination of blighted conditions in the city. Indicator: The number of substandard housing units demolished or repaired due to code enforcement efforts. 106 Strategy 4.2: Continue demolition and clearance of vacant dilapidated structures. Output: 40 units demolished in FY 2010. Outcome: Elimination of a blighting influence in at risk areas of the city. Indicator: The number of substandard structures demolished. Homelessness The City of Wichita Falls supports a variety of housing and public service programs operated to service the homeless and special needs population. The efforts of the homeless coalition, through the Continuum of Care process, have provided guidance on the needs of these communities. The process has resulted in a better understanding of the homeless and special needs community and their housing needs, enabling the City to arrive at a set of goals and objectives. These goals and objectives are provided below, with strategies and production goals for FY 2010. Goal: Facilitate an expansion of housing and services offered to homeless families and individuals in Wichita Falls. Objective 1: Strengthen the collaboration with homeless providers to supply a continuum of services. Strategy 1.1: Attend meetings and outreach activities that support homeless efforts. Output: Attend at least 1 meeting and support at least one outreach effort in FY 2010. Outcome: A clear understanding of issues surrounding homelessness and possible solutions. Indicator: The number of homeless meetings attended. Strategy 1.2: Provide staff assistance for subcommittees, homeless counts, and Continuum of Care development. Output: At least one staff member will participate on one subcommittee and assist with homeless counts in FY 2010. Outcome: Increased participation by the City of Wichita Falls in the homeless continuum of care process. Indicator: The number of homeless activities participated. Objective 2: Support the expansion of homeless facilities by construction or rehabilitation of facilities for homeless families and individuals. Strategy 2.1: Support nonprofit organizations in acquiring funding for construction/rehabilitation of facilities for homeless families and individuals. Output: No funds available in FY 2010. Outcome: Services are provided that are essential to the homeless continuum of care in Wichita Falls. Indicator: The number of homeless facilities constructed or rehabilitated. Strategy 2.2: Support nonprofit organizations in acquiring funding for special needs services for homeless families and individuals. Output: Provide support to non-profit organizations that provide special needs services to homeless populations. Outcome: Services are provided that is essential to the homeless continuum of care in Wichita Falls. Indicator: The number of services targeted to homeless special needs populations. 107 Other Special Needs The goals and strategies to address non-homeless special needs from the Strategic Plan are duplicated below. Goal: Provide support to non-profit agencies that deliver services to the non-homeless special needs populations. Strategies: 4. Provide support for organizations that deliver senior services, which may include housing, feeding programs, and in-home healthcare. 5. Provide support for organizations that deliver services to persons with severe mental iliness, including case management, referral, homeless shelter, and counseling. 6. Provide support for organizations that deliver assistance to persons with disabilities, including job training, housing assistance, and construction of accessible improvements. Non-Housing Community Development The goals, objectives, and strategies from the Strategic Plan to address public improvements and infrastructure are duplicated below with 2010 outputs. Goal: Improve living conditions in Wichita Falls by addressing non-housing community development needs. Objective 1: Address infrastructure and public facility needs in the CDBG eligible areas of Wichita Falls. Strategy 1.1: Provide funding for infrastructure improvements. Output: Funding for infrastructure projects in the CDBG eligible areas of Wichita Falls. Outcome: Improve the quality of life of residents by improving the living conditions within lower income neighborhoods. Strategy 1.2: Support the improvement of public facilities. Output: Provide funding for the improvement of 3 public facilities. (Senior Citizens - Roof Replacement - 1000 Burnett, North Central Texas Medical Foundation - Building Rehab, Patsy's House - Parking Improvements / Handicap Accessibility). Outcome: Improve the quality of life of residents by improving support facilities. Objective 2: Address community needs through community-based public service programs. Strategy 2.1: Provide funding to non-profit organizations to deliver services to seniors. Output: Fund one project directed toward facilities and services to seniors. Outcome: Improved services to low-income senior populations in the city. Strategy 2.2: Provide support to the city and/or non-profit organizations to deliver physical or mental disability services. Output: No funds allocated in FY 2010. Outcome: Improved services to low-income disabled populations in the city. Strategy 2.3: Provide support to non-profit organizations to deliver childcare services. Output: Fund one non-profit organizations annually that provides childcare services. Outcome: Improved childcare services to low-income families in the city. 108 Barriers to Affordable Housing The goals and strategies to address barriers to affordable housing from the Strategic Plan are duplicated below. Goal: Address barriers to affordable housing development and availability in order to reduce the cost burden on low and moderate-income residents. Strategies: 4. Provide downpayment and closing cost assistance to low income homebuyers. 5. Increase the number of affordable housing units available. 6. Provide funding to repair existing housing units for low income homeowners. Foster Affordable Housing / Fair Housing Impediments The Analysis of Impediments to Fair Housing was conducted during FY 2009 — 2010 and a list of impediments to fair housing in Wichita Falls. Four major categories of impediments were analyzed: Real Estate Impediments; Banking, Finance, and Insurance Related Impediments; Socioeconomic Impediments; and Neighborhood Conditions as Impediments. For each of the categories, impediments were identified and presented along with a summary of the issues and impacts. The following are the impediments identified in the Analysis of Impediments and the strategies to address them. The City will evaluate impediments to determine feasibility for implementation. Real Estate Impediments Impediment: Lack of adequate affordability of housing. Issues: Nearly 32°/a of White households earned less than $24,999 in annual income, while 47.2% and 52.02°/a of Hispanic and African-American households, respectivety, earned under $24,999 a year. Minority populations are most affected by limited income making homeownership nearly impossible for many households. According to 2000 Census data, the median home value for single-family houses in the city was $60,900 and the median contract rent was $403. Impacts: High percentages of minorities fall into lower income groups. An analysis of household income and cost burden factors suggests that there is a strong need for affordable housing in the city. Without adequate affordable housing options lower income and minority households tend to be cost burdened with regard to their monthly mortgage (principal, interest, taxes, insurance, and utilities) or rent payments. 109 Remedial Actions: It is recommended that the City work in partnership with the Chamber of Commerce on workforce housing solutions. Through this relationship a task force can be developed to encourage major employers and lenders to design and implement Employer- Assisted Housing (EAH) programs and to encourage employers to work with employees in their efforts to purchase housing. The city should maintain and increase partnerships with local developers and non-profit organizations to expand the stock of affordable housing. Banking, Finance, and Insurance Related Impediments Impediment: Impacts of increased foreclosures and the sub-prime mortgage lending crises. Issues: The housing foreclosure rates across the country continue to climb and the impacts are still being felt in Texas. RealtyTrac.com listed the State of Texas as having 80,172 foreclosures for April 2010, Wichita County with 421 and Wichita Falls with 303 for that same period. Impacts: The rise in foreclosure rates may be related to both the rise in unemployment rates and the rise and fall of sub-prime lending market. Sub-prime lending was also a factor with lenders offering loans to less-creditworthy borrowers, borrowers that lack sufficient down-payments to afford the property, and risk based borrowers that speculate on the real estate market by acquiring real estate with no equity investment/down-payment in hopes that the property will appreciate in value over a short period of time. Remedial Actions: Create initiatives that reduce mortgage defaults and foreclosure rates among low and moderate income home buyers. The City should work with National Non-Profit Housing Intermediaries and HUD to develop a program that reduces the mortgage default rate and foreclosure rates among low and moderate income home buyers and existing home owners. Impediment: Low number of loan applications from minorities. Issues: A look at the Home Mortgage Disclosure Act data for Wichita Falls indicates that the ratio of loan applications to percentage of population for minority groups within the home mortgage loan market differs from that of Whites. Impact: Disparity in lending practices suggests that a higher proportion of Hispanic and African- American households will also remain renters, thereby limiting the potential for these citizens to build equity through homeownership opportunities. Remedial Actions: Wichita Falls should increase its homebuyer outreach and education efforts in order to increase the number of minorities who apply for mortgage loans. The City should encourage financial institutions and mortgage companies to expand their homebuyer support services to more people as a means of improving the origination rates among minorities. Impediment: Predatory lending and other industry practices. 110 Issues: Predatory lending practices continue to be a widespread concern in Wichita Falls. Anecdotal comments and perceptions were cited, by persons interviewed and those attending the focus group sessions, suggesting unfavorable lending practices. Impact: Predatory lending practices often result in a lower-income household losing their home, automobile or other collateral. Remedial Actions: The City of Wichita Falls should encourage lending institutions to insure that banking services are extended to all low-income census tracts and to provide greater outreach to the low income and minority communities to lessen the use of predatory lenders. The City should encourage the Chamber of Commerce or another local entity to consider establishing a consumer hot line for receiving complaints relative to industry practices cited. Socio-Economic Impediments Impediment: Poverty and low-income among minority populations. Issues: For many households, low or no income is a major factor preventing their exercise of housing choice. Minority populations in the city as a whole and minority concentrated areas of the city are confronted with even higher percentage of their population living in poverty than Whites. Impact: Households experiencing a severe lack of income and those unemployed typically must accept housing in the oldest and sometimes lower income concentrated areas of town. Housing tends to be segregated by income class and sometimes by race or ethnicity, where the housing stock is most likely to be in poor condition, there are higher reported incidents of criminal activity, and opportunities for improving a person's quality of life are low. Remedial Actions: The City and Chamber of Commerce should continue to work on expanding job opportunities through the recruitment of corporations, the provision of incentives for local corporations seeking expansion opportunities, assistance with the preparation of small business loan applications, and other activities aimed at reducing unemployment and expanding the base of higher income jobs. Neighborhood Conditions Related Impediments Impediment: Limited resources to assist lower income, elderly and indigent homeowners to maintain their homes and stability in neighborhoods. Issues: While many of Wichita Falls neighborhoods are relatively stable a few neighborhoods are beginning to experience decline. The decline of these neighborhoods will be further exacerbated if routine and preventive maintenance does not occur in a timely manner. Impact: Residents and landlords need to keep pace with the maintenance demands of housing, an aging housing stock. This will enhance and support a healthy neighborhood "Image and Identity" and help attract new residents and retain existing residents and businesses. 111 Remedial Actions: The City should evaluate the use of a Centralized Program of Self-Help Initiatives based on volunteers providing housing assistance to designated elderly and indigent property owners and assist them in complying with municipal housing codes. Lead Based Paint The City of Wichita Falls continues to work in the community to identify, test, and abate lead-based paint hazards in housing where young children may be present. Goal: Increase the inventory of lead safe housing units under the Rehabilitation programs. (Owner occupied and rental) Strategies: 3. Continue to meet HUD lead-based paint abatement standards in housing rehabilitation and repair activities. 4. Expand the stock of lead safe housing units through housing initiatives. Anti-Poverty Strategy The goals, objectives and strategies to work toward reducing poverty from the Strategic Plan are duplicated below. Goal: Reduce the size of the impoverished population in the City of Wichita Falls. Objective 1: Expand job opportunities to low income residents in Wichita Falls. Strategy: 2. Provide training to unemployed and unemployed low-income residents in sidewalk and concrete construction skills. Objective 2: Increase childcare and educational opportunities for children from low-income families. Strategy: 2. Support non-profit agencies that deliver childcare, head start, and after-school services to low-income households. Objective 3: Expand affordable housing opportunities. Strategies: 112 3. Fund CHDO or other non-profit agencies to increase the number of affordable housing units available to low-income families. 4. Continue to provide down-payment and closing cost assistance to low-income homebuyers. I nstitutional Structu re Gaps in the institutional structure will be addressed as follows: Goal: Identify and address gaps in the institutional structure for the implementation of the housing and community development plan. Strategies: 4. Work with non-profit organizations to address community needs and provide support to federal and non-federal funding initiatives. 5. Work with private industry to address important issues that hamper housing and community development efforts. 6. Support opportunities to create private/public partnerships for project finance and development to leverage federal funds. Coordination Coordination befinreen the City of Wichita Falls and other agencies and organizations will be addressed as follows: Goal: Improve coordination efforts between the City and other agencies and organizations committed to the improvement of housing and community development services in Wichita Falls. Strategy: 2. Expand participation with various agencies and organizations in order to implement the Consolidated Plan. Public and Assisted Housing The Wichita Falls Housing Authority (WFHA) administers three public housing developments in Wichita Falls. The goals of the Wichita Falls Housing Authority are to expand the supply and improve the quality and living environment of assisted housing, promote self-sufficiency and asset development of assisted household, and ensure an equal opportunity and affirmatively further fair housing. The Housing Authority will continue to maintain and operates 621 units of public housing. About half of the units are two bedroom 113 units and 37 percent have 3 or 4 bedrooms. Thirty-one units are also accessible to handicapped persons. Services offered at the developments include a child care center, the Head Start program, Boy and Girls Club, and GED classes. The Housing Division of the City of Wichita Falis is a Pubiic Housing Authority (PHA) and operates the Section 8 Rental Assistance program with 864 vouchers in use as of June 2010. This program can provide rental housing assistance to Lower income families, single elderly, handicapped and disabled persons. The City of Wichita Falls uses federal funds to assist a family with the difference between 30 percent of their income and a set payment standard for the properly sized unit by number of bedrooms. As shown in the PHA's Annual Plan for FY 2009, there were 1,145 families on the waiting list for a Section 8 voucher. PERFORMANCE MEASUREMENTS The Fiscal Year 2010 Annual Action Plan identified all activities with regards to federal requirement for Community Planning and Development (CPD) Formula Grant Programs called the Outcome Performance Measurement System. This system is to be used to assign and report the City of Wichita Falls' Five Year Consolidated Plan and Annual Action Plans performance measures. This new system allows HUD to collect information on the outcomes of activities funded with CPD formula grant assistance, and to aggregate that information at the national, state and local level. The Pertormance Measurement System has three overarching objectives: (1) Creating Suitable Living Environments, (2) Providing Decent Affordable Housing, and (3) Creating Economic Opportunities. There are also three outcomes under each objective: (1) Availability/Accessibility, (2) Affordability, and (3) Sustainability. Thus, the three objectives, each having three possible outcomes, will produce nine possible "outcome/objective statement in HUD's Integrated Disbursement and Information System (IDIS) by entering data in the form of output indicators. The below chart illustrates the Outcome framework making links between Objectives, Outcomes and the 9 Outcome Statements. 114 Outcame #1 Outcome #2 Qutccme �3 Availabii' /Accessibil' Affordab� Sustainabi Enhance Suitable Livinq Enhance Suitable Livinq Enhance Suitable Objective #I Environment Through Environment Through Livinq Environment Suitable Living Improved/New Improved/New Through Environment Accessibilitv Affordabilitv Improved/New Sustainabilit Objective #2 Create Decent Housinq Create Decent Housinq Create Decent Decent with Improved/New with Improved/New Housin with Housing Availabili Affordabilitv Improved/New Sustainabili Provide Economic Provide Economic Provide Economic Objective #3 Opportunitv Through Opqortunitv Through Opportunitv Economic Improved/New Improved/New Through Opportunity Accessibilitv Affordabilitv Improved/New Sustainabili Based upon the intent when funding an objective, the City of Wichita Falls will determine under which of the three objectives to report the outcomes of their projects and activities. Once the objective is chosen, the City will choose which of the three outcome categories that best reflects what they are seeking to achieve (the results) in funding a particular activity. The Objectives, Outcomes and Outcome Statements for the City of Wichita Falls have been developed based upon the adopted Five Year Consolidated Plan Fiscal Year 2010 — 2015 goals, objectives, strategies and outputs. Those objectives that did not indicate a reportable beneficiary in HUD's Integrated Disbursement and Information System (IDIS) were eliminated. PRIORITY NEEDS ADDRESSED The following is the FY 2010 Annual Action Plan Performance measures identifying the method of distributing HUD funds, and outlining the City's overall housing and community development needs as they relate to the Outcome Performance Measurement System. I. SUITABLE LIVING ENVIRONMENT • . .. � . Outcome Statements: • Provide funding for 1 infrastructure improvement project. (Public Works - waterline replacement in FY2010) 115 • Support the improvement of 3 public facilities. (Senior Citizens - Roof Replacement - 1000 Burnett, North Central Texas Medical Foundation - Building Rehab, Patsy's House - Parking Improvements / Handicap Accessibility) • Provide support to 1 non-profit organization to deliver childcare services. (Child Care Inc. - Child Care Subsidies) • Provide funding to 1 non-profit organization to deliver services to seniors. (Senior Citizens of North Texas - Meals on Wheels) • . . ... Outcome Statements: No project in FY 2010 Annual Action Plan • . . Outcome Statement: • 600 code enforcement inspections. (Code enforcement). • Demolition and clearance of 40 vacant dilapidated structures. (demolition/clearance). The number of substandard structures demolished ll6 II. DECENT HOUSING • . .. . Outcome Statement: No project in FY 2010 Annual Action Plan • . � . ... Outcome Statements: • 10 emergency housing repairs for low-income homeowners. (Emergency Repair) • 15 minor housing repairs for low-income homeowners. (CDBG Minor Repair Program and Christmas in Action) • Down-payment and closing cost assistance, with minor repair to 25 households. (FTHB Downpayment Assistance Program and Minor Repair) • Funding to 7 low-income homebuyers in partnership with non-profit agencies. (CHDO Infill — Mortgage Buy-down -Habitat buyers) • Funding to non-profit agencies to construct 7 new affordable housing. (CHDO-Habitat of Humanity) • Attend meetings to strengthen the collaboration with homeless providers to supply a continuum of services. • Provide staff assistance for subcommittees, homeless counts, and Continuum of Care development. • Support nonprofit organizations in acquiring funding for construction or rehabilitation of facilities for homeless families and individuals. • Provide funding to provide special needs services for homeless families and individuals. (First Step - Bldg Rehab) • . � 117 Outcome Statements: No project in FY 2010 Annual Action Plan III. ECONOMIC OPPORTUNITY � • . � .. � No project in FY 2010 Annual Action Plan • . � . �.. No project in FY 2010 Annual Action Plan • . . No project in FY 2010 Annual Action Plan In addition, HUD Performance Measures including objectives and outcomes are provided for reporting in HUD's Integrated Disbursement and Information System (IDIS). IV. ADMINISTRATIVE PROJECTS For Community Development Block Grant (CDBG) this amount cannot exceed 20% of the allocation and for the HOME Investment Partnership Program (HOME) the limit is 10%. The administrative funds are allocated to City of Wichita Falls Community Development Department. CDBG: Oversight of housing and community development program initiatives: Long range/strategic planning and fiscal management; Develop and recommend implementation of policies, procedures, and regulations that support the development and preservation of affordable housing; Management of federally mandated housing and community development regulations, i.e. fair housing and environmental reviews; Preparation of Grantee Performance Report (CAPER), Consolidated Housing and Community Development Plan and Annual Action Plan. Sponsor: Community Development Funding Source: CDBG Administrative Funding Amount: $306,250 HOME Administration: Develop, revise, implement and evaluate the day-to-day operation of HOME program. Activities include program design, grant administration, sub-recipient compliance 118 monitoring, program outreach, training and technical assistance to potential and current project sponsors. Sponsor: Community Development Funding Source: HOME Administrative Funding Amount $ 55,227 119 Table 2C Summary of Specific Housing/Community Development Objectives Obj Strategies/Specific Objectives Performance Measure 5-Year 1-Year Outcomes/ # Expected Expected Objectives Units Units Housin Ob'ectives 1.1 Provide emergency housing The number of households with 50 10 DH-2 repairs for low-income improved living conditions and homeowners. (Emergency the number of substandard Repair) housing brought to code standards. 1.2 Provide minor housing repairs The number of households with 75 15 DH-2 for low-income households. improved living conditions and (CDBG Minor Repair Program the number of substandard and Christmas in Action) housing brought to code standards. 2.1 Provide down-payment and The number of participants who DH-2 closing cost assistance and /or purchase a home. 125 25 principle reduction assistance, with minor repair. (FTHB Down payment Assistance Pro am and minor re air) 2.2 Provide funding for low- The number of participants who 35 7 DH-2 income homebuyers in purchase a home. partnership with non-profit agencies. (CHDO Infill — Mortgage Buy-down -Habitat bu ers) 3.1 Provide funding to non-profit The number of new affordable 35 7 DH-2 agencies to construct new housing units constructed affordable housing. (CHDO- Habitat of Humani ) 4.1 Continue cunent code The number inspections of 3,000 600 SL-3 enforcement efforts. (Code substandard housing units due to enforcement) code enforcement efforts. 4.2 Continue demolition and The number of substandard 200 40 SL-3 clearance of vacant dilapidated structures demolished structures. (demolition/clearance). Availability/Accessibility Affordability Sustainability Decent Housing DH-1 DH-2 DH-3 Suitable Living SL-1 SL-2 SL-3 Environment Economic Development EO-1 EO-2 EO-3 120 � Table 2C - Continued Summary of Specific Housing/Community Development Objectives Obj Strategies/Specific Objectives Performance Measure 5-Year 1-Year Outcomes/ # Expected Expected Objectives Units Units Infrastructure Ob'ectives 1.1 Provide funding for Improve the quality of life for 2 1 SL-1 infrastructure improvements. residents by improving the living (Public Works - waterline conditions within the CDBG re lacement in FY2010) eli ible area. Public Facilities Ob'ectives 1.1 Support the improvement of Improve the quality of life for TBD 3 SL-1 public facilities. (Senior residents by improving the living Citizens - Roof Replacement - conditions within the CDBG 1000 Burnett, North Central eligible area. Texas Medical Foundation - Building Rehab, Patsy's House - Parking Improvements / Handica Accessibili ) Public Services Ob'ectives 2.3 Provide support to non-profit The number of persons receiving 3 programs 1 program SL-1 organizations to deliver services through the program. childcare services. (Child Care Inc. - Child Care Subsidies Availability/Accessibility Affardability Sustainability Decent Housing DH-1 DH-2 DH-3 Suitable Living SL-1 SL-2 SL-3 Environment Economic Development EO-1 EO-2 EO-3 121 I Table 1C Summary of Specific Homeless/Special Needs Objective Obj Specific Objectives Performance Measure 5-Year 1-Year Outcomes/ # Expected Expected Objectives Units Units Homeless i.l Strengthen the collaboration The number of homeless 5 1 DH-2 with homeless providers to meetings attended. su 1 a continuum of services. 1.2 Provide staff assistance for The number of homeless support 5 1 DH-2 subcommittees, homeless activities participated in by City. counts, and Continuum of Care develo ment. 1.3 Support nonprofits in acquiring The number of homeless facilities 0 0 DH-2 funding for expansion of constructed or rehabilitated. homeless services including construction or rehabilitation of facilities for homeless families and individuals. 1.4 Rehabilitation of facilities that TBD 1 DH-2 Provide rehabilitation of provide services targeted to facilities supporting special homeless and special needs needs services for homeless populations. families and individuals. (First Ste - Bld Rehab) HN/AIDS No funding has been identified through the City for HIV/AIDS. Non Homeless S ecial Needs 2.1 Provide funding to non-profit The number of persons receiving 1 program 1 progam SL-1 organizations to deliver services through the program. per year for services to seniors. (Senior the five Citizens of North Texas - years Meals on Wheels) 2.2 Provide support to the city The number of persons receiving 0 0 SL-1 and/or non-profit organizations services through the program. to deliver physical or mental disabili services. Availability/Accessibility Affordability Sustainability Decent Housing DH-1 DH-2 DH-3 Suitable Living SL-1 SL-2 SL-3 Environment Economic Development EO-1 EO-2 EO-3 122 Program Specific Requirements General Activities to be Undertaken The City of Wichita Falls will undertake eligible activities to improve the quality of life of low and very low- income citizens. The FY 2010 program will include entitlement funds from CDBG and HOME, program income, and other resources. The following tables describe the activities funded for 2010. CDBG Program Activities FY 2010 Total Grant Award 2010-11 $1,531,250.00 Prior-Year Carryover (Reallocation) 400,000.00 Estmated Program Income >25,000 00.00 Administrative Cap (20%) $306,250.00 Public Services Cap (15%) $229,687.00 Requesting AgencylDepartment Requested Current Year Administrative Grant Administration 306,250.00 Outside Agency (Public Svc.Category) Child Care Inc. - Child Care Subsidies 161,687.00 Senior Citizens of North Texas - Meals on Wheels 68,000.00 Outside Agencies (RehablConstruction) Christmas in Action - Home Repairs 40,000.00 Senior Citizens - Roof Replacement - 1000 Burnett 50,000.00 North Central Texas Medical Foundation - Building Rehab 45,000.00 Patsy's House - Parking Imprvmnts / Handicap Accessibility 30,000.00 First Step - Bldg Rehab 16,350.00 City Projects Minor Repair Program 100,000.00 Emergency Repair 50,000.00 Concrete Training Crew 100,000.00 Public Works - waterline replacement 608,963.00 Building/Code Enforcement — Demolition & Clearance 250,000.00 Building/Code Enforcement - Admin Cost 105,000.00 1,931,250.00 2010-2011 Grant Allocation 1,531,250.00 Available for Reallocation 400,000.00 Total CDBG Funds Available for Allocation 1,931,250.00 CDBG Program Specific Requirements Wichita Falis's CDBG entitlement funds are earmarked to continue to provide effective programming, monitoring, and management of activities meeting the CDBG national objectives: (1) benefiting low to moderate-income individuals; (2) eliminating slum and blight; and (3) addressing urgent needs. The City initiated a pianning process that involved broad-based community participation. Aggressive outreach efforts were utilized to reach a diverse population, including persons from very low, low, and moderate-incomes to homeless persons and persons with special needs. The Ciry worked closely with a number of individuals, public agencies, private nonprofit agencies and other groups throughout the planning process. The proposed CDBG entitlement for fiscal year 2010 is $1,531,250. Funds will be used for, but not limited to emergency and minor housing repair, homebuyer assistance, code enforcement, demolition, and administrative costs. An estimated $400,000 is available from prior year's reallocation. HOME Recapture Provisions The City of Wichita Falls will provide a subsidy in the form of a forgivable mortgage loan to assist first-time homebuyers in acquiring a home. The recipient of HOME funds must be a low-income household and occupy the property as his or her principle residence. The property is subject to recapture provisions for a term of five years for an investment of less than $15,000; a term of 10 years for an investment of $15,000 to $40,000; and a term of 15 years for an investment of greater than $40,000. Non-profit agencies and/or for-profit developers will acquire interim financing for the acquisition, renovation and/or new construction of homes within the city. The Ciry of Wichita Falls will provide a mortgage principle buy-down of up to $14,500 on behalf of the homebuyer when property is sold to an eligible buyer. The following provision and definitions will apply when a property is sold during the affordability period and transaction results in net proceeds: When the net proceeds are sufficient to repay both the HOME investment and a fair return to the seller, the full HOME investment will be recaptured and the seller provided a fair return on his or her investment. Net proceeds are defined as the sales price minus loan repayments and/or closing costs. The fair return to the seller is the seller's prorated share of the homeowner's equity in the property (the initial investment, the value of major improvements, and payment toward principle) based on the amount of time the seller occupied the property, after the HOME investment is satisfied. When the net proceeds are not sufficient to repay the HOME investment and a fair return to the seller, the City will recapture the full or partial HOME investment and any remaining funds will be used to repay a part of the seller's investment in the property. When the net proceeds are in excess of what is sufficient to repay both the full or partial HOME investment and the fair return to the seller, the HOME investment will be recaptured and the seller's investment will be paid. The excess will be shared with the seller on a prorated basis, based upon the amount of time the seller occupied the property. HOME Resale Provisions The City will provide HOME assistance to Habitat for Humanity to develop homeownership opportunities for low income homebuyers utilizing options of the resale provisions authorized under 24 CFR 92.254 (a)(5)(i). The selection of the applicable option will be based on individual projects. Deed restrictions, covenants running with the land, or other similar mechanisms must be used by the City as the mechanism to impose these resale requirements, except for option 3. The options are: Option 1— Recapture HOME Funds The City will permit sale of property with the full or partial repayment of the HOME assistance; When the net proceeds are sufficient to repay both the HOME investment and the fair return to the seller, the full HOME investment will be recaptured; When the net proceeds are not sufficient to repay both investments, the full or partial HOME investment will be recaptured by the city first, with any residual being provided to the seller. When the net proceeds are in excess of what is sufficient to repay both the full HOME investment and the fair return to the seller, the home investment will be recaptured and the fair return to the seller will be paid. The excess will be shared with the seller on a prorated basis, based upon the amount of time the seller occupied the unit; and, If the original cost to build or acquire the rehabilitated property exceeds the after rehab value of the property, the minimum HOME investment to be recaptured will be the original subsidy up to the original market value of the property. Option 2— Sell the Existing Property to a Subsequent Low Income Purchaser If the property is sold during the affordability period, the city will restrict the sale of the property to only a qualified low income buyer that will use the property as their principal residence. The seller must be allowed a fair return on investment, including improvements. Option 3— Certain Housing may be presumed to meet the Resale Restriction Upon an approved neighborhood revitalization strategy under 24 CFR 91.215 (e)(2) of the city's Consolidated Strategy Plan and a market analysis, the housing may be presumed to meet resale restrictions when the housing is available and affordable to a reasonable range of low-income homebuyers; a low income homebuyer will occupy the home assisted housing as the family's principal residence; and the original owner will be afforded a fair return on investment during the period of affordability without the imposition of enforcement mechanisms by the city. The table below summarizes the activities that will be performed through HOME funding allocation. HOME Program Funding Allocation FY 2010 — 2011 $552,275 HOME Program Administrative 10% of funding allocation $55,227 CHDO Set-Aside (Habitat for Humanity) 15% of funding allocation $82,841 [Available for HOME Program Activities] [414,207] HOME Programs FTHB Downpayment Assistance Program FTHB Down payment & closing $148,500 costs FTHB Minor Repair Program FTHB Single-family owner- $153,707 occupied minor repairs CHDO New Construction CHDO Infill — Mortgage Buy-down (Habitat buyers) (Habitat) $112,000 Affirmative Marketing Plan The City of Wichita Falls, through a coordinated effort with other organizations, is committed to the goals of affirmative marketing and fair housing. All HOME assisted rental and homebuyer projects with five or more HOME assisted units must affirmatively market the units under penalry of their funds becoming immediately due and payable. Records will be maintained that describe the affirmative marketing strategy and its results in attracting and making available opportunities to families that may be uninformed of potential housing prospects. Owners, with the collaboration of the Community Development Department, will evaluate the success of the affirmative and fair housing marketing plan actions annually. The following steps will be taken to ensure public awareness of federal fair housing laws and an owner's affirmative marketing strategy: The Equal Housing Opportunity logo witl be used on all correspondence including rental notices, lease agreements, and media releases or advertisements for HOME assisted projects. All rental applicants will receive an Equal Housing Opportunity pamphlet. The logo and Equal Housing Opportunity posters will be predominantly displayed at all rental application intake locations. Flyers and written summaries of available HOME assisted housing will be sent to all family shelters and to the Wichita Falls Housing Authority to be distributed to residents notifying them of available housing. Advertisements wil� be placed in the local publications describing the available housing with an Equal Housing Opportunity statement attached. The Neighborhood Resources Division will affirmatively market all housing assisted with HOME funds and use the Equal Housing Opportunity logotype or slogan in all press releases, informational materials, and advertisements. The Neighborhood Resources Division will co�lect information on racial and gender composition of all applicants and beneficiaries of the HOME program and require all sub recipients to collect and maintain similar information. � Monitoring The City of Wichita Falls follows the monitoring actions described below: Prior to start of the program year, funded sub-recipients are provided a copy of the Sub-recipient Handbook, Playing by the Rules, to use as a guide reference. Staff conducts desk reviews regularly, particularly when invoices are submitted for payment. Data and financial reports are reviewed and evaluated and sub-recipients are contacted to provide answers for any questions arising from the data presented. Sub-recipients receiving CDBG funds are monitored on-site annually and staff are in contact with them by phone and in person on a regular basis throughout the year to monitor any problem areas and train staff in program compliance. Monitoring actions address the following areas: management training and operations of the agency, records, compliance with contract requirements, recipients and eligibility, financial records, and audits. HUD comments arising from reviews of Action Plans and CAPERs are used as a basis to compare reporting data provided with that needed for compliance. Sub-recipients are required to submit timely reports of clients served, and these reports are regularly checked and verified for the correct information. For housing standards, the Housing Rehabilitation Inspector conducts a thorough inspection of all Minor/Emergency repair and First Time Homebuyer projects and documents property standards comp�iance and contractor work quality with written reports. At least two staff persons in Neighborhood Resources and at least two staff people in Accounting review all paperwork for payments for correct separation of duties and to catch any errors in calculations. Geographic Distribution The proposed allocation of funds is based on federal funding requirements for each formula-allocated grant. Areas of low to moderate-income concentration and certain areas of high minority concentration, and CDBG eligible areas will be targeted. Areas of low homeownership and deteriorating housing conditions were also considered in our targeting process. The focus of CDBG expenditures is in the target area that consists of those census tracts and block groups in which 51 % or more of the persons residing in these areas have incomes at or below 80% of the 2000 median family income of the (MSA). With the exception of expenditures directed to housing, public service agencies, handicapped accessibility, and limited clientele presumed benefit activities; CDBG projects must be located within the CDBG target area. HOME and CDBG funded housing activities are not restricted geographically, but may be utilized to assist any eligible low mod income homeowner living within the city limits of Wichita Falls.