HomeMy WebLinkAbout10/20/2009 06 2010-2014 CDBG and HOME Consolidated Plan Public Hearing; 2010 Annual Action Plan • BUSINESS OF THE CITY COUNCIL
YAKIMA, WASHINGTON
AGENDA STATEMENT
Item No.
For Meeting of October 20, 2009
ITEM TITLE: Public Hearing on the 2010 -2014 Community Development
Block Grant and HOME Consolidated Plan and 2010 Annual
Action Plan.
SUBMITTED BY: Bill Cook, CED Director
CONTACT PERSON/TELEPHONE: Michael Morales, CED Deputy Director
(575 -3533)
SUMMARY EXPLANATION: This public hearing before the City Council is to provide an
opportunity for and consider any comments on the Draft of the 2010 -2014 Community
Development Block Grant (CDBG) and HOME Consolidated Plan and 2010 Annual Action
Plan. The Plan is attached (Council Only).
Explanation:
Investment of the Federal Funds received through the CDBG and HOME programs is
111 guided by a 5 -year strategic plan and an annual action plan. Following considerable citizen
input from several sources, under the guidance of Yakima City Council members, and as
recommended by the U.S. Department of Housing and Urban Development (HUD)
regulations, a consultant has drafted a proposed plan. Also contained in the plan is a
proposed budget for FY 2010 programs.
The 2010 -2014 Community Development Block Grant and HOME Consolidated Plan and
2010 Annual Action Plan have been advertised and available for public comment since
September 29, 2009
Resolution Ordinance Other (Specify)
Contract Mail to (name and address):
Funding Source U.S. Depart t of Housing and Urban Development
APPROVED FOR SUBMITTAL: City Manager
STAFF RECOMMENDATION: Approve request.
BOARD /COMMISSION RECOMMENDATION: Committee recommended that this proposal
be forwarded to the full Council for approval.
COUNCIL ACTION:
•
2010 -2014 Consolidated Plan Public Notices Summary
411
Meeting Dates Meeting Location
• September 1, 2009 Miller Park YPAL
• September 24, 2009 City Hall Council Chambers
• September 29, 2009 City Hall Council Chambers
Additional Notices
• 30 day written comment period (additional notice)
• 2010 Annual Action Plan budget (draft)
• Scheduled Public Hearings
• October 20, 2009 City Hall Council Chambers
• November 17, 2009 City Hall Council Chambers
• Some notices are pending or have not been sent to the publication yet.
•
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I Yakima Washington
2010-2014 Consolidated Plan
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1 29 Sestember 2009
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City of Yakima
David Edler, Mayor
Micah Cawley, Assistant Mayor
Maureen Adkison, Councilmember at Large I
Bill Lover, Councilmember at Large
Sonia Rodriguez, Councilmember at Large
Rick Ensley, Councilmember District 3
Kathy Coffey, Councilmember District 4 •
Richard A Zais, Jr, City Manager
Dave Zabell, Assistant City Manager
Randy Beehler, Community Relations Manager
Community Development Advisory Board (CDAB)
Lee Murdock, Affordable Housing Coordinator, Yakima County
Department of Human Services
Lowel Kruger, Yakima Housing Authority Executive Director
Steve Lutin, Yakima Valley Partners Habitat for Humanity Director
Chris Link, Office of Industrialization Center Director
Community Economic Development Department
Bill Cook, Director Community Economic Development
Vaughn McBride, Community Planner
Office of Neighborhood Development Services (ONDS)
Archie Matthews, Operations Supervisor
Donna Lindsey, Neighborhood Development Loan Supervisor
Isabel Cruz, Neighborhood Development Accounting Specialist
Orville F Otto, Senior Program Supervisor
Travis O'Neal, Neighborhood Development Rehab Assistant
Iris Valladares, Department Assistant III
Jorge Villasenor, Translator
Consultant
Tom Beckwith FAICP, Beckwith Consulting Group
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The preparation of Yakima's 2010 -2014 Consolidated Plan & 2010 Action Plan
was financed in part with Yakima Community Development Block Grant.
Yakima's Office of Neighborhood Development Services (ONDS) complies with
federal, state, and local laws prohibiting discrimination. Accommodations for
people with disabilities are provided upon request.
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I Table of Contents
Introduction i
General 1
Executive Summary 1
Strategic Plan 14
General Questions 15
I Managing the Process 21
Citizen Participation 24
Institutional Structure 30
I Monitoring 33
Priority Needs Analysis & Strategy 33
Lead Based Paint 35
I Housing 39
Housing Needs 39
Priority Housing Needs 52
Housing Market Analysis 53
I Specific Housing Objectives 64
Needs of Public Housing 70
Public Housing Strategy 80
I Barriers to Affordable Housing 83
Homeless 96
Homeless Needs 96
I Priority Homeless Needs 100
Housing Inventory 101
Homeless Strategic Plan 104
I Emergency Shelter Grant (ESG) 108
Community Development 109
Community Development 109
Antipoverty Strategy 119
Low Income Housing Tax Credit 120
N - Homeless Special Needs 121
Specific Special Needs Objectives 121
I Non - Homeless Special Needs Analysis 124
Housing Opportunities for People with AIDS ( HOPWA) 137
Specific HOPWA Objectives 138
Glossary 139
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Table and Figures I I
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I City of Yakima
Office of Neighborhood Development Services
2010 CDBG ESTIMATED EXPENDITURES
(Does not Include any Carry Forward Dollars)
I Program 2010 Total
Program Delivery 2010 Estimated
HUD Programs (CDBG) Expenses Expenses Admin Expenses
1 CDBG Single Family Rehabilitation 570.202 (b) 138,971
I Senior / Disabled Rehabilitation 145,000
Single Family Rehabilitation 84,916
Single Family 1st Time Home Buyers 11,728
I Sing Family Rehabilitation - 308 Irrigation 10,000
Rehabilitation Relocation 570.201 (i) 4,000
Total 255,644 138,971 394,615
I II Economic Development 570.203 (b)
Adaptis Inc - Grant Year 2010 100,000
Whirlpool Corp - Year 2010 45,000
Unknwon 50,000
I Total 195,000 0 195,000
III Community / Public Services 670.201 (e)
I Graffiti Abatement 0 53,978 53,978
Affirmatively Furthering Fair Housing 570.201 (k) 4,000 66,004 70,004
OIC of WA: SECC Programs 75,000 75,000
I Total 79,000 119,982 198,982
IV Public Facilities 570.201 (c)
Southeast Community Cntr / Miller Park Activity Cntr 70,000
I (or other public facilities in the neighborhood)
Total 70,000 0 70,000
I V Neighborhood Imp - Dangerous Bldgs Clearance 570.201 (d) 20,000 20,000
VI Code Compliance 570.202 (c) 124,762 124,762
I Vll Administrative CDBG Costs 570.206 251,177 251,177
Grand Estimated Totals for Year 2009 619,644 383,715 251,177 1,254,536
321,426 1,254,536
I Entitlement is estimated as Congress has not yet approved the national HUD Budget.
Program Income is estimated since the figure is unknown until the money is received. 1,254,536
Appropriate adjustment will be made, if needed, when HUD awards am received. 0
I Cary forward will be encumbered when amount is known, in Spring, 2009.
Estimated 2010 CDBG Revenue 1,254,536
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20% Admin 250,907
' Code Compliance consistist of 2 FTE and 64% of Pemit Tech
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9/29/2009 is Budget Prep.2009.DRAFT.Guesstimate.SS
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City of Yakima
I Office of Neighborhood Development Services
I DRAFT 2010 CDBG ESTIMATED REVENUES:
ESTIMATED
A ccount No. & Description 2010
I 124.330.0000.33114.2CY
CD Block Grant - Current Year Estimated 1,185,386
I 124.330.0000.33114.2PY
CD Block Grant -Prior Year 2008 Carry Forwards
124.699.0000.36140. PI I 9,000
CDBG- Program Interest Income
124.699.0000.38500.PRG 60,000
CD Block Grant- Program Income
124.699.0000.36110.1 N 150
Interest from Investments
1 2010 ESTIMATED CDBG Revenues: 1,254,536
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9/29/2009 is 2009 Draft Budget
City of Yakima
I Office of Neighborhood Development Services
DRAFT 2010 HOME
2010 HOME ESTIMATED REVENUES
124.337.0000.33114.2 H M
I HUD HOME Program 682,410
124.337.0000331 14.2 H P
I HOME Program -Prior Year 2009 Carry Forward
1 24.337.0000.36140. H MI
HOME Program Interest Income 9,000
I 124.337.0000.38500.HMP
HOME Program Income 380,000
HOME Revenue Totals: 1,071,410
2010 HOME ESTIMATED EXPENDITURES
I Program 2010 Total —
All activity is eligible under 92.205 (a) (1) Program Delivery 2010 Estimated
I HOME PROJECT CATEGORIES: Expenses Expenses Admin Expenses
First - Time Homeowner Assistance (up to $30,000 each) 140,000 140,000
I Down Payment Assistance (up to $4,000 each = 30 or more) 120,000 25,000 145,000
Single - Family Home Rehabilitation 0
Community Housing Development Organization 649,558 29,711 5,000 684,269
(CHDO: HUD requirement, minimum of 15% of 2009
I HOME Entitlement plus Program Income)
New Construction 0 0 0
0
Administrative HOME Costs 102,141 102,141
I Grand Estimated Total Expenses for Year 2009 909,558 54,711 107,141 1,071,410
161,852 1,071,410
Entitlement is estimated as Congress has not yet approved the national H UD Bud
I Program Income is estimated as the figure is unknown until the money is received.
Appropriate adjustment will be made, if needed, when HUD awards are received.
Carry forward will be encumbered when amount is known, in Spring, 2009.
Estimated 2009 HOME EN and PI Revenue 1,071,410
10 %Admin 107,141
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9/29/2009 is Budget Prep.2009.Guesstimate
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INTRODUCTION
The 2010 -2014 Consolidated Plan coordinates all elements of
community development (housing, neighborhood development,
economic development, and human services) into a unified approach for
community development actions.
The plan establishes needs, resources, priorities, and proposed activities
to be undertaken with respect to the Community Development Block
Grant (CDBG) and the HOME Investment Partnerships Program (HOME),
along with other Department of Housing and Urban Development (HUD)
programs.
The CDBG was signed into law on August 22, 1974 as the Housing and
Community Development Act. As one of the largest and most successful
federal block grants to the states, cities, and counties, this program
allocates approximately $4,000,000,000 annually.
An advantage of the CDBG is the local control allowed over the use of
federal funds, thus enabling areas to localize programs and activities.
Activities funded by CDBG include affordable and accessible housing,
housing rehabilitation projects, childcare centers, health care, senior
citizen programs, street and sidewalk reconstruction, water and sewer
line construction, business loans, and community centers.
Each program funded must meet one of the three following objectives:
(1) benefit low- and moderate - income persons,
(2) prevent or eliminate slums or blight, or
(3) meet urgent community needs. HUD requires that 70% of CDBG
funds be used for activities that primarily benefit low and moderate -
income persons.
Yakima first applied for CDBG funds in , followed by the start of
its own Block Grant Program. However, Yakima did not become an
"entitlement city" until . As an "entitlement city" Yakima
receives funding each year based on a formula (which takes into
consideration population and measures of distress, including poverty,
age of housing, housing overcrowdings, and growth lag) rather than
competing for funds.
Citizen participation has been a fundamental element in the allocation of
CDBG funds. "Grassroots" neighborhood meetings served to allocate
funds until , at which time the Yakima Office of Neighborhood
Development Services (ONDS) was designated by the Mayor to be the
central community outreach agent.
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For this 2010 -2014 Consolidated Plan, a Community Development
Advisory Board (CDAB) was established composed of representatives
from the Yakima Housing Authority (YHA), Yakima Valley Partners
Habitat for Humanity, Office of Industrialization Center (OIC), and
Yakima County Human Services Department.
The CDAB will also advise on the allocation of funds for HOME, which
was created by the National Affordable Housing Act of 1990 with the
intent to provide decent, affordable housing to lower- income
households, expand the capacity of non - profit housing providers,
strengthen the ability of state and local governments to provide
housing, and leverage private- sector participation.
Yakima became a HOME "Participating Jurisdiction" in . Funds from
HOME are allocated by formula to Participating Jurisdictions and are
strictly for housing. Participating Jurisdictions must commit and spend
their funds within certain timeframes or they will consequently lose
HOME funds. Written agreements with developers, owners, contractors,
and sub - recipients must be made within 24 months, and HOME funds
must be expended within 5 years.
HUD requires that a 25% match of non - federal money be invested into
each program, along with 15% of funds reserved for Community
Housing Development Organizations (CHDO). Next Step Housing and
Triumph Treatment Services are the qualified CHDOs in Yakima.
Activities for HOME funding include: homebuyer activities (acquisition
and /or rehabilitation, new construction), rental housing (acquisition,
rehabilitation, new construction), and tenant -based rental assistance
(similar to Section 8 housing assistance).
In order to receive formula allocations of the above federal funds, HUD
requires the creation of a 5 -year Consolidated Plan. An accompanying
annual Action Plan is developed yearly and its progress is monitored
by a Consolidated Annual Performance Report (CAPER) submitted
to HUD.
The Consolidated Plan presents Yakima's plan to pursue the overall
goals of the community development and planning programs of HUD,
which are:
• To provide decent housing,
• To establish and maintain a suitable living environment, and
• To expand economic opportunities for every American,
particularly for very low- and low- income persons.
The Consolidated Plan serves the following functions:
• It is a planning document for the City, and builds on a
participatory process initiated at a grassroots level,
• It is an application for federal funds under HUD's formula grant
programs (e.g. CDBG, HOME),
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• It provides a strategy to be followed in carrying out a variety of
I HUD programs, and
• It provides a plan of action that provides a basis for assessing
performance.
COMPONENTS OF THE CONSOLIDATED PLAN
Although HUD does not prescribe a specific format, the Consolidated
Plan must contain certain elements and tables. HUD has created an
optional tool, Consolidated Plan Management Process (CPMP), to assist
formula grantees in meeting the requirements of a Consolidated Plan.
Beginning with this plan, Yakima converted from a locally developed
format used in prior years to the CPMP for the development of the
2010 -2014 Consolidated Plan. Components of the CPMP Five Year
Strategic Plan include narrative responses to specific questions that
must be responded to in order to be compliant with the Consolidated
Planning Regulations. Readers will see HUD's questions in small type
followed by Yakima's response.
The questions and responses provide information about:
• the geographic area and population including the allocation of
investments;
• how the Consolidated Plan process is managed including citizen
participation, the institutional structure to carry out the plan and
monitoring;
• description of needs, analysis of priorities and the strategies to
address needs in housing, public housing, housing barriers,
homeless and special needs and in community development.
Annual actions and activities are covered in the annual Action Plans, a
separate document based on the needs, goals and strategies described
in this 5 Year Strategic Plan.
Available resources for the 2010 -2014 Consolidated Plan term
includes funding from CDBG, HOME, Program Income, Revolving Loan
Fund, Section 108, and the Yakima General Fund.
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g * �� 3 -5 Year Strategic Plan
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o 001 � This document includes Narrative Responses to specific questions
G 9 e 0 that grantees of the Community Development Block Grant, HOME
q � bEV Investment Partnership, Housing Opportunities for People with AIDS
and Emergency Shelter Grants Programs must respond to in order to be compliant
with the Consolidated Planning Regulations.
1 GENERAL
1 Executive Summary
The Executive Summary is required. Include the objectives and outcomes identified
I in the plan and an evaluation of past performance.
1 3-5 Year Strategic Plan Executive Summary:
This Strategic Plan coordinates strategy to meet housing, community development,
and non - urgent needs. The Strategic Plan serves as a guide for developing the
I Annual Action Plans involved in each 5 -year Consolidated Plan term — or for the 2010
to 2014 period.
This section includes the Anti - Poverty Strategy as well as the institutional structure
I within which the Consolidated Plan is implemented.
The Strategic Plan is designed to achieve the following CBDG, HOME, and National
I Objectives:
CDBG Objectives
I • Provide decent housing
• Create suitable living opportunities
• Expand economic opportunities
I HOME objectives
• Expand the supply of decent, safe, sanitary, and affordable housing, with
primary attention to rental housing for low- income persons
I • Leverage private sector participation
• Expand the capacity of non - profit housing providers
I National objectives
• Benefit low- income* persons
• Aid in the prevention or elimination of slums or blight
• Meet a need having a particular urgency
For the purposes of the Strategic Plan Section, the term "low- income" will includes those households with
I II income at or below 80% of the median income.
PERFORMANCE OUTCOME MEASUREMENT
US Department of Housing & Urban Development (HUD) expects Community
Development Block Grant (CDBG) and HOME Investment Partnerships Program
3 -5 Year Strategic Plan 1 Version 2.0
Jurisdiction
(HOME) grantees to use performance measurement systems to address productivity
and program impact. Beginning in 2006, HUD implemented a refined performance
measurement system. The 5 components of the performance measuring system are:
1) Goals, 2) Inputs, 3) Activities, 4) Outputs, and 5) Outcomes.
Determining appropriate measurements for "outcomes" is critical to the performance
measurement system. Developing "outcome" measurements is complex because
CDBG and HOME funds can be used for a variety of activities with differing funding
priorities from year to year. The amount of CDBG and HOME funds received by
Yakima is small relative to the large amount of housing, human services, and
economic development activities in Yakima and Yakima County.
Three brad Objectives are established for activities funded with CDBFG and /or HOME
that focus on low and moderate - income households that are consistent with the
needs and strategies of the Consolidated Plan:
• Create suitable living environments
• Provide decent, affordable housing
• Create economic opportunities
There are 3 possible common Outcomes which describe change for each of the 3
broad Objectives, i.e., "what type of change or result is sought ?"
• Availability /Accessibility - activities funded with CDBG and /or HOME that
make services, infrastructure, housing, or shelter available or accessible to
low and moderate - income people, including persons with disabilities.
Accessibility does not refer only to physical barriers, but to making the
affordable basics of daily living available and accessible to low and moderate -
income people.
• Affordability - activities funded with CDBG and /or HOME that provide
affordability in a variety of ways in the lives of low and moderate - income
people. This can include the creation or maintenance of affordable housing,
basic infrastructure hookups, or services including transportation or day care.
• Sustainability (promoting livable or viable communities) - projects
funded with CDBG and /or HOME where the activity or activities are aimed at
improving communities or neighborhoods, helping to make them livable or
viable by providing benefit to persons of low and moderate - income or by
removing or eliminating slum or blighted areas, through multiple activities or
services that sustain communities or neighborhoods.
Progress toward Outcomes is measured with Output Indicators, examples of
which include the number of:
• Households assisted
• Community -wide assistance activities
• Persons served (in shelters or public services)
• Rental housing units produced
• Housing units rehabilitated
• Years of affordability
• Homeowners assisted or homeownership units created
• Jobs created or retained
3 -5 Year Strategic Plan 2 Version 2.0
1 Jurisdiction
• Dollars of investment leveraged
I Objectives are combined with Outcomes to produce an Outcome Statement.
Outcomes are the "benefits" relating to a change in conditions, status, attitudes,
knowledge, or behavior that result from the funded programs. The means or
I reported outcomes are the Consolidated Annual Performance and Evaluation
Report (CAPER) and the ongoing reporting to the federal Integrated Data and
Information System (DIS). Since many activities are multi -year (such as
construction projects), the outcomes are measured on an annual basis over 5 -year
I periods. The Outcomes portion of the measuring system will be reported each year
in the CAPER.
I The strategies identified in this section and the actions indentified in Action Plan
Section have been developed in consideration of the described performance
measuring system.
I The Consolidated Plan is a planning document that provides as assessment of
Yakima's community development needs, proposes strategies to address those
needs, and annual identifies specified acidities to implement strategies. The concept
I of building a strong community focuses on suitable living environments, decent
affordable housing, and economic opportunities for all. This Consolidated Plan is
effective from 2010 through 2014. The Annual Action Plans are integral to the
I Consolidated Plan describing the resources and actions to be undertaken each
year, to address the identified community needs consistent with strategies identified
in the 5 -year Consolidated Plan.
I The activities that are described in the Annual Action Plans are designed to meet
CDBG and HOME objectives. In 2007, HUD established performance measurement
system that requires all funding activities address one of the objective categories
I (decent housing, suitable living environment, and economic opportunities) and one
of the following outcomes: Availability /Accessibility, Affordability, Sustainability. Each
CDBG or HOME funded individual project described in the companion Annual Action
I Plans lists a general objective category and a general outcome category.
ANTICIPATED RESOURCES
I Yakima expects to receive CDBG funds and HOME Investment Partnerships Program
funds from HUD. In addition to these funds, Yakima will utilize CDBG and HOME
program incomes from past activities. These funds will be used to leverage other
I federal, state, and local resources to meet housing and community development
needs. The amounts of CDBG and HOME funds expected to be available are listed in
the accompanying Annual Action Plans.
I The Yakima Housing Authority (YHA) will have approximately 618 authorized Section
8 Assistance allocations available to serve low- income households in Yakima County
I for which YHA has funds for approximately 450 households of which 75 -80% or 400
households reside in private housing units within Yakima. Developers of housing
projects serving low- income households, such as the Yakima Housing Authority and
the Diocese of Yakima Housing, will also apply for Low - Income Housing Tax Credits,
I State Housing Trust Funds, and other housing development funds.
Agencies serving homeless individuals and families will apply for funding assistance
under the McKinney -Vento Homeless Assistance Programs.
3 -5 Year Strategic Plan 3 Version 2.0
Jurisdiction
CONSULTATION AND CITIZEN PARTICIPATION
Yakima consulted with numerous public and private agencies, created and worked
with an Advisory Committee conducting 3 general public open houses and designing
and conducting a mail- out /phone -back survey of a sample of registered city voter
households residing within the Renewal Community Area (RCA) neighborhoods in
preparing this Consolidated Plan.
The draft Consolidated Plan was made available for public review and comment
between 29 September 2009 and 27 October 2009 with the public hearing scheduled
for 10 November. A summary of citizen comments is provided in the General section
of this document under Citizen Participation.
The Annual Action Plans are also prepared consistent with the Consultation and
Citizen Participation section of this Consolidated Plan and include public meetings
with 30 -day public comment periods. For more details on the public process and
citizen input, see the Citizen Participation Section.
NEEDS
The data in the Needs Section of this Consolidated Plan serve as the basis for the 5-
year housing and community development goals, and also supports Yakima's
priorities for allocating resources, establishing objectives, and developing strategies
to achieve desired results. Unless stated, the source of the statistical information was
taken from the 2005 -2007 American FactFinder Census and compares Yakima with
Yakima County, Puget Sound (King, Kitsap, Pierce, and Snohomish Counties — the
most urbanized portion of the state), Washington State, and the US for a comparable
perspective.
POPULATION AND DEMOGRAPHICS
Population trends — Yakima's
Yakima population projections population increased from 3,154
persons in 1900 following
s„ 119.643 incorporation in 1886 to an
120.000 -1/ - ,,,366 _ estimated 82,940 in 2007. The
largest average annual rates of
300 _93,815 growth were realized in the 1900 -
1910 period at 16.1% per year
80.000 ..8A3 1$48
1 / ;I ;, . following the development of the
� . � 6.043 railroad and irrigation, 1940 -1950
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-- at 3.5% with the advent of World
1 1 tan War II and military training and
20.000 . �: . • agricultural production, and
.154 1990 -2000 at 2.7% with the
° g q g ` g " g g ' Q ' g " I o Q 0,0 influx of agricultural workers and
migrants to the city.
■Cit • UGA
_ Yakima's population comprised
35% of Yakima County in the year 2000 according to the US Bureau of the Census.
Yakima has increased an annual average of 2.7% per year between 1990 and 2000,
and 2.0% per year between the years 2000 and 2005 compared with 1.7% and
3 -5 Year Strategic Plan 4 Version 2.0
1 Jurisdiction
0.3% in Yakima County, and 1.9 %, 1.8% and 1.5% in Puget Sound, and 1.1% in
Washington State for the same periods. Yakima's population is increasing at a more
I rapid rate than the comparable areas in Washington State.
Yakima Urban Growth Area (UGA) Summary - 2005
Unincorporated Total Urban Growth
Acres Yakima area Area (UGA)
Total area* 15,337 10,835 26,173
Developed areas 13,985 8,464 22,450
I Vacant land 1,099 2,192 3,291
2004 population 79,480 12,289 91,769
Source: Washington State Office of Financial Management (OFM), Forecasting Division, 28
I June 2005 - Table III -1 of the 2006 Yakima Urban Area Comprehensive Plan
* Includes water area which is neither counted as developed or vacant.
By the year 2025, the Washington State Office of Financial Management (OFM)
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t Future Land Use
I expects Yakima's population could reach 93,815 persons, or even 119,641 persons
depending on the rate of annexation from Yakima's designated Urban Growth Area
(UGA) representing 33% or 42% of all Yakima County's population respectively.
Yakima would average an annual rate of growth between 0.6% and 1.4% per year
I per OFM's projections which would be less than the comparable areas in the state
and less than has been typical of Yakima in recent years.
1 3 -5 Year Strategic Plan 5 Version 2.0
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Age distribution - the median age
1
380 ____ Median age
ry __ _ _ was 32.1 years in Yakima compared
3,0 ; to 32.3 years in Yakima County, 37.2
1
36.0 years in Puget Sound, 36.8 years in
35.0 Washington State, and 36.4 years in
340 the US. Median ages are lower in
0
33.0 r. r Yakima and the county due to the
.�
32.0 larger family sizes and number of
310 ' _ younger age children within the
30.0 _ ( population.
290
a c o E
r
The percent of persons 65 years and
z. older, however, was 14% in Yakima
compared to 11% in Yakima County,
10% in Puget Sound, 12% in Washington State, and 13% in the US. The city has
concentrated a proportionately large number of families with young children and
elderly adults - trends which will have significant impacts on housing requirements.
1
Hispanic or Latino of any race Racial /ethnicity - 38% of Yakima's
45x population was Hispanic or Latino
40x -1 compared with 40% in Yakima
1
35x County, 7% in Puget Sound, 9% in
30% • Washington State, and 15% in the
1
25% --- • US. There were no other races with
20% significant percentages of the
isx I population in Yakima or Yakima
,% : : Coun other than Caucasian.
1
0% U ME Mil IIIII 1 Of the population 5 years and over in
_ E Yakima, 32% spoke a language at
1
f E home other than English compared
with 35% in Yakima County, 16% in
Washington State, and 20% in the
1
US. Yakima and the county are concentrating a large Hispanic or Latino population
due to the predominance of agricultural industries within the local area and as a
result of past migrations.
1 Households and household
Average household size a
300 N __ _ _ composition - 64% of all Yakima
2 40 households were families compared
280 with 72% in Yakima County, 62% in
1
270 __ __ 7 Puget Sound, 70% in Washington
26o S N State, and 67% in the US.
1
N p
250
The average household size in
2. 40
Yakima was 2.68 compared with 2.95
2.30
in Yakima County, 2.48 in Puget
1
2.20 r o 3 e Sound, 2.52 in Washington State,
- E and 2.60 in the US. Yakima's larger
family households has and will create
1
a larger number of dependents and
less number of working adults than is typical of the more urban areas of the state
resulting in lower available per household and per capita incomes.
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1 HOUSEHOLD INCOME
Median per capita income - Household income - median
$ 3$•000 R — ^ — household income in Yakima was
$30,000
$25.000
N $35,820 compared to $40,321 in
a
Yakima Count $61,684 in Puget
$�� - Sound, $53,940 in Washington State,
1 . and $50,007 in the US.
I S 0000. . .
sio.000 II IM El Ell - Per capita income in Yakima was
5•°
$°° III 11111 11111 MI • $19,362 compared to $18,186 in
1 so
3 N V _ Yakima County, $32,455 in Puget
E Sound, $28,290 in Washington State,
and $26,178 in the US.
I
Generally, Yakima and Yakima
Percent of Population in Poverty County household incomes reflect the
25 0% - C area's largely lower wage - paying
1 20.0% — _ o agricultural industries and larger
households with fewer working adults
is.ax _ than is typical of the more urban
o areas of the state and nation.
moss _ __ o
Sox Households living in poverty -
111 . 21% of all persons living in Yakima
1 0 I had incomes below poverty levels
o
compared with 21% in Yakima
" County, 10% in Puget Sound, 12% in
' Washington State, and 13% in the
US. Approximately 15% of all families
Percent owner occupied living in Yakima had incomes below
I sox — poverty levels compared with 16% in
pax ., Yakima County, 6% in Puget Sound,
6013 8% in Washington State, and 10% in
sox the US.
,°x
Approximately 37% of all female
headed families with related children
I 2031
under 18 years of age had incomes
10" below poverty levels in Yakima
°"`' 3 E compared with 43% in Yakima
E County, 21% in Puget Sound, 26% in
,` Washington State, and 29% in the
U S.
1 HOUSING
Occupied housing units - 56% of all housing units were occupied by owners in
I Yakima compared to 65% in Yakima County, 64% in Puget Sound, 66% in
Washington State, and 67% in the US. The average number of rooms per unit was
5.0 in Yakima compared to 5.3 in Yakima County, 5.4 in Puget Sound, 5.4 in
1 Washington State, and 5.4 in the US.
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1
Housing type - 57% of all housing units were single family detached in Yakima
compared with 64% in Yakima County, 60% in Puget Sound, 63% in Washington
State, and 61% in the US.
Age - Less than 6% of all units were built since the year 2000 in Yakima compared
to 8% in Yakima County, 11% in Puget Sound, 11% in Washington State, and 10%
in the US. Conversely, 19% of all housing units in Yakima were constructed before
1939 compared to 14% in Yakima County, 11% in Puget Sound, 12% in Washington
State, and 15% in the US. The larger concentration of multifamily and older housing
structures within Yakima will affect the type of housing programs that will be needed
within the city and the CDBG target areas in particular.
HOUSING COST AND AFFORDABILITY
Median value - the median value of
Median house value
$400.000 - K an owner - occupied housing unit was
S350.000 , 8 »— — ____ $132,600 in Yakima compared to
S300.000 _._ N 43 ___. ____.__________ $134,800 in Yakima County,
S2SO.00o $337,n u, ,
$zoo.000_ in Washington 372 i P
State Sound , and $181 200 in
IAso.o0o - M the US.
$100.000
mow Median rent was $606 per month in
so j Yakima compared to $602 in Yakima
> s Z County, $879 in Puget Sound, $799 in
r Y Washington State, and $781 in the
US.
Housing values and rents are less in Yakima and the county due in part to the lower
land costs associated with a rural development pattern and economy compared with
the more urban areas of the state.
Housing costs - 30% of all owner - occupied households were paying more than
30% of all household income for housing costs in Yakima compared to 29% in
Yakima County, 35% in Puget Sound, 32% in Washington State, and 29% in the US.
Of those households where rent as a percent of income were computed, 47% were
paying more than 30% of all household income for housing costs in Yakima
compared to 43% in Yakima County, 45% in Puget Sound, 45% in Washington
State, and 46% in the US.
Housing affordability - the Washington Center for Real Estate Research ( WCRER)
at Washington State University maintains data on home resale, building permits, and
rental trends on a county basis. WCRER calculates the Housing Affordability Index
(HAI) based on a model developed by the National Association of REALTORS@ which
measures the ability of a typical family to make payments on a median priced resale
home, assuming 20% down payment and 30 year amortizing mortgage - first -time
homebuyers are assumed to buy a less expensive home with lower down payments
and lower income.
According to WCRER, Yakima County's HAI was 164.7 in the first quarter of 2009
meaning that median family income was 64.7% more than the bare minimum
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I required to qualify for a mortgage on the median priced home, compared with 125.5
for Washington State. Yakima County's First -Time HAI was 100.8 compared to 73.3
I for Washington State, meaning county first -time buyers were just able to qualify for
a mortgage necessary to buy a lower price home with a lower down payment..
I HOUSING NEED
- Housing problems - according to
Households with any housing problems the US Bureau of Census CHAS
I so% M (Consolidated Housing Affordability
4s% & +
40% • __ Statistics) in the year 2000, 43% or
35% . 11,451 of all 26,630 households in
I 30% . Yakima had some form of housing
zs% . — problem including overcrowded, lack
207r of complete plumbing, and /or paying
"s% more than 30% of all household
s% income for housing compared to 39%
in Yakima County and 33% in
E Washington State.
u
A -
Approximately 31% or 4,410 of all
14,229 owner households had some
I form of housing problem in Yakima compared with 32% in Yakima County and 28%
in Washington State. Approximately 57% or 7,068 of all 12,401 renter households
had some form of housing problem in Yakima compared with 52% in Yakima County
I and 44% in Washington State.
Paying more than 30% of household income - 34% or 9,054 of all 26,630
households in Yakima were paying more than 30% of all household income for
I housing compared to 39% in Yakima County and 33% in Washington State.
Approximately 25% or 3,557 of all 14,229 owner households were paying more than
I 30% of all household income for housing in Yakima compared with 25% in Yakima
County and 26% in Washington State. Approximately 44% or 5,456 of all 12,401
renter households were paying more than 30% of all household income for housing
I in Yakima compared with 38% in Yakima County and 37% in Washington State.
Paying more than 50% of household income - 15% or 3,994 of all 26,630
households in Yakima were paying more than 50% of all household income for
I housing compared to 12% in Yakima County and 12% in Washington State.
Approximately 9% or 1,280 of all 14,229 owner households were paying more than
I 50% of all household income for housing in Yakima compared with 9% in Yakima
County and 9% in Washington State. Approximately 21% or 2,604 of all 12,401
renter households were paying more than 50% of all household income for housing
I in Yakima compared with 18% in Yakima County and 17% in Washington State.
ASSISTED HOUSING
I Section 8 Housing Assistance - the Yakima Housing Authority (YHA) administers
618 combined tenant -based housing choice vouchers and project based vouchers to
help low- income families in Yakima and Kittitas Counties - of which 120 units are
located within Yakima. Section 8 vouchers are generally assigned on a first -come,
3 -5 Year Strategic Plan 9 Version 2.0
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first- served basis, subject to appropriate unit size and type availability. As of August
2009, the Section 8 tenant -based waiting list was over capacity and closed.
Public Housing - the Yakima Housing Authority currently owns and manages 189
units of public housing for low- income families, another 38 elder units, and 70
Farmworker units within Yakima.
Other housing providers - include the Catholic Charities Housing Service (CCHS),
a division of the Yakima Catholic Diocese, which currently owns and manages 40
senior and 36 Farmworker with another 231 low- income family units under
development.
The Yakima Valley Partners of Habitat for Humanity have constructed 58 low- income
houses averaging about 4 units per year and the Office of Industrialization Center
(OIC) have constructed another _ low- income units averaging about 5 units a year
with homeowner self -help and volunteer assistance.
Yakima Office of Neighborhood Development Services (ONDS) - assists in the
development of opportunities for first -time homebuyers by providing technical
assistance and /or partnering with non - profit agencies such as the Yakima Valley
Partners of Habitat for Humanity and the Office of Industrialization Center (OIC) in
the creation of new, affordable homes or the rehabilitation of existing houses.
The ONDS also assists eligible homeowners in the maintenance and rehabilitation of
their homes by providing inspections, reasonable designs, cost estimates, and
detailed specifications for each project. In 2008, ONDS:
• completed emergency home repairs for 43 senior houses,
• completed regular home repairs for 34 senior houses,
• assisted with 27 down payment assistance programs,
• painted the exterior of 23 houses,
• organized 7,606 volunteer hours painting over graffiti, and
• cleaned by 188 illegal dump sites.
NEEDS OF HOMELESS PERSONS
The Homeless Network of Yakima County conducted a Point In Time Survey of the
homeless on Thursday the 24th of January 2008 - and in each of the prior years
beginning in 2005. The survey was conducted by volunteers over a 24 -hour period,
typically the last week of January each year.
According to the results of the 2008 Point In Time Survey, there were 1,055
homeless individuals in 570 households in the county of which 511 or 48% were
male, 483 or 46% were female and the remaining 61 individuals gender was not
recorded. Approximately 32% or 333 individuals of the total counted were under the
age of 18, 11% or 119 individuals were under age 5, 1% or 12 individuals were over
age 65.
Of the total counted, approximately 43% were living with family or friends, 20% in
transitional housing, 15% in emergency shelter, 3% in vehicles, 2% outdoors, and
2% in abandoned buildings. Approximately 16% or 174 individuals of the total were
recently released from jail, treatment facilities, medical or psychiatric hospitals, work
release, and foster care.
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Yakima had 448 or 42% of the total homeless individuals counted.
I SPECIAL POPULATIONS HOUSING AND SERVICE NEEDS
I Certain populations require special housing and services tailored to their specific
conditions and problems including victims of domestic violence, people with
development disabilities, the mentally ill, the elderly, and substance abusers.
I There are over 42 different public, non - profit, and private agencies providing housing
and housing services within Yakima of which at least 8 serve the mentally ill, 13
serve substance abusers and addictions, 1 serves persons with HIV /AIDS, 1 serves
I persons with suicidal risks, and 2 serve crisis pregnancies.
LEAD -BASED PAINT AND LEAD HAZARDS
I Deteriorated units, especially units with deteriorating roofing and plumbing systems,
and units where unsafe practices were used in rehabilitation are particularly at risk
for lead hazards.
I Approximately 19% or 6,367 of 33,082 total housing units in Yakima were
constructed prior to 1939 when lead -based paint and materials were frequently used
I in construction and installation practices. ONDS and OIC have aggressive lead -based
paint removal programs which have thus far included ONDS treating 430 units and
OIC treating units since the year 2000 initiation of the programs, or % of
I the total pre -1939 housing inventory.
BARRIERS TO AFFORDABLE HOUSING
I Yakima's Comprehensive Plan identifies several areas affecting the development of
affordable housing including zoning, land use, subdivision requirements, impact fees,
licensing and permits, and extension of transportation and utility services. The
Yakima Planning Division monitors available land, zoning, and land use in order to
ensure projected population increased can be accommodated with new housing
constructions available to all income groups.
I Yakima County's Department of Human Services has also established an Affordable
Housing Program and Coordinator to work with Yakima and other cities within the
county on a comprehensive approach to affordable housing issues.
1 FAIR HOUSING
I Like other communities, Yakima likely has the following impediments to fair housing
choices:
I • Housing discrimination primarily affecting persons of color, the disabled, and
families with children,
• Home mortgage lending practices that likely deny or make it difficult to obtain
financing or favorable lending terms, and
I • Limited knowledge by the public -at -large concerning protected classes, fair
housing laws, and the resources available to households affected by unfair
practices.
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ECONOMIC CONDITIONS
1
Yakima County - is the state's second largest county in terms of square miles
(4,296) and has the 7th largest population (230,907). The county also has the
largest concentration of minority populations in the state (44 %) including over 50%
of the entire state's Native American population. Yakima County is also home to the
largest population of migrant and seasonal farm workers in the state which has been
estimated at over 81,175 persons including family members by the Washington
Migrant & Seasonal Farm Workers (MSFW) Enumeration Study for Washington State.
The area's economic basis - agriculture and service industries - employs over 60%
of the working population in relatively low paying, seasonal employment with little or
no opportunity for upward advancement. Full -time occupations that pay more than
minimum wage account for less than 13% of the work force.
Yakima County has been designated an "economically distressed" county by the
Washington State Legislature due to the county's chronically depressed economy.
The Federal Military Training Center and the Yakima Indian Reservation account for
78% of the county's lands - leaving only 22% of the county's properties in tax
generating status. Yakima County continues to experience severe economic
hardships in spite of the injection of millions in state and federal dollars for
employment and training programs over the past 20 years.
Yakima - as one of the county's largest cities and the county seat, is a reflection
and repository of some of the county's most distressed economic trends and
households. As a result, Yakima was declared a Renewal Community (RC) by the
US HUD Secretary, 1 of only 40 such designations nationwide and along with
Tacoma, the only designations within Washington State based on a demographic
profile submitted by the city.
The designated Renewal Community area includes portions of census tracts 01,
02, 06, and 15 - or the oldest developed eastern portions of the city located along
the railroad tracks then east to the Yakima River. The population was 24,298 persons
or 34% of the city's total population of 71,845 in the designated Renewal Community
area in the year 2000 of which 4,405 or 18% were youth ages 15 -24 years.
The Renewal Community designation goal is to promote economic development in
distressed communities by offering tax benefits if:
• A business or property owner plans on relocating a building in the area, or
• A company has employees who live in the area, or
• A person or business owns property in the area, or
• A business is located in the area, or
• A business or developer plans on locating a new business in the area.
In addition to the Renewal Community designation, Yakima has recently completed
an application to designate a Yakima Revenue Development Area (YRDA) of 556
acres in census tract 02 or the former Boise Cascade Sawmill & Plywood Plant, JeId-
Wen plant, Trail Wagons RV building, and Pacific Power substation. Yakima is
requesting up to $25,000,000 of Local Infrastructure Financing Tool (LIFT) funds to
partially finance over $50,000,000 of public transportation and utility improvements
necessary to redevelop the site to include mixed -use, transit oriented development
(TOD) providing 4,631 permanent jobs with 171 units of mixed - income housing.
1
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1 CRIME
I The Yakima Police Department records crime statistics for 9 districts within the city,
of which districts 1 -6 are located within the Community Renewal Area. From 2005 to
2007, the total number of crime incidents declined within all city districts and within
some of the Community Renewal Areas in particularly for of all kinds including
homicides, rape, robbery, assault, burglary, theft, and arson.
PUBLIC FACILITIES AND PUBLIC SERVICES
I Capital projects and services - are developed and planned in accordance with
Yakima's Capital Improvement Program (CIP) which matches public facility and
I service requirements with costs and anticipated city revenues. The CIP is a 6 -year
financing plan for capital expenditures which is based on the city's Comprehensive
Plan and is revised and extended on an annual basis along with any annual revisions
I to the city's Comprehensive Plan accordingly.
Transportation - services and project requirements are developed for a 20 -year
horizon in the city's Comprehensive Plan and financed and implemented on an
I annual basis in accordance with the CIP.
Parks, recreation and open space - services and project requirements are also
I developed for a 20 -year horizon in the city's Comprehensive Plan, in the
supplemental Yakima Parks, Recreation & Open Space Plan, and financed and
implemented on an annual basis in accordance with the CIP.
I INVENTORY OF EXISTING FACILITIES & SERVICES
There are over 42 different public, non - profit, and private agencies providing housing
I and housing services within Yakima of which at least 11 provide housing for low -
income, seniors, disabled, and farm workers, and 19 provide transitional housing for
domestic abuse, substance abuse, homeless families, adults, and youth.
In addition, 8 of the 42 agencies serve the mentally ill, 13 serve substance abusers
and addictions, 1 serves persons with HIV /AIDS, 1 serves persons with suicidal risks,
I and 2 serve crisis pregnancies.
PAST PERFORMANCE
I The year 2010 will be the first year of this 2010 -2014 Consolidated Plan. The
Annual Action Plans will report progress on addressing priority housing and non -
housing community development needs each year from 2010 -2014 as Yakima ONDS
II has annually reported progress for the previous 2005 -2009 Consolidated Plan.
The 2008 Annual Action Plan provides an evaluation of the 2005 -2009
Consolidated Plan performance.
I A detailed breakdown report of prior year uses and performances has also been
provided in the Consolidated Annual Performance & Evaluation Report
(CAPER) and which is available at the Yakima's ONDS offices or on -line at Yakima's
webpage (www.ci.yakima.wa.us).
1
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Strategic Plan
Due every three, four, or five years (length of period is at the grantee's discretion)
no less than 45 days prior to the start of the grantee's program year start date.
HUD does not accept plans between August 15 and November 15.
Mission:
1
The Strategic Plan's mission is to propose measurable goals for actions that will
address issues set by HUD requirements for the use of CDBG and HOME funding.
These goals include projects that service homeless and low- income populations,
address fair housing and lead -based paint issues, overcome institutional barriers to
the production and preservation of affordable housing, and foster economic
development and neighborhood revitalization. Yakima coordinates with the Yakima
Housing Authority, Yakima Valley Partners Habitat for Humanity, Office of
Industrialization Center (OIC), Catholic Charities Housing Services (CCHS), and
numerous other public, non - profit, and private agencies on housing and human
service goals.
Housinci priority needs are for:
• Homeless and those at risk of becoming homeless
• Low - income families and individuals
• Low - income families and individuals with special needs
Yakima's 2010 -2014 Consolidated Plan goals are to:
• Assist in the creation of housing projects that serve the homeless
• Develop baseline data on local homelessness and formulate coordinated plans
to address the causes of chronic homelessness
• Enable low- income households to afford market rate housing
• Provide affordable permanent housing for low- income households
• Rehabilitate housing to improve the living conditions of low- income
households
▪ Work to eliminate housing discrimination
• Raise the lending community's awareness about the application of fair
housing laws to homeownership
• Educate the public of protected classes, fiar housing laws, and the resources
available to them to prevent discrimination
• Indentify and mitigate barriers to affordable housing resulting from zoning,
subdivision, land use, permits, impact fees or service extensions
• Distribute materials on lead -based paint hazards
• Assure that all information on lead -based paint hazard is in compliance with
state and federal laws, and
• Increase the number of trained and certified lead -based paint inspectors and
contractors
Community & Economic Development priority needs for non - housing goals
are to:
• Stimulate economic development
• Provide basic human service support
• Revitalize target areas including the Renewal Community and Yakima
Revenue Development Area (YRDA) in particular
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3 -5 Year Strategic Plan 14 Version 2.0
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I Yakima's 2010 -2014 goals for priorities are to:
• Develop target area plans to guide economic development so that living -wage
job opportunities can be created for low- income populations
• Implement projects or programs that foster the thriving businesses,
commercial, and industrial centers to encourage the creation of living -wage
job opportunities
• Increase employment opportunities for low and moderate - income households
• Enhance the delivery of effective support services to priority low- income and
homeless populations by providing funding and technical assistant to human
I service agencies
• Encourage and promote safe, comfortable, and thriving neighborhoods, and
• Encourage civic pride in neighborhoods and develop connections between
I neighborhoods and community resources
General Questions
I 1. Describe the geographic areas of the jurisdiction (including areas of low income
families and /or racial /minority concentration) in which assistance will be directed.
I 3 -5 Year Strategic Plan Managing the Process response:
Yakima is located in south central Washington State in the upper region of the
Yakima Valley south of the confluence of the Naches and Yakima Rivers. Yakima is
I bound on the north and east by these 2 rivers and is characterized by the gentle
slopes and rich silt -loamy soils of a river basin. Irrigation is a necessary factor
throughout the Yakima Valley due to the dry semi -arid climate.
I Before irrigation the land was a desert, although with lush vegetation along the
Yakima River and an abundant salmon run. Native villages dotted the riverbank, and
I a major fishery was located near Selah just north of Yakima.
In the 1860s white ranchers drove herds of cattle from Oregon to take advantage of
the Yakima Valley bunchgrass. Farmers in turn, supplanted ranching a decade later
I as irrigation experiments demonstrated the fertility of the land. The river, railroad
(1885), and large -scale government irrigation projects (1900s) determined
subsequent patterns of development.
I In December 1884 the Northern Pacific Railroad (NP) decided to bypass Yakima City
(now called Union Gap) which was the only town in Yakima County at the time. To
I the dismay of early Yakima City residents, the NP placed its depot 4 miles north on
an unpopulated sagebrush plain. NP officials claimed a swamp prevented the laying
of rails through Yakima City, but more likely the lure of cheap, undeveloped land was
the motive. To promote the new town, NP offered free lots plus moving expenses to
I all Yakima City businessmen who opened shop at the new location by 1 May 1885.
Most merchants packed up and moved north to the new town location bringing their
I buildings with them. The buildings were pulled on rollers on top of 4 -inch wood
plants by mule teams - some taking over a month to be moved the distance. Yakima
City was substantially depopulated by the move and in 1885 voters chose North
I Yakima, the NP town, as the county seat. In 1918, county residents complained that
"North Yakima" sounded like a suburban, and the 2 towns were merged to become
Yakima and Union Gap respectively.
1
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urisdiction
Early settlers raised livestock on the bunchgrass hills, driving cattle and sheep to
market. In the late 1870s private built irrigation projects hasted the transition from
ranching to farming. Real progress was made in 1902, however, when the fledging
Reclamation Service, now the US Bureau of Reclamation, unified irrigation efforts.
From 1900 to 1910 the population of the Yakima Valley tripled, and Yakima
established its commercial and social domination of the region. Today nearly a
million irrigated acres in the Yakima Project grow apples, hops, cherries, grapes,
pears, asparagus, hay, and mint.
Yakima Firing Center - occupies 263,000 acres of sagebrush land on which the US
Army trains thousands of soldiers from the National Guard, Army Reserves, and
international units from Canada and Great Britain.
Yakima Reservation - occupies over 1,000,000 acres and is the largest reservation
in the state stretching from the forested hillsides of Mt Adams to the irrigation -lush
valley of the Yakima River. The reservation was created under the Treaty of Walla
Walla following the Indian Wars of 1855 and 1858.
The current Yakima Nation is governed by a council of 14 members, a recognition of
the 14 "tribes and bands" that were signatories to the 1855 treaty. The council
encourages education, improved housing, environmental enhancement, and
economic opportunity on the reservation.
Farm labor - farm labor shortages during World War II led schools to dismiss
classes early so that students could help with the crops. During a particular crisis the
Army detailed soldiers from a Yakima area gunnery range onto farms.
In 1943 the US government brought in workers from towns and cities in central
Mexico. These workers - many of whom were teenagers - were regimented into
forces to supply railroad or agricultural work crews on an as- needed basis. Actually,
Mexican workers had already been coming seasonally - and illegally - riding the rails
north and earning in a month what it would take a year to earn in Mexico. Nor were
these men the first; family members had been among the first to stampede to
Northwest mine booms from the 1860s to the 1880s.
The official Bracero Program, which continued until 1964, allowed up to 50,000
Mexican workers per year to cross the border to work on US farms. Labor contractors
also traveled Texas, Colorado, and California promoting jobs in Washington's
asparagus, sugar beet, and potato fields and in the orchards.
Whole families joined single men riding north in the backs of trucks, or paid out
money earned from early- season Southwest crops to buy gas and tires for traveling
to earn money from late- season Northwest crops. Many settled in the urban areas,
especially Yakima, creating bilingual families that have become citizens with
protections under the law. These early settlers are now being joined by refugees and
migrating workers from other Central American countries seeking work in the
agricultural industries. Agricultural technology improvements and mechanizations on
the farms, however, have spurred these workers to settle and seek jobs in the urban
areas and services industries.
Hispanics - are the fastest growing ethnic group in Yakima. In 1990, Hispanics
comprised 16% of the city's population. In 2000, with a gain of 15,299 people and a
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1 growth rate of 172 %, the Hispanic population comprised 34% of the city's
population. In contrast, the non - Hispanic population dropped from 84% of the city's
1 population in 1990 to 64% in 2000.
COMMUNITY DEVELOPMENT BLOCK GRANT TARGET AREA
1 The year 2000 Census defined Yakima by 13 census tracts - 7 of which are
designated as the Community Development Block Grant (CDBG) Target Area
due to a concentration of poverty, housing conditions, and racial or ethnic
I
concentrations. The 7 census tracts - 01, 02, 03, 06, 07, 12, and 15 - include 53%
of the year 2000's population or 43,891 persons out of a total 2000 census city
population of 82,762 persons.
1
,4 3 Ii
5
8 15
9 .,
1 28 `- 11 12 ..
I7
Race or ethnic concentration
Hispanic or Latino of any race - approximately 43% of the
soar
CDBG Target Area census tracts
6 are of minority races compared
I soot $ -' _ to 28% city -wide, and 48% are
soy c Hispanic or Latino of any race
compared to 30% citywide.
I 40% _ Approximately 83% of the
b Yakima's Hispanic or Latino
30% N
N , population is distributed within
20% - _
1 the CDBG Target Area of which
,0 . tracts 02, 06, 12, and 15 located
�' _ I _ closest to the downtown core
°% _ . contained the greatest
- percentages.
Housing tenure - 92% of all housing units within the CDBG Target Area are
1 occupied compared with 94% city -wide. Approximately 42% of all occupied units
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within the CDBG Target Area are occupied by owners compared with 56% city -wide. I
Approximately 9% of all housing
owner occupied units in the CDBG Target Area
90% -
N g are vacant compared to 7% city -
_ wide, of which 23% of the vacant
70% CDBG Target Area housing units I
60% M are vacant for reasons other than
so% , being for rent, sale, seasonal,
x a e a 1 recreational, or occasional use
40% N u,
^^ �es compared to 21% city -wide.
1
30%
20% Household characteristics -
I I approximately 31% of the
i l ! householders of occupied housing I
0% - N -, sr , 0 , m 0, o - N - 73 g units within the CDBG Target
8 Area are Hispanic or Latino of
any race compared to 19% city- I
Percent vacant wide. Approximately 21% of
ia%
f households of occupied housing
16% ; _. _ units within the CDBG Target I
i4% • — I Area are over age 65 compared
1 to 24% city -wide. Approximately
1296 - _ 43% of all householders of I
"
10% occupied housing units over the a, 11
8% I r e age 65 are located within the
x CDBG Target Area of which the
6% e e8 4 „ '° greatest percentages are located I
4% •
Q in census tracts 03 and 12 away
2% 1 nuini from the downtown area at the
094 _ _ fringe of the target area i
- °° .. o boundaries .
r
The average household size
I
Median family income within the CDBG Target: Area is
580.000 I -- - 2.80 compared with 2.63 city-
570.000 u,
w. It wide, the average family size if
A M
3.56 within the CDBG Target
560,000 M i M f Area compared with 3.28 city-
550,000 c: p ° '" wide.
;41 M $2 M N 4 I
540,000 = d! ^ M
3 N 5 Income - the median family
530.000 - N M 2 4 income of households within the
520,000 "' 1111111111 ' , CDBG Target Area was $24,895
I
s�°,00° M M compared to $34,798 city -wide.
The median household income of
so - - - f - 0 ^ • W 0 0 - N N w g households within the CDBG
- - 8 Target Area was $20,828 I
compared with $27,838 city-
wide. I
In general - the CDBG Target Area has the highest concentrations of minority
persons and households, particularly Hispanics or Latinos, with larger households
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1 and families, in more rental units, with lower incomes, and higher percentages of
poverty than the city at large.
1 2. Describe the basis for allocating investments geographically within the
jurisdiction (or within the EMSA for HOPWA) (91.215(a)(1)) and the basis for
I assigning the priority (including the relative priority, where required) given to
each category of priority needs (91.215(a)(2)). Where appropriate, the
jurisdiction should estimate the percentage of funds the jurisdiction plans to
dedicate to target areas.
1
3 -5 Year Strategic Plan
% below poverty level Managing the Process
I g
box
response:
sox Approximately 26% of all
households within the CDBG
I 4Q% _ ,n _ g Target Area had incomes below
�" poverty level compared to 15%
30% 0, city -wide.
I 207L Approximately 82% of all
households with incomes below
107 °° te
poverty level were located
■' ' 1' within the CDBG Target Area
I - N m r N r' m o, ° ^ g 3 V with the highest concentrations
o in census tracts 06, 07, and 15
1 % of median family income located closest to the downtown
core.
2S0% 1
i The median family income of
I Zoox - 1 CDBG Target Area families was
72% of the median city -wide
150%
ft t tt I 1 E ' +
family income with the lowest
' percentages and family incomes
in census tracts 01 at 35% or
$12,227 and tract 02 at 27% at
' $9,544. The median household
sox income of CDBG Target Area
households was 75% of the
median city -wide household
I - - '" °° ° income with the lowest
~_ o percentages and households
incomes in census tracts 01 at 35% or $9,782, tract 02 at 56% or $15,635, and
1 tract 15 at 64% or $17,702.
Based on income distribution, as well as the other racial and ethnic concentrations
1 and housing characteristics cited earlier, CDBG and HOME resources will be allocated
predominantly within the identified CDBG Target Area census tracts.
3. Identify any obstacles to meeting underserved needs (91.215(a)(3)).
1 3 -5 Year Strategic Plan Managing the Process response:
A major obstacle to meeting underserved needs within Yakima is not having
I sufficient local, state, or federal resources especially considering the magnitude of
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the underserved needs. In some instances where local, state, and federal resources
are provided, a project or program may still not be feasible if insufficient funds
cannot be leveraged from matching non - profit and private resources, such as low 1
income housing tax credits or other development financing.
Yakima has the following limited resources to implement the 2010 -2014 Strategic
Plan assuming Yakima continues to receive an annual increase of 1% per year in
CDBG and HOME funding:
Fiscal year
Source 2010 2011 2012 2013 2014
CDBG $1,185,386 $1,197,239 $1,209,211 $1,221,303 $1,233,516
HOME $682,410 $689,234 $696,126 s703,087 $710,117
Total $1,867,796 $1,886,473 $1,905,337 $1,924,390 $1,943,633
In addition to the resources listed above, Yakima can apply to UDG for Section 108
Guaranteed Loan funds for qualified housing and economic development projects.
Under this program, Yakima can borrow a total amount equal to 5 times Yakima's
annual block grant or between $5,926,000 and $6,167,000.
Yakima, the Yakima Housing Authority (YHA), and a variety of public, non - profit, and
private human service and housing agencies purse a diverse list of local, state,
federal, and private resources with which to fund service delivery to low- income
households in need, and supporting neighborhood and economic development
activities. Yakima is particularly supportive of the following programs among others:
• Public Housing Comprehensive Grant • WA Housing Finance Comm Programs 1
• HUD Grants for Public Housing • WA Housing Trust Fund Programs
• Tax Exempt Bonds • WA Housing Assistance Programs 1
• Taxable Bonds • WA Community Reinvestment Assoc
• Low - Income Housing Tax Credits • WA Community Development Fund
• FHLB Affordable Housing Program • United Way
• Funding under SHB 2060/2163
• Safe Havens
• Section 202 Elderly
• Section 811 Handicapped
• Historic Preservation Tax Credits
• Moderate Rehabilitation SRO
• Rental Vouchers
• Rental Certificates
• Public Housing MROP
• Public Housing CIAP
• New Markets Tax Credits Program
• Continuum of Care Homeless
Assistance Programs /Supportive
Housing Program
• HOPWA
• Emergency Shelter Grant
The Yakima Housing Authority (YHA) will have approximately $2,700,000 in Section
8 Assistance funding available in 2009 for an authorized 618 housing units in Yakima
County to serve low- income households of which approximately 75 -80% or 400 units
will likely be funded in Yakima. Like ONDS, YHA expects annual funding levels for 1
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I Section 8 Assistance program will increase no more than 1% per year if the agency
receives a similar allocation in the future.
I Yakima Valley Partners Habitat for Humanity and the Office of Industrialization
Center (OIC) will also have funds available on an annual basis to service low- income
I household housing and other human service needs.
The Catholic Charities Housing Services (CCHS) of the Yakima Catholic Diocese has
been funded in the past by Low - Income Housing Tax Credits and may apply for
1 additional Low - Income Housing Tax Credits in future years.
Non - profit agencies providing services to homeless individuals and families will apply
1 for funding assistance under the McKinney -Vento Homeless Assistance Programs.
Discretionary grants from state and federal governments for housing, community
I development, and social services are pursed if and when such grants become
available. Public /private partnerships, where additional funding resources are
brought to bear, are also sought out and encouraged. These relationships and
funding arrangements, however, are difficult if not impossible, to predict in advance.
I
Managing the Process (91.200 (b))
I 1. Lead Agency. Identify the lead agency or entity for overseeing the development
of the plan and the major public and private agencies responsible for
administering programs covered by the consolidated plan.
I 2. Identify the significant aspects of the process by which the plan was developed,
and the agencies, groups, organizations, and others who participated in the
I process.
•
3. Describe the jurisdiction's consultations with housing, social service agencies, and
other entities, including those focusing on services to children, elderly persons,
I persons with disabilities, persons with HIV /AIDS and their families, and homeless
persons.
I *Note: HOPWA grantees must consult broadly to develop a metropolitan -wide strategy and other
jurisdictions must assist in the preparation of the HOPWA submission.
3 -5 Year Strategic Plan Managing the Process response:
1 Lead agency - Yakima's Office of Neighborhood Development Services (ONDS) is
the lead agency responsible for preparing Yakima's Consolidated Plan, and has been
I designated to be responsible for the planning, development, and implementation of
its CDBG and HOME Programs.
Key public and non - profit agencies that administer programs covered by the
I Consolidated Plan include:
• Aging & Long Term Care (ALTC)
I • Ahtanum Pioneer Church
• Association of Churches
• Avail Home Health
a • Calvary Rescue Mission
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• Care Net 1
• Catholic Charities Housing Services (CCHS)
• Community Living Inc I
• Central Washington Comprehensive Mental Health (CWCMH)
• Easter Seal Society of WA
• Elmview
I
• Enterprise for Progress in the Community (EPIC)
• Education Services District
• Generating Hope
• Greater Columbia 2 -1 -1
I
• Habitat for Humanity
• Homeless Network of Yakima County
• Merit Resources Services I
• Neighborhood Housing Svs of Eastern WA (NHSEW)
• Next Step Housing
• Northwest Community Action Center
I
• Northwest Justice Project
• Office of Rural & Farmworker Housing (ORFH)
• Opportunities Industrialization Center (OIC)
• Providence House
I
• Ridgeview Group Home
• Rural Community Development Resources (RCDR)
• St Vincent de Paul Center
I
• Sundown M Ranch
• The Salvation Army
• Triumph Treatment Services
I
• Twin Peaks Youth Ranch
• Union Gospel Mission
• United Way of Central WA
• Washington Families Fund (WFF)
I
• WA DSHS
• Willow Place Boys Home
• Yakima City Planning Dept
• Yakima County Dept of Human Services
• Yakima Community Services Office (CSO)
• Yakima Housing Authority
I
• Yakima Interfaith Coalition - La Casa Hogar
• Yakima Neighborhood Health Services
• Yakima School District #7
• Yakima Valley Community Land Trust I
• YWCA
Significant aspects of the process - includes the use of consultants generating
statistical information needed to establish needs, gaps and barriers; ONDS consulting
with public and private agencies and citizens including a Housing Advisory
Committee composed of the Yakima Housing Authority, Yakima Valley Partners
I
Habitat for Humanity, Office of Industrialization Center (OIC), and Yakima County
Department of Human Services; and the Community Development Advisory Board
providing review and feedback.
Consultation with other agencies - ONDS consults with public and private I
agencies that provide assisted housing, health services, and social and fair housing
services - especially those focusing on services to children, the elderly, persons with t
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1 disabilities, persons with HIV /AIDS and their families, and homeless persons through
the Homeless Network of Yakima County sponsored and coordinated by the Yakima
I County Department of Human Services.
ONDS also consults with the Washington State Department of Community, Trade &
I Economic Development (CTED) and the Yakima Housing Authority (YHA) to assure
that the Yakima Consolidated Plan is inclusive and addresses statutory purposes.
The Homeless Network of Yakima County is the sponsor, coordinator, and
1 developer of the Yakima County 10 -Year Homeless Housing Plan. The Homeless
Network of Yakima County is composed of a broad group of Yakima County public,
non - profit, and private human services agencies including many of the groups listed
I above. The Homeless Network of Yakima County conducts regular meetings and
agendas, updates the Yakima County Continuum of Care Plan, and organizes the
annual Point In Time Homeless Persons Counts.
III ONDS consults with health and child welfare agencies and the Yakima County Health
Department on data and programs related to lead -based paint hazards and
poisonings. Yakima County Health Department data is utilized to locate housing units
I where children have been identified as lead poisoned. ONDS also provides lead -
based paint assessments and services and consults on an on -going basis regarding
issues of lead -based paint hazards.
I ONDS notifies adjacent units of local government, to the extent practicable, of the
priority non - housing community development needs, and submits the final Yakima
I Consolidated Plan to Yakima County and Washington State agencies for review and
comment. ONDS and other Yakima city staff also consult with and serve on the
boards of adjacent units of general local government, including local agencies with
wide - spread planning responsibilities such as the Yakima County Economic
1 Development Council.
ONDS also consults with local human service agencies including the United Way of
t Yakima County regarding the non - housing needs of children, elderly, persons with
disabilities, homeless persons, and other populations of need concerning priority
needs and funding gaps. ONDS uses information generated in the Point In Time
annual homeless count, United Way of Yakima County's State of Caring Index,
and other sources to identify service trends, available services, and gaps.
ONDS works closely with the Yakima Housing Authority (YHA) concerning public
I housing needs and consistency with YHA's planned programs and activities in the
Yakima Housing Authority (YHA) Agency Plan and the Yakima Consolidated
Plan. Yakima does not have a troubled YHA but, if necessary, would provide financial
I or other assistance if needed to improve YHA operations and remove any such
designation. ONDS also seeks to ensure that activities regarding local drug
elimination, neighborhood improvements programs, and resident programs and
I services funded under YHA programs and those funded under the Yakima
Consolidate Plan are fully coordinated to achieve comprehensive community
development goals.
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Citizen Participation (91.200 (b))
1. Provide a summary of the citizen participation process.
2. Provide a summary of citizen comments or views on the plan.
3. Provide a summary of efforts made to broaden public participation in the 1
development of the consolidated plan, including outreach to minorities and non -
English speaking persons, as well as persons with disabilities.
4. Provide a written explanation of comments not accepted and the reasons why
these comments were not accepted.
*Please note that Citizen Comments and Responses may be included as additional files within the CPMP '
Tool.
3 -5 Year Strategic Plan Citizen Participation response: '
Yakima, as a recipient of CDBG funds, provides for active participation by all citizens
who are affected by CDBG funded activities in accordance with Title I of the 1974
Housing & Community Development Act and its subsequent amendments. Yakima
submits a housing strategy that includes citizen participation in agreement with
HOME Investment Partnerships Program regulations, 24 CFR 92.
Yakima citizen participation in CDNG and HOME activities may range from needs
assessments and strategic planning to project selection and all phases of
1 implementation and evaluation.
CITIZEN PARTICIPATION PROCESS
The citizen participation process includes the gathering of input on community issues 1
such as housing, transportation, social services, population growth planning, capital
facilities, and economic development in 2 formats:
• On -going input on Yakima programs and service needs
• Specific input on the Yakima Consolidated Plan
On -going input - is gathered on Yakima programs and services needs through the
following sources:
• Point In Time Homeless Housing Counts and 10 -Year Homeless Plan Updates
• United Way of Yakima County's State of Caring Index
• Yakima County Division of Alcohol & Other Substance Abuse Services
(YCDASA)
• Yakima County Communities Mobilized Against Substance Abuse & Violence
(YCMASA)
• Yakima Renewal Community Program
• Loan Review Boards for the Yakima Home Improvement Program, Rental
Rehabilitation Program, Housing Development Program, & Commercial and
HUD 108 Loan Program
• Yakima County Economic Development Council
• Yakima Comprehensive Plan growth management meetings
• ONDS membership on non - profit and agency boards
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I • Citizen advisory committees and commissions
A In addition, Yakima citizens are actively recruited and involved in decision - making by
attending meetings, serving on various boards and commissions that represent
CDBG Target Area and city -wide interests. The city website provides information on
I the agenda, schedule, membership, and other particulars of each board and
commission.
Specific input - on the Yakima Consolidated Plan was obtained through the
1 following sources:
• Community Development Advisory Board (CDAB) - advises ONDS, Planning
I Commission, City Council, and the Mayor and City Manager on the formulation of
policies and plans, and to identify potential CDBG and HOME - funded projects. One of
CDAB's primary roles is to ensure citizen participation in all phases of the CDBG and
I HOME programs in accordance with federal regulations.
CDAB members are appointed by Mayor and Council and represent a broad range of
community interest including housing, financing, low- income advocacy, disabled,
I
minorities in the CDBG Target Area and city -wide. CDAB members may not be
employed by the city; are not compensated for work on the board; and must
assemble and conduct agendas in open public meetings.
I The CDAB conducted a public meeting on the draft Yakima Consolidated Plan on
Friday the 18th of September 2009.
1 • Yakima County Council - is the elected policy and appropriations body and an
especially important representative of the public. The Council consists of 5 members
plus the Mayor and Assistant Mayor. Council members are invited to all meetings and
1
receive periodic reports on CDBG funded activities. The Council must authorize the
use of grant funds for specific purposes.
I • Other governmental agencies - notices were sent during the public comment
period announcing the availability of the Yakima Consolidated Plan to the Yakima
County Commissioners, Yakima County Departments of Human Services and Health,
I and the Washington State Departments of Community, Trade & Economic
Development (CTED) and Social & Health Services (DSHS).
• Public & Assisted Housing Development Residents - and residents of the
1 CDBG Target Area were provided opportunities to review and comment on the
Yakima Consolidated Plan by ONDS and the Yakima Housing Authority (YHA). Public
meetings were conducted in the:
I • South Community Center located at 1211 South Seventh Street from 6:00-
8:00 pm on Tuesday the 4th of August 2009,
• Miller Park Activity Center located on North 4th Street & East E Street from
I 6:00 -8:00 pm on Tuesday the 1st of September 2009,
• City Hall located at 129 North 2nd Street at 2:00 -4:00 pm on Thursday the
24th of September 2009, and
• City Hall located at 129 North 2nd Street at 6:00 -8:00 pm on Tuesday the
1 29th of September 2009.
The Yakima Consolidated Plan and Annual Action Plans were developed through
I a public process and are consistent with HUD strategic goals, as well as local goals
1 3 -5 Year Strategic Plan 25 Version 2.0
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and objectives that are identified in the Yakima Housing Authority's Action Plan. I
Yakima Consolidated Plan activities and other information that relate to housing
developments is provided to the Yakima Housing Authority and made available at the I
annual public hearing for the Public Housing Authority (PHA) Plan. The draft
Yakima Consolidated Plan is also provided to the Yakima Housing Authority for
availability to public housing residents and the Resident Advisory Board (RAB) for 1
comment.
Upon request, ONDS will format the Citizen Participation Plan for persons with
disabilities and for non - English speaking citizens.
I
CITIZEN COMMENTS
Yakima considers the views of all citizens, public agencies, and other interested 1
groups in preparing the final Yakima Consolidated Plan. Comments and views
that were received in writing or in oral testimony at the City Council's public hearings
I
on the draft Yakima Consolidated Plan - as well as those not accepted, and the
reasons therefore, are summarized and included in the final Yakima Consolidated
Plan.
Before City Council adopts the Yakima Consolidated Plan, ONDS makes available to I
citizens, public agencies, and other interested parties information that includes the
expected amount of assistance (including grant funds and program income) and the t
range of activities that may be undertaken, including the estimated amount that will
benefit persons of low and moderate - income.
The draft Yakima Consolidated Plan, including the Citizen Participation Plan, was
I
available to the public for review and comment beginning on the 15th of September
2009 with the formal 30 -day public review period beginning on the 29th of
September and ending on the 30th of October 2009. Within 5 business days notice to
I
ONDS, special accommodations will be provided for persons with disabilities and for
non - English speaking persons.
Copies of the draft Yakima Consolidated Plan will be available at: I
• ONDS offices at 112 South Eighth Street,
• City Clerk's Office at City Hall at 129 North Second Street, and
I • Yakima Valley Regional Library at 102 North Third Street, Yakima,
Washington 98901; and on the
• city website www.ci.yakima.wa.us at a PDF file.
The draft and adopted or final Yakima Consolidated Plan, any substantial I
amendments, and the CAPER will all be available to the public, and upon request of
ONDS can be made accessible to persons with disabilities.
1
Letter and e-mail notifications of the availability of the draft Yakima Consolidated
Plan have also been provided all other government, non - profit, and private housing
1 and human service agencies along with requests for corrections and /or updates.
City Council will conduct a public hearing on the draft Yakima Consolidated Plan on
Tuesday the 10th of November in City Hall Council Chambers.
1
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ANTI - DISPLACEMENT AND RELOCATION PLAN
' Yakima has adopted a plan to minimize displacement and relocation that may occur
as a result of activities proposed in the Yakima Consolidated Plan. Yakima's
Residential Anti - Displacement & Relocation Assistance Plan was adopted by
' Yakima City Council in accordance with HUD Section 104(D) of 1974, as amended.
Yakima's plan mitigates the loss of low and moderate - income housing and requires
Yakima to make public specific information about any proposal to use housing and
' community development funds for activities that will result in the loss of such units.
Several strategies to minimize the displacement of persons from their homes have
been set forth in city policies and all replacement housing must be provided within 3
' years. Yakima citizens can comment on the city's Anti - Displacement & Relocation
Plan during the Consolidated Plan's public comment period and hearings.
' AMENDMENTS TO THE CONSOLIDATED PLAN
A 15 -day public notice was given for all public meetings and a 30 -day public notice
and comment period will be given in the public notices section of the city's
1 newspaper of record, the Yakima Herald- Republic, prior to the scheduled public
hearings with Yakima City Council and prior to the Yakima Consolidated Plan's
submission to HUD.
' Any substantial amendments to the Consolidated Plan, will also be provided a 10 -day
advance notice in the Yakima Herald- Republic to allow public review and comments
' with ONDS during a 30 -day period prior to adoption. Substantial changes to the
Consolidated Plan are defined as involving more than 10% of allocated funds for the
following:
' • Changes in the citizen participation process,
• Changes in allocation priorities or in the method of distributing funds,
• Changes in the use of CDBG or HOME funds from one eligible activity to
another, or
• Initiation of an activity, using funds from any program covered by the
Consolidated Plan (including program income), not previously described in the
' Action Plan.
PERFORMANCE REPORTS
' The Consolidated Annual Performance & Evaluation Report (CAPER) is made
available for public review and comment for 15 -days prior to being submitted to HUD
following the publication of a public notice in the Yakima Herald- Republic. All written
' and oral comments are considered in the final preparation of the CAPER and are
included in summary form in the report.
' PUBLIC HEARINGS AND MEETINGS
Yakima holds at least 2 public hearings per year to obtain citizen views and to
respond to proposals and questions at all stage of the community development
program and Consolidated Plan process.
The hearings address housing and community development needs, development of
proposed activities, and a review of program performance. At least 1 meeting is held
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prior to the proposed Consolidated Plan's publication.
Public hearings are held at times convenient to potential and actual beneficiaries in
locations that meet Americans with Disabilities Act (ADA) accessibility
standards. Translation services are provided during the hearings for non - English
speaking residents who wish to hear and participate in the public hearing. Special
accommodations for other services can also be provided upon request.
All public hearings are advertised in the public notices section of the Yakima Herald -
Republic 10 -days prior to the hearing. Public hearings provide the opening and
1
closing of the public comment period and are held in Council Chambers at City Hall.
Oral and written comments received during the comment period and at the public
hearing are summarized and included in the final submission to HUD. All comments
or views not accepted or not incorporated, and the reasons therefore, are also
summarized.
Citizens may attend and comment at the public hearing on all aspects of the plan
1
and process, including the Citizen Participation Program, as well as any projects
proposed for funding.
NOTIFICATIONS
All notices and agendas of public meetings and hearings include Yakima's Equal
Opportunity Statement, which outlines the procedure for those individuals requiring
special accommodations. Yakima's voice and TDD phone numbers are provided in all
public notices.
In addition to public notices in the Yakima Herald- Republic, citizens are also informed
of the availability of the draft and final Consolidated Plan and performance reports
throughout Yakima at public libraries, City Hall, community centers, and on the
Yakima website.
E -mail and written notifications is also provided of the availability, comment, and
hearings dates for the draft and final Consolidated Plan to the over 42 public, non-
profit, and private human services and housing provider agencies located within
Yakima's service area.
ACCESS TO RECORDS AND INFORMATION
On request, the public is provided with reasonable and timely access to information
and records relating to the Consolidated Plan and Yakima's use of assistance under
the program. Citizens and citizen groups have access to Yakima records for at least 5
years through the standard public disclosure process.
1
SUBMITTING VIEWS, COMPLAINTS, AND APPEALS
The preferred first step - for anyone dissatisfied with the Consolidated Plan and
1
process is to discuss it with ONDS staff and supervisors. Often a lack of
communication is at the root of misunderstandings. An open discussion reminds
ONDS to constantly work to keep the public informed about all CDBG and HOME
activities. Written response to written complaints will be provided within 15 working
days.
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The next step - in pursuing a complaint is to discuss it in a meeting or written
correspondence with the Yakima Community Economic Department (CED) Director
' who oversees ONDS and has responsibility for directing the citizen participation
process. Like ONDS, a written response to written complaints will be provided within
15 working days.
The next step - in pursuing a complaint is to present it to the Community
Development Committee (CDC - a 3 person Councilmember Subcommittee), which
has overall responsibility for CDBG and HOME programs and may recommend
' corrective measures to the Mayor and City Manager. A meeting time can be set by
contacting the CDC chairperson in care of ONDS or CED offices.
' In the event that a citizen is dissatisfied - with the action taken by CDC, the
final contact should be the Mayor or City Manager. Citizens may also voice concerns
to the full City Council during regular council meetings.
1 If local attempts to resolve the disagreement fail - actions of Yakima that are
in violation of HUD regulations may be appealed directly to the Yakima Area
Representative at the Seattle Area Office of HUD at 206 - 220 -5150. Copies of the
' regulations and the name, address, and phone number of the current Area
Representative will be made available on request of ONDS.
' Comments on the Consolidated Plan process and regarding Yakima's past
performance on CDBG programs are also invited. Citizens are encouraged to submit
comments to:
1 Archie Matthews, Supervisor
Office of Neighborhood Development
Services (ONDS)
1 112 South 8th Street
Yakima, Washington 98901
509 - 575 -6101
1 amatthews(aci.yakima.wa.us
SUMMARY OF PUBLIC COMMENTS
Letters -
Testimony from public hearings -
Comments received by e-mail -
1 RESPONSE TO COMMENTS
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Institutional Structure (91.215 (i)) I
1. Explain the institutional structure through which the jurisdiction will carry out its
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consolidated plan, including private industry, non - profit organizations, and public
institutions.
2. Assess the strengths and gaps in the delivery system. 1
3. Assess the strengths and gaps in the delivery system for public housing, including
I a description of the organizational relationship between the jurisdiction and the
public housing agency, including the appointing authority for the commissioners
or board of housing agency, relationship regarding hiring, contracting and
procurement; provision of services funded by the jurisdiction; review by the
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jurisdiction of proposed capital improvements as well as proposed development,
demolition or disposition of public housing developments.
3 -5 Year Strategic Plan Institutional Structure response: 1
Yakima's Mayor has designated the Office of Neighborhood Development Services
I (ONDS) responsible for the planning, development, and implementation of its CDBG
and HOME programs.
Yakima manages Consolidated Plan activities through a broad -based outreach
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approach involving a wide variety of public, non - profit, and private human services
and housing agencies. ONDS participates on boards of directors and community
coalitions, coordinates with the Yakima Housing Authority (YHA) and the non - profit
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community for the delivery of services to public housing residents. Technical
assistance and a teamwork approach facilitate joint development of affordable
housing to low and moderate - income households within the city limits. The specific
I forums for this interaction include:
• Yakima Housing Authority (YHA), Office of Industrialization Center (OIC), and
Yakima Valley Partners Habitat for Humanity representation on Yakima's I
Community Development Advisory Committee (CDAC)
• ONDS participation in the Homeless Network of Yakima County
• ONDS joint ventures with Yakima Valley Partners Habitat for Humanity t
• ONDS joint ventures with Office of Industrialization Center (OIC) on self -help
housing projects
ONDS's joint efforts with the Yakima Valley Partners Habitat for Humanity and Office
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of Industrialization Center (OIC) have resulted in the construction of approximately 4
and 5 low and moderate - income housing units per year by each group respectively.
ONDS provides sites and financial assistance while these groups provide the
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materials, labor, organization, and volunteers. Additional projects are planned for the
future.
Catholic Charities Housing Services (CCHS), Next Step Housing, Providence House, I
and the newly formed Yakima Valley Community Land Trust, along with other public,
non - profit, and private continue to submit applications, with ONDS assistance and
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support, for program and project funding from the:
Washington State Office of Community Development's (CTED) Housing Assistance
• Program /Affordable Housing Program /Federal Home Loan Bank Affordable
Housing Program and the
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I • Washington State Housing Finance Commission's Tax Exempt Bond and Tax
Credit Programs.
I ONDS also participates in the coordinated efforts that are part of the Continuum of
Care model in which Yakima plays a key role.
I OVERCOMING GAPS
Yakima has assessed the following strengths and weaknesses in the delivery of
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housing services and programs:
Strengths:
I • Cooperation and working relationships among institutions
• Knowledge of the development process
• Access to federal housing programs
I • Knowledge of low- income needs
• Organized human service delivery
Weaknesses:
I
• Limited resources available to agencies to increase affordable housing and
housing related services,
• Competition for limited funds among human services agencies,
I • Release of individuals from mental or penal institutions without identification
of housing resources,
• Insufficient housing resources targeting single individuals, women and
I children who are victims of domestic violence, youth 12 to 21 years of age,
and the mentally ill,
• Insufficient housing resources for individuals with special needs (for example,
individuals with AIDS and related diseases),
1
• Insufficient resources to adequately address unemployment and
underemployment in the Yakima area,
• Insufficient affordable childcare for single, female parents, and
I • Insufficient medical, dental, transportation, and case management services
for the mentally ill, developmentally disabled, youth, and elderly.
I COORDINATION
Yakima will pursue various activities outlined in the Consolidated Plan to eliminate
gaps, strengthen, coordinate, and integrate ONDS with public housing agencies,
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assisted housing providers and human service agencies, and other private and public
agencies.
U ONDS will work closely with other public, non - profit, and private human service
providers to determine the most beneficial approach in providing community
education, capacity building, and developing methods to maximize agency efficiency.
1 ONDS will continue to participate in collaborations established through the Homeless
Network of Yakima County and its Continuum of Care planning group and the Yakima
Housing Authority Advisory Committee. These 2 collaborative systems coordinate the
1 resources of government agencies, non - profit organizations, housing developers,
social service providers, neighborhood groups, and the business community in
addressing the specific needs of homeless populations. ONDS will work with agencies
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that have HUD Supportive Housing Program grants to coordinate the receipt of I
renewal grants.
ONDS will work with various private and public agencies and institutions when 1
developing the economic development component of the Comprehensive Plan
including the Yakima County Economic Development Council, Yakima Chamber of
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Commerce, Yakima County, and the Port of Yakima, among others.
ONDS will encourage and facilitate joint applications for resources and programs
among housing and service entities, and will continue to work with the YHA and local
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non - profit agencies to eliminate gaps in the system. ONDS will also continue to work
closely with the OIC to remediate lead -based paint issues.
ASSESSMENT OF PUBLIC HOUSING DELIVERY SYSTEM 1
ONDS and the Yakima Housing Authority (YHA) realize that cooperation and support '
between the agencies is essential in order to best serve Yakima's low and moderate -
income and special needs residents. Examples of this close relationship include:
• Yakima Housing Authority's (YHA) Executive Director serve on Yakima's
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Community Development Advisory Committee (CDAC) to assure close
coordination for funding housing and special needs services
• ONDS assists YHA in developing YHA's 5 Year and Annual Capital Plans. I
Likewise, YHA staff also assists ONDS in the development of the 5 Year
Consolidated Plans and Annual Action Plans
• Annual cooperation and funding assistance from Yakima to YHA on projects
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that develop local subsidized rental housing units for occupancy by low,
moderate or special needs residents
• Coordinated Police support for YHA elderly and public housing units
• Cooperation between ONDS and YHA under Washington State's Housing
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Cooperation Laws to provide zoning and other waivers or support for YHA's
serving low and moderate - income households
There has been no demolition or disposition of public housing developments and '
none is expected in the next 5 years.
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Monitoring (91.230)
' 1. Describe the standards and procedures the jurisdiction will use to monitor its
housing and community development projects and ensure long -term compliance
with program requirements and comprehensive planning requirements.
t 3 -5 Year Strategic Plan Monitoring response:
' Yakima's CDBG program is audited by HUD and Washington State under the Single
Audit Act on an as- needed basis based on risk assessments. The audit verifies that
Yakima meets all statutory requirements and that information reported is correct and
complete.
ONDS is responsible for monitoring CDBG and HOME program sub - recipients. ONDS
monitors sub - recipients on -site every 2 years or as needed (based on a risk analysis)
' in order to ensure all regulatory requirements are met and that the information
reported is complete and accurate. Sub - recipients are also monitored quarterly from
written reports submitted by the sub - recipient to Yakima to ensure consistency with
' CDBG and HOME program regulations. Monitoring consists of both on and off -site
reviews. In addition, ONDS may also contract private firms to do monitoring of
contracts and projects funded by CDBG, HOME, and General Funds.
' Yakima is only required to monitor projects and programs it funds from money
received directly from HUD. Grants or loans awarded directly to other entities by
HUD or other Federal or non - Federal agencies are typically not monitored by ONDS.
1 Priority Needs Analysis and Strategies (91.215 (a))
1. Describe the basis for assigning the priority given to each category of priority
' needs.
' 2. Identify any obstacles to meeting underserved needs.
3 -5 Year Strategic Plan Priority Needs Analysis and Strategies response:
' Yakima will support and encourage affordable housing and supportive housing
services for the following priority populations:
' PRIORITY 1: HOMELESS AND THOSE AT RISK OF BECOMING HOMELESS
• Families
• Domestic violence victims
• Unaccompanied Youth
• Chronically mentally ill
• Persons with co- occurring disorders
• Persons with alcohol or drug addictions
Housing for Homeless
' Yakima recognizes homelessness as the most severe housing problem. In
, the Yakima County Human Services Department initiated a process of creating
a Continuum of Care Plan, a county -wide plan to prevent and end homelessness
and to make self- determination possible for homeless individuals and families.
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The Homeless Network of Yakima County, the entity sponsored by the Yakima
County Human Services Department, established the Continuum of Care Strategic I
Planning Committee (representing approximately 40 public, non - profit, and private
agencies, housing developers, school districts, businesses, and religious institutions)
met, analyzed data, and identified gaps and strategies in the process of completing a
I
3 -5 year Continuum of Care Plan.
A functioning "Continuum of Care" system coordinates community resources in order
to address specific needs of the homeless population. The Yakima County
1
Continuum of Care Plan (adopted by the County Council in , and updated and
adopted by the Homeless Network of Yakima County in ), is available at ONDS
and the Yakima County Human Services Department website www.co.yakima.wa.us. 1
An updated Gaps Analysis was completed in 2008 by the Homeless Network of
Yakima County and will be used to support new projects through the McKinney
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Act Fund's Supportive Housing Program. Yakima continues to support and
cooperate with the Homeless Network of Yakima County.
In 2008, the Homeless Network of Yakima County developed a 10 -Year Plan to
1
End Chronic Homelessness in Yakima County and is currently developing a new
homeless services delivery system that will emphasize prevention, rapid re- housing,
supportive services and specialized re -entry programs. The goal and strategies in the I
Consolidated Plan support the Continuum of Care system.
PRIORITY 2: LOW- INCOME FAMILIES AND INDIVIDUALS
I
• Extremely low- income (30% of median and below)
• Very low- income (50% of median and below)
• Low - income (80% of median and below)
I
Housing for Low - Income
Median household incomes in Yakima are substantially below those of
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Washington State even while housing costs are comparable to state levels. Increased
housing costs are forcing some low- income households to pay more than 30% of
gross household income for safe, decent, market -rate housing. Households with
I
severe housing cost burdens may not be able to meet other basic needs such as
childcare, healthcare, insurance (home, health, auto, life), adequate or reliable
transportation, or even adequate food or utilities. I
The availability of affordable housing and of subsidies that make housing affordable
for these households can benefit the entire community. Preservation of existing
homes is generally more cost - effective than new construction and also maintains the I
character of the neighborhood.
Consolidated Plan strategies and actions are focused on assisting low- income families
1
and individuals obtain and maintain affordable housing.
PRIORITY 3: LOW- INCOME FAMILIES AND INDIVIDUALS WITH SPECIAL
NEEDS
1
• Elderly /Frail elderly
• Chronically mentally ill
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• Physically and developmentally disabled
• Persons with co- occurring disorders
' • Persons with alcohol or drug addictions
• Victims of domestic violence
• Pregnant and parenting women
OBSTACLES
With such a large portion of the households of Yakima of low or moderate - income, a
1
major obstacle to meeting the underserved needs is to have sufficient local, state or
federal resources. In some cases, having a portion of the funds available from
resources through Yakima may not make a project or program feasible if insufficient
' private funds, such as low income housing tax credits or other development
financing, are not available to the project or program.
Lead -based Paint (91.215 (g))
1. Estimate the number of housing units that contain lead -based paint hazards, as
' defined in section 1004 of the Residential Lead -Based Paint Hazard Reduction Act
of 1992, and are occupied by extremely low- income, low- income, and
moderate - income families.
' 2. Outline actions proposed or being taken to evaluate and reduce lead -based paint
hazards and describe how lead based paint hazards will be integrated into
housing policies and programs, and how the plan for the reduction of lead -based
hazards is related to the extent of lead poisoning and hazards.
3 -5 Year Strategic Plan Lead -based Paint response:
' The Residential Lead -Based Paint Hazard Reduction Act of 1992 seeks to
identify and mitigate sources of lead in the home. A high level of lead in the blood is
particularly toxic to children aged 6 and younger damaging the central nervous
system, causing mental retardation, convulsions and sometimes death. Even low
levels of lead can result in lowered intelligence, reading and learning disabilities,
decreased attention span, hyperactivity and aggressive behavior.
1 Children who live in homes with lead -based paint can become exposed by
inadvertently swallowing lead contained in household dust. This is particularly a
' problem when houses are remodeled using practices such as scraping or sanding of
old paint. Children can also be exposed by chewing on woodwork or simply with
common hand to mouth contact. Lead -based paint is not the only culprit. Lead has
also been identified in many other sources, including some vinyl blinds, pottery, lead
' in water pipes, lead in dust brought into the home from work sites, some hobbies
(like lead solder in stained glass work), and some herbal remedies.
' The Center for Disease Control and Prevention (CDC) recommends that children ages
1 -2 be screened for lead poisoning. The CDC also recommends that children 3 -6
years of age should be tested for lead if they:
1 • have not been tested before and receive services from public assistance
programs;
• live in or regularly visit a building built before 1950;
1 • live in or visit a home built before 1978 that is being remodeled; or
3 -5 Year Strategic Plan 35 Version 2.0
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• have a brother, sister, or playmate who has had lead poisoning.
Unfortunately, the Washington Department of Health estimates that only 4% of
Washington children ever receive a blood lead test.
In the 4 -year period from 2000 through 2003, 33,025 children under the age of 6
were tested in Washington and 425 had confirmed elevated blood -lead levels. CDC
provides funding for testing for children who are not eligible for Medicaid or who do
not have private insurance. Most of the testing is performed by private physicians
and clinics, at the request of parents. The Washington Department of Human
Services maintains a web site with instructions for lead testing, an indication of
hazards, lists of resources and links to other sites.
The State of Washington Lead Poisoning Prevention Program compiles data on 1
testing statewide and results of those tests. Testing data are not tracked by location
unless the children are Medicaid - eligible. Results that are confirmed positive for
elevated blood -lead levels are tracked by location. The information is reported to the
Yakima County Health Department for follow -up.
The age of the housing unit is a leading indicator of the presence of lead- hazard,
along with building maintenance. Lead was banned from residential paint in 1978. A
1999 national HUD survey found that 67% of housing built before 1940 had
significant LBP hazards. This declined to 51% of houses built between 1940 and
1959, 10% of houses built between 1960 and 1977 and just 1% after that. Based on
those estimates, approximately 7,138 homes pose potential lead -based paint
hazards in Yakima. However, the HUD study also noted that there were regional
differences in the probability of a hazard; the risk was more prevalent on the east
coast (43 %) than on the west coast (19 %).
Potential Lead -Based Paint Hazards in Yakima, 2009
Potential hazards
Construction Number housing units Rate* Units
Before 1940 6,367 67% 4,266
1940 -1959 8,747 51% 4,461
1960 -1979 9,856 10% 986
1980 -2000 6,215 1% 62
2000 -2006 1,897 n/a n/a
Total 33,082 9,775
Clickner, R et.al. National Survey of Lead & Allergens in Housing, Final Report, Volume 1:
Analysis of Lead Hazards. Report to Office of Lead Hazard Control, US Department of Housing
& Urban Development (HUD), 2001 and the 2005 -2007 American FactFinder
According to the Yakima County Health Department, there is no official current 1
report on children's elevated blood levels for lead. Of past cases that are know, most
were the result of adoptions of children from out of country and migrant Latino
children. It is not routine to test for lead for children in Yakima County and that may
be why the number is so low.
The National Lead Information Center's toll free telephone number (1- 800 - 424 -5323)
and an Internet address of www.epa.gov /lead /nlic.htm.
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I LEAD -BASED PAINT AND LEAD HAZARDS
I The Office of Industrialization Center (OIC) recently acquired an XRF analyzer (x -ray
fluoroscopy), under a federal Healthy Homes Initiative grant. The XRF is both
more precise and less intrusive in testing than previous techniques. The Lead -Based
I Paint Hazard Reduction grant provides for:
• Equipment, including the XRF analyzer,
• Training for staff and contractors on lead safe practices, both for the worker
I and residents, and
• Inspections and /or risk assessments.
I The OIC also provides weatherization home rehabilitation in Yakima County. The OIC
is able to test for lead hazards in these homes, along with homes referred by public
health nurses, the YHA, ONDS, and other partners including Yakima County Head
I Start.
ONDS and OIC test for lead -based paint in homes participating in the Home
Rehabilitation Program. ONDS also refers contractors to the Building Performance
1
Center for safety training and certification.
Doctors currently test children for elevated levels of lead in the blood when indicated
U by symptoms, and report positive findings to the DOH. DOH refers the case to the
Yakima County Health Department if the levels warrant investigation. Yakima County
Health Department staff visit the home to identify and remove the cause.
1 Public health nurses working in the First Steps Program (initiated in 2001) visit
Medicaid - eligible mothers of newborns and children up to 1 year old. As part of the
Home Safety Assessment, the nurses use the "No Lead in My Bed" protocol, which
I arose out of concern for lead use in mini - blinds, often located over the cribs or beds
of very young children. Nurses also work with OIC to test for lead.
I While efforts are underway to identify and remove lead hazards, ONDS and the OIC
encourage increased testing for elevated lead in the blood of children as well as
increased education for health and human service providers and the general public.
I ONDS plans actions to reduce lead -based paint hazards, consistent with the below
listed goals, strategies and objectives, through ONDS's Home Rehabilitation
Program (HRP). In addition, the HRP will, whenever possible, coordinate actions
I with the OIC and the healthy homes and lead -based paint hazard reduction program
and grants. While there have been few documented cases of lead -based paint
poisoning in Yakima, the statistics indicate there is the potential for approximate
I 9,775 housing units to contain lead -based paint hazards a substantial portion of
which are likely to be occupied by low and moderate - income households.
I LEAD -BASED PAINT
Goal 1: Over 5 years, distribute materials on lead -based paint hazards to all
clients, contractors, and human service agencies.
I Strategy 1: Educate clients and construction and rehabilitation
professionals about lead -based paint hazards, and provide resources for
assessment and abatement.
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Objectives: I
• Over 5 years, distribute the pamphlet, Lead -Based Paint, a Threat to your
Children, to 125 single - family and rental family Home Rehabilitation Program
I
clients.
• Develop and distribute lead -based paint information to 25 contractors yearly
(remodelers, window replacement contractors, and painters). 1
• Make a lead -based paint hazard guide available to maintenance personnel of
older multi - family rental complexes.
• Provide lead -based paint guide to 3 agencies engaged in rehabilitation
activities.
I
Goal 2: Assure that all information distributed on lead -based paint is in
compliance with current state and federal law.
Strategy 1: Keep updated on state and federal law requirements.
Objectives:
I
• Contact Washington State annually to obtain a current list of certified risk
assessors, certified inspectors, and accredited testing laboratories.
• Add information on lead -based paint to Yakima's website, with links to other
sites providing regulatory information to keep citizens updated on their rights
I
related to the current law.
• Provide ONDS staff with training to stay current in regulations and procedures
pertaining to lead -based paint hazards.
I
Goal 3: Increase the number of trained and certified inspectors and
contractors within the community in order to adequately address lead -based
I
paint hazards.
Strategy 1: Through collaboration with local, state, and federal agencies
provide technical assistance and funding for local training in lead -based
paint procedures. 1
Objectives:
• Secure sources of funding for training certified risk assessors, certified
I
inspectors, and safe work practices contractors.
• Maintain and make available a list of certified risk assessors, certified
inspectors, and safe work practices contractors for use by local citizens to
address their lead -based paint hazards.
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1 HOUSING
I Housing Needs (91.205)
*Please also refer to the Housing Needs Table in the Needs.xls workbook
I 1. Describe the estimated housing needs projected for the next five year period for
the following categories of persons: extremely low- income, low- income,
moderate - income, and middle- income families, renters and owners, elderly
I persons, persons with disabilities, including persons with HIV /AIDS and their
families, single persons, large families, public housing residents, victims of
domestic violence, families on the public housing and section 8 tenant -based
waiting list, and discuss specific housing problems, including: cost - burden, severe
1 cost- burden, substandard housing, and overcrowding (especially large families).
2. To the extent that any racial or ethnic group has a disproportionately greater
I need for any income category in comparison to the needs of that category as a
whole, the jurisdiction must complete an assessment of that specific need. For
this purpose, disproportionately greater need exists when the percentage of
I persons in a category of need who are members of a particular racial or ethnic
group is at least ten percentage points higher than the percentage of persons in
the category as a whole.
I 3 -5 Year Strategic Plan Housing Needs response:
HOUSING AFFORDABILITY
1 Housing costs are generally considered to be affordable when all housing associated
costs (including mortgage or rent, utilities, taxes, etc) equals no more than 30% of
gross household income. Escalating housing and utilities costs have forced many
1
households to pay considerably more for housing than is affordable or even feasible.
While housing costs are increasing, income is not increasing at the same rate. For
I example, the median value of owner - occupied housing increased 76% from 1970 to
2006 while median household income increased 36% and median family income 20%
for the same periods, or by less than half. The median value of gross rent increased
I 32% during the same period, which more closely parallels income trends.
Median income Median housing measures
Household Family Gross rent Owner value
I 1970 $26,420 $38,495 $458 $75,191
1980 531,386 $40,631 S519 $104,049
1990 529,812 $37,247 s517 $83,978
I 2000 $29,475
S34,798 $526 $106,200
2006 535,820 $46,360 $606 5132,600
1970 -2006 $9,400 $7,865 $148 $57,409
I Percent change 36% 20% 32% 76%
Source: US Census and American FactFinder 2005 -2007, SOCDS Census Data:
Select Output Table, not adjusted for inflation
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1
Conversely, economic conditions in Yakima were affected in the late 1990s, reducing
median household and family incomes noticeably, but not significantly, similar to the
I
slight reductions in the median rents during the same period. Median housing values,
however, were adversely affected falling almost $20,000 between 1980 and 1990,
before rebounding in the year 2000.
I
The Washington Center for Real Estate Research (WCRER) at Washington
State University maintains data on home resale, building permits, and rental trends
on a county basis. WCRER calculates the Housing Affordability Index (HAI) 1
based on a model developed by the National Association of REALTORS@ which
measures the ability of a typical family to make payments on a median priced resale
home, assuming 20% down payment and 30 year amortizing mortgage - first -time
homebuyers are assumed to buy a less expensive home with lower down payments
and lower income.
According to WCRER, Yakima County's HAI was 164.7 in the first quarter of 2009 1
meaning that median family income was 64.7% more than the bare minimum
required to qualify for a mortgage on the median priced home, compared with 125.5
for Washington State. Yakima County's First -Time HAI was 100.8 compared to 73.3 1
for Washington State, meaning county first -time buyers were just able to qualify for
a mortgage necessary to buy a lower price home with a lower down payment.
The National Low Income Housing Coalition (NLIHC) maintains annual data on 1
the Fair Market Rents (FMR) set by HUD based on actual housing cost and the
income required to afford that housing in US counties.
I
Number of bedrooms
Housing /Income Factor Zero One Two Three Four
Fair Market Rent (FMR)* $461 $541 $700 $922 $972
1
Income needed to afford ** $18,440 $21,640 $28,000 $36,880 $38,880
Hourly wage required to afford $8.87 $10.40 $13.46 $17.73 $18.69
Hours /week at minimum wage 44 52 67 88 93
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* HUD 2008 Fair Market Rent
* * Needed to afford assuming 30% of household income for rent.
Source: National Low Income Housing Coalition (NIHLC) Out of Reach 2008:
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America's Housing Wage Climbs
The Fair Market Rent (FMR) - in Yakima County for a 2- bedroom apartment is
$700. In order to afford this level of rent and utilities, without paying more than
30% of income on housing, a household must earn $2,333 monthly or $28,000
annually. Assuming a 40 -hour work week, 52 weeks per year, the required level of
income translates into a Housing Wage of $13.46.
I
A minimum wage worker - in Yakima County earns an hourly wage of $8.07. In
order to afford the FMR for a 2- bedroom apartment, a minimum wage earner must
I work 67 hours per week, 52 weeks per year. Or, a household must include 1.7
minimum wage earner(s) working 40 hours per week year -round in order to make
the 2- bedroom FMR affordable.
The estimated mean (average) wage for a renter - in Yakima County is $8.76 1
an hour. In order to afford the FMR for a 2- bedroom apartment at this wage, a
renter must work 61 hours per week, 52 weeks per year. Or, working 40 hours per
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I week year- round, a household must include 1.5 worker(s) earning the mean renter
wage in order to make the 2- bedroom FMR affordable.
I Monthly Supplemental Security Income (SSI) payments - for an individual are
$637 in Yakima County. If SSI represents an individual's sole source of income, $191
I in monthly rent is affordable, while the FMR for a studio housing unit is $461.
Percent of Area Annual Maximum
I Income definition Median Income income limit monthly housing
(AMI) cost
Extremely low income to 30% of AMI $12,000 $300
Very low income to 50% of AMI $20,000 $500
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Other low income to 80% of AMI $32,000 $800
Notes - NIHLC estimated Yakima County's AMI (Area Median Income) was $40,000
in 2008.
I Source: National Low Income Housing Coalition (NIHLC) Out of Reach 2008:
America's Housing Wage Climbs
Extremely low- income households (those with incomes at or below 30% of
I
Area Median Income or AMI) - are hard - pressed to find housing they can afford if
Fair Market Rents for even studio apartments start at $462 per month, and are
therefore more likely to live in unsuitable housing or in overcrowded conditions, and
I are at risk of homelessness. In the event an extremely low- income household is
paying Fair Market Rents for studio or even larger units, they are not likely to have
income remaining for child care, medical insurance or basic health care, adequate
1 food, and other necessities.
Item Source Amount
Annual income for a family US Census, Current Population Survey, $18,810
I of 4 living in poverty Annual Social & Economic Supplement,
2004
Rent DOL, Bureau of Labor Statistics, Consumer -5,274
I Expenditures Survey, February 2004 $13,536
Utilities DOL, Bureau of Labor Statistics, Consumer -2,350
Expenditures Survey, February 2004 $11,186
I Transportation DOB, Bureau of Labor Statistics, Consumer -4,852
Expenditures Survey, February 2004 $6,334
Food DOL, Bureau of Labor Statistics, Consumer -4,815
I Expenditures Survey, February 2004 - $1,519
assuming food stamps for the majority
Health care DOL, Bureau of Labor Statistics, Consumer -793
Expenditures Survey, February 2004 - $726
I
assuming health insurance through
employer
Child care US Dept of Agriculture, Center for Nutrition -2,030
I Policy & Promotion, Expenditures on $ -1,304
Children by Families, April 2004 - assumes
subsidy of 75% of real cost
I Source: Catholic Campaign for Human Development, Poverty USA, 2004.
The above table was developed from an analysis of national costs and expenditures
prepared by the Catholic Campaign for Human Development to illustrate how difficult
1 a family of 4 living in poverty has meet daily living expenses.
3 -5 Year Strategic Plan 41 Version 2.0
Jurisdiction
AFFORDABILITY MISMATCH
Affordability mismatches occur when the allocation of available housing at specified
rents or prices in the housing market are not matched with local area households'
ability to pay. For example, housing units are not generally allocated on the basis of
need but rather than ability to pay on a first -come first - served basis. Thus, even if
units are rented or sold at a price affordable to low- income households, households
with low incomes are not necessarily occupying the lower priced units.
HUD provides an analysis of the availability of units priced within range of low -
income households and compares that with the income of the occupants. According
to the 2000 census CHAS (Consolidated Housing Affordability Statistics) data,
1
• 47 %% of the rental units within the appropriate affordability range for
extremely low- income households (below 30% AMI) were actually occupied
by households with incomes in that range,
• 56% of the rental and 38% of the owner - occupied units within the
appropriate affordability range for very low- income households (31 -50% AMI)
were actually occupied by households with incomes in that range,
• 65% of the rental and 43% of the owner - occupied units within the
appropriate affordability range for low- income households (51 -80% AMI)
were actually occupied by households with incomes in that range, '
Clearly, lower income renter households are essentially blocked from renting or
acquiring affordable units by households by households with higher incomes and /or
who arrived first in the housing marketplace.
Rent /price affordable at <30% AMI Rentals Owned*
Units in price range 1,450 n/a
Occupants at <30% AMI 47% n/a
Vacant units for rent /sale 260 n/a
Rent /price affordable at 31 % -50% AMI
Units in price range 2,775 2,179
Occupants at <50% AMI 56% 38%
Vacant units for rent /sale 680 70
Rent /price affordable at 51 % -80% AMI
Units in price range 6,565 4,499
Occupants at <80% AMI 65% 43%
Vacant units for rent /sale 455 99
* Includes units for sale
Source: HUD 2000 CHAS data
AFFORDABILITY AND PERSONS WITH DISABILITIES
In 2006, approximately 13,290 persons or 17.8% of the total population over 5
years of age in Yakima had a disability. Disability percentages were lowest at 6.5%
for the younger age 5 -15 groups compared with 14.3% for age 16 -64 and 49.0% for
age 65 and over. 1
Age In Group W /disability Percent
3 -5 Year Strategic Plan 42 Version 2.0
1
Jurisdiction
I 5 -15 years 12,919 844 6.5%
16 -64 years 51,078 7,320 14.3%
A 65+ years 10,459 5,126 49.0%
Total population 5 years and older 74,456 13,290 17.8%
Source: US Census Bureau, American FactFinder, 2005 - 2007
1 To the extent that over 65 year age groups are also present in greater proportions in
poverty households and households paying over 30% of gross household income for
housing, it is presumed the elderly age group is also least able to find affordable
1
housing, particularly housing designed for the disabled.
NEED FOR HOUSING ASSISTANCE
I Renter Households with Problems
HUD's Consolidated Housing Affordability Statistics (CHAS year 2000 data) defines
I housing problems as a cost burden (paying over 30% of income for rent and
utilities), overcrowding, and /or lack of complete kitchen and plumbing facilities. RVs
and other impermanent quarters are excluded.
1 Household size and composition
Small Large All Total
Household income level Elderly related related others renters
I Persons in households 1 -2 2 -4 5+ na na
0 -30% of MFI 702 925 393 860 2,880
with housing problems 73% 87% 91% 79% 82%
I paying > 30% 67% 81% 85% 76% 77%
paying >50% 48% 72% 66% 60% 62%
31 -50% of MFI 690 880 454 614 2,638
I with housing problems 66% 89% 93% 74% 80%
paying > 30% 66% 73% 62% 68% 68%
paying >50% 23% 19% 10% 15% 18%
I 51 -80% of MFI 475 1,205 490 755 2,925
with housing problems 62% 53% 82% 47% 57%
paying > 30% 62% 33% 24% 44% 39%
paying >50% 22% 5% 0% 5% 7%
1 81% of MFI 678 1,645 290 1,345 3,958
with housing problems 37% 21% 53% 14% 24%
paying > 30% 29% 2% 0% 10% 9%
' paying >50% 17% 0% O% O% 3%
All households 2,545 4,655 1,627 3,574 12,401
with housing problems 60% 55% 82% 47% 57%
I paying > 30% 56% 39% 45% 43% 44%
paying >50% 28% 19% 19% 18% 21
Notes: MFI is median family income. Housing problems include cost greater than 30% of
income and /or overcrowding and /or without complete kitchen or plumbing facilities. Cost
I includes rent and utilities. Totals may vary slightly from census data.
Source: HUD 2000 CHAS tables.
All renter households - over 57% (6,294 households out of 12,401 total Yakima
I renter households in the year 2000) of all renter households of all household types
and of all income levels in Yakima had housing problems, 44% or 5,488 households
were paying more than 30% of household income for housing, and 21% or 2,557
1 households were paying more than 50% of household income for housing.
I 3 -5 Year Strategic Plan 43 Version 2.0
1
Jurisdiction
1
Household size and composition
Small Large All Total
I
Household income level Elderly related related others renters
Persons in households 1 -2 2 -4 5+ na na
0 -30% of MFI 702 925 393 860 2,880 I
with housing problems 512 805 358 680 1,558
paying > 30% 473 745 334 650 2,202
paying >50% 339 665 260 515 1,779
I 31 -50% of MFI 690 880 454 614 2,638
with housing problems 455 780 424 454 2,113
paying > 30% 455 645 279 419 1,798
paying >50% 160 165 45 94 464 1
51 -80% of MFI 475 1,205 490 755 2,925
with housing problems 295 630 400 355 1,680
paying > 30% 295 395 115 330 1,135
I
paying >50% 105 55 0 40 200
81% of MFI 678 1,645 290 1,345 3,958
with housing problems 253 345 155 190 943 I
paying > 30% 198 25 0 130 353
paying >50% 114 0 0 0 114
All households 2,545 4,655 1,627 3,574 12,401 I
with housing problems 1,515 2,560 1,337 1,679 6,294
paying > 30% 1,421 1,810 728 1,529 5,488
paying >50% 718 885 305 649 2,557
I
Notes: MFI is median family income. Housing problems include cost greater than 30% of
income and /or overcrowding and /or without complete kitchen or plumbing facilities. Cost
includes rent and utilities. Totals may vary slightly from census data.
Source: HUD 2000 CHAS tables. I
Renter households by income level - the percent of all households who have
housing problems increases as income decreases from 24% of all households with
incomes above 81% of Median Family Income (MFI) to 57% of all households with
I
incomes between 51 -80% of MFI to 80% of all households with income between 31-
50% of MFI to 82% of all households with incomes below 30% of MFI. The trends
are similar for households who are paying more than 30% and 50% of all household I
income for housing.
Renter household type with housing problems - the percent of all households
1
who have housing problems is greatest for large related households with over 5
members at 82% followed by elderly households with 1 -2 members at 60% followed
by small related households with 2 -4 members at 55% followed by all other
households at 47 %. 1
However, the number of households with housing problems is greatest for small
related households with 2 -4 members at 2,560 households followed by all others at
I
1,679 households followed by elderly households at 1,515 households followed by
large related with over 5 members at 1,337 households.
Renter household type paying more than 50% of income for housing - the 1
percent is greatest among the elderly with 1 -2 members at 28 %, followed by small
2 -4 members and large 5+ members at 19% followed by all others at 18 %.
1
3 -5 Year Strategic Plan 44 Version 2.0
I
1
Jurisdiction
I r v How the number of households paying more than 50% of income for housing is
However, r eo spa yg to co e g
greatest for small related with 2 -4 members at 885 households followed by elderly
I households with 1 -2 members at 718 followed by all others at 649 followed by large
related over 5 members at 305.
I Owner Households with Problems
All owner households - over 31% (4,452 households out of 14,229 total Yakima
owner households in the year 2000) of all owner households of all household types
and of all income levels in Yakima had housing problems, 25% or 3,589 households
I were paying more than 30% of household income for housing, and 9% or 1,325
households were paying more than 50% of household income for housing.
I Household size and composition
Small Large All Total
Household income level Elderly related related others owners
I Persons in households 1 -2 2 -4 5+ na na
0 -30% of MFI 494 195 193 245 1,127
with housing problems 64% 92% 100% 74% 77%
paying > 30% 64% 92% 82% 69% 73%
I 779 paying >50% 38% 82% 73% 53% 55%
3 1 -50% of MFI 323 159 140 1,401
with housing problems 47% 86% 94% 79% 65%
I paying > 30% 47% 75% 82% 61% 60%
paying >50% 15% 37% 35% 46% 25%
51 -80% of MFI 1,020 600 488 275 2,383
I with housing problems 22% 58% 86% 44% 47%
paying > 30% 20% 53% 41% 44% 35%
paying >50% 7% 11% 2% 13% 8%
I 81% of MFI
with housing problems 2,530 4,695 1,074 1,019 9,318
8% 15% 43% 19% 17%
paying > 30% 8% 12% 14% 19% 12%
I paying >50% 1% 2% l% 4% 2%
4
All households
4,823 5,813 1,914 1,679 14,229
with housing problems 23% 26% 64% 36% 31%
paying > 30% 23% 22% 33% 35% 25%
I paying >50% 9% 7% 11% 16% 9%
N otes: MFI is median family income. Housing problems include cost greater than 30% of
income and /or overcrowding and /or without complete kitchen or plumbing facilities. Cost
I includes rent and utilities. Totals may vary slightly from census data.
Source: HUD 2000 CHAS tables.
Owner households by income level - the percent of all households who have
I housing problems increases as income decreases from 17% of all households with
incomes above 81% of Median Family Income (MFI) to 47% of all households with
incomes between 51 -80% of MFI to 65% of all households with income between 31-
I 50% of MFI to 77% of all households with incomes below 30% of MFI. The trends
are similar for households who are paying more than 30% and 50% of all household
income for housing.
1 Owner household types with housing problems - the percent of all households
who have housing problems is greatest for large related households with over 5
members at 64% followed by all others at 36% followed by small related households
1 with 2 -4 members at 26% followed by elderly households with 1 -2 members at 23 %.
I 3 -5 Year Strategic Plan 45 Version 2.0
1
Jurisdiction
However, the number of households with housing problems is greatest for small
related households with 2 -4 members at 1,511 households followed by large related
households with over 5 members at 1,223 households followed by elderly households I
with 1 -2 members at 1,229 households followed all others at 599 households.
Owner household type paying more than 50% of income for housing - the
1
percent is greatest for all others at 16% followed by large related households with
over 5 members at 11% followed by elderly households with 1 -2 members at 9%
followed by small related households with members at 7 %.
1
However, the number of households paying more than 50% of income for housing is
greatest for small related with 2 -4 members at 424 households followed by elderly I
households with 1 -2 members at 415 followed by all others at 270 followed by large
related over 5 members at 216.
Household size and composition
1
Small Large All Total
Household income level Elderly related related others owners
I
Persons in households 1 -2 2 -4 5+ na na
0 -30% of MFI 494 195 193 245 1,127
with housing problems 314 180 193 180 867
paying > 30% 314 180 158 170 822 I
paying >50% 189 160 140 130 619
31 -50% of MFI 779 323 159 140 1,401
with housing problems 369 278 149 110 906
I
paying > 30% 369 243 130 100 842
paying >50% 114 120 55 65 354
51 -80% of MFI 1,020 600 488 275 2,383 111 with housing problems 225 350 418 120 1,113
paying > 30% 200 315 198 120 833
paying >50% 75 65 8 35 183
I
81% of MFI 2,530 4,695 1,074 1,019 9,318
with housing problems 210 704 464 189 1,567
paying > 30% 200 554 150 189 1,093
paying >50% 35 798 14 40 887
1
All households 4,823 5,813 1,914 1,679 14,229
with housing problems 1,119 1,511 1,223 599 4,452
paying > 30% 1,085 1,290 635 579 3,589
I
paying >50% 415 424 216 270 1,325
Notes: MFI is median family income. Housing problems include cost greater than 30% of
income and /or overcrowding and /or without complete kitchen or plumbing facilities. Cost I
includes rent and utilities. Totals may vary slightly from census data.
Source: HUD 2000 CHAS tables.
All households with housing problems of all tenures
I
1
1
3 -5 Year Strategic Plan 46 Version 2.0
1
Jurisdiction
t All household types with
Yakima City - % households with any housing problems
___ housing problems - the
I IIII6 percent of all households
who have housing problems
70` ..K regardless of rental or
I 6°°
5 R ` s — 57911
owner tenure is greatest for
• • renting large related
`3' households with over 5
• II 3916 • members at 82% followed
3 - • • • 2/* ■ ■ • 2 7 III large related
1 households with over 5
10 - members at 64% followed
by renting elderly
` -∎ . , 4� o c �` , �A o 0 ,o a .,� ` ., sob a s o# , households with 1 -2
„ :` ° ;" , ,r members at 60% followed
,,,.$' �`� 5 J o f o �
S by renting small related
P c P c`
°`E / with 2 -4 members at 55 %.
Conversely, those
households with the least percentages with housing problems were owner elderly
I
households with 1 -2 members at 23% followed by owner small related households
with 2 -4 members at 26 %.
I All household type paying more than
Yakima City % households paying >50% housing costs 50% of income for housing regardless of
with any housing problems rental or owner tenure - the percent is
I g` greatest for all renting elderly households
with 1 -2 members at 28% and renting small
related 2 -4 members and large related with 5
2,%
- 19% , or more members at 19 %. Conversely, the
1 16 percent paying more than 50% is least for
tix owner small related households with 2 -4
MR 796
members at 7% followed by owner elderly
households with 1-2 members at 9 %.
a=
Lacking complete services and
overcrowding
/ ie aor.
/ ♦ R► to e' o.„ 1�a t�s
_,.. 4.... ,. `r �,$ a , o` r`s Lack of facilities and overcrowding are also
�`' `' `� indicators of inadequate housing conditions.
P According to the American FactFinder survey
in 2006, approximately
I Lack complete plumbing Total Lacking Percent
Lacking complete plumbing fixtures 30,703 107 0.3%
Lacking complete kitchen facilities 30,703 294 1.0%
I Lacking telephone service available 30,703 1,227 4.0%
Persons per room Total Crowded Percent
1.00 or less persons per room 30,703 28,607 93.2%
I 1.01 -1.50 persons per room 30,703 1,852 6.0%
1.51 or more persons per room 30,703 244 0.8%
Source: US Census Bureau, American FactFinder, 2005 -2007
1
I 3 -5 Year Strategic Plan 47 Version 2.0
1
Jurisdiction
1.0 % or 294 housing units in Yakima laced complete kitchen facilities while 4.0% or I
1,227 lacked available telephone service.
Approximately 6.0% or 1,852 housing units were overcrowded with between 1.01 I
and 1.50 persons per room, while 0.8% or 244 were severely overcrowded with
more than 1.50 persons per room. I
DISPROPORTIONATE HOUSING PROBLEMS BY RACE /ETHNICITY —
RENTER HOUSEHOLDS
Hispanic or Latino Renter Households with Problems I
HUD's Consolidated Housing Affordability Statistics (CHAS year 2000 data) also
provides housing information on Hispanic or Latino households with housing
problems in general including paying over 30% of income for rent and utilities,
overcrowding, and /or lack of complete kitchen and plumbing facilities. Due to the
more limited number of households within the Hispanic or Latino sample, CHAS
I
statistics do not include information on the extent of the cost burden compared with
general housing problems nor does it break out family households by size.
Total population Hispanic or Latino 1
All Total All Total
% MFI Eldrly Famly other renter Eldrly Famly other renter
Persons 1 -2 2 -5+ na na 1 -2 2 -5+ na na
0 -30% 702 1,318 860 2,880 70 785 80 935
w /problems 73% 88% 79% 82% 57% 92% 81% 89%
31 -50% 690 1,334 614 2,638 25 710 145 880 I
w /problems 66% 90% 74% 80% 40% 93% 76% 89%
51 -80% 475 1,695 755 2,925 10 700 125 835
w /problems 62% 61% 47% 57% 100% 79% 72% 78%
I 81% 678 1,935 1,345 3,958 10 550 185 745
w /problems 37% 26% 14% 24% 0% 54% 27% 46%
All hshlds 2,545 6,282 3,574 12,401 115 2,745 535 3,395
I
w /problems 60% 62% 47% 57% 52% 81% 59% 77%
Notes: MFI is median family income. Housing problems include cost greater than 30% of
income and /or overcrowding and /or without complete kitchen or plumbing facilities. Cost
includes rent and utilities. Totals may vary slightly from census data.
I Source: HUD 2000 CHAS tables.
All renter households - over 57% (6,294 households out of 12,401 total Yakima
renter households in the year 2000) of all renter households of all household types I
and of all income levels in Yakima had housing problems compared with 77% (2,586
households out of 3,395 Hispanic or Latino households).
Renter households by income level - the percent of all households who have
1
housing problems increases as income decreases from 24% of all households with
incomes above 81% of Median Family Income (MFI) to 57% of all households with
incomes between 51 -80% of MFI to 80% of all households with income between 31-
1
50% of MFI to 82% of all households with incomes below 30% of MFI. This pattern is
even more pronounced in Hispanic or Latino households with housing problems
increasing as income decreases from 46% of all households with incomes above 81%
of MFI to 78% of all households with incomes between 51 -80% of MFI to 89% of all
households with income between 31 -50% of MFI to 89% of all households with
incomes below 30% of MFI.
I
3 -5 Year Strategic Plan 48 Version 2.0
I
1
Jurisdiction
1
Total population Hispanic or Latino
I All Total All Total
MFI Eldrly Famly other renter Eldrly Famly other renter
Persons 1 -2 2 -5+ na na 1 -2 2 -5+ na na
I 0 -30% 702 1,318 860 2,880 70 785 80 935
w /problems 512 1,163 680 1,558 40 722 65 827
31 -50% 690 1,334 614 2,638 25 710 145 880
I w /problems 455 1,204 454 2,113 10 639 110 759
51 -80% 475 1,695 755 2,925 10 700 125 835
w /problems 295 1,030 355 1,680 10 553 90 653
81% 678 1,935 1,345 3,958 10 550 185 745
I
w /problems 253 500 190 943 0 297 50 32347
All hshlds 2,545 6,282 3,574 12,401 115 2,745 535 3,395
w /problems 1,515 3,897 1,679 6,294 60 2,211 315 2,586
I Notes: MFI is median family income. Housing problems include cost greater than 30% of
income and /or overcrowding and /or without complete kitchen or plumbing facilities. Cost
includes rent and utilities. Totals may vary slightly from census data
Source: HUD 2000 CHAS tables.
I Renter household type with housing problems - the percent of all households
who have housing problems is greatest for family households at 62% followed by
I elderly households with 1 -2 members at 60% followed by followed by all other
households at 47 %. The percent of Hispanic or Latino household types who have
housing problems is greatest for family households at 81% followed by all other
households at 59% followed by elderly households with 1 -2 members at 52 %.
I Generally, Hispanic or Latino elderly households fare relatively better than elderly
households in the general population.
I The number of Hispanic or Latino households with housing problems is greatest for
families at 2,211 households followed by all others at 315 households followed by
elderly households at 60 households.
1 DISPROPORTIONATE HOUSING PROBLEMS BY RACE /ETHNICITY -
OWNER HOUSEHOLDS
I Hispanic or Latino owner Households with Problems
All owner households - over 31% (4,452 households out of 14,229 total Yakima
owner households in the year 2000) of all owner households of all household types
I and of all income levels in Yakima had housing problems, 25% or 3,589 households
were paying more than 30% of household income for housing, and 9% or 1,325
households were paying more than 50% of household income for housing.
1 Owner households by income level - the percent of all households who have
housing problems increases as income decreases from 17% of all households with
incomes above 81% of Median Family Income (MFI) to 47% of all households with
I incomes between 51 -80% of MFI to 65% of all households with income between 31-
50% of MFI to 77% of all households with incomes below 30% of MFI. The percent of
all Hispanic or Latino households who have housing problems is even more
I pronounced increasing as income decreases from 48% of all households with
incomes above 81% of MFI to 75% of all households with incomes between 51 -80%
of MFI to 92% of all households with income between 31 -50% of MFI to 90% of all
I households with incomes below 30% of MFI.
I 3 -5 Year Strategic Plan 49 Version 2.0
1
Jurisdiction
1
Total population Hispanic or Latino I
All Total All Total
% MFI Eldrly Famly other owners Eldrly Famly other owners
Persons 1 -2 2 -5+ na na 1 -2 2 -5+ na na I
0 -30% 494 388 245 1,127 40 220 30 290
w /problems 64% 96% 74% 77% 25% 100% 100% _ 90%
31 -50% 779 482 140 1,401 20 280 4 304
w /problems 47% 89% 79% 65% 50% 96% 0% 92%
I
51 -80% 1,020 1,088 275 2,383 55 565 0 620
w /problems 22% 71% 44% 47% 0% 82% n/a 75%
81% 2,530 5,769 1,019 9,318 4 805 55 864
111
w /problems 8% 20% 19% 17% 0% 49% 36% 48%
All hshlds 4,823 7,727 1,679 14,229 119 1,870 89 2,078
w /problems 23% 35% 36% 31% 17% 72% 56% 68%
Notes: MFI is median family income. Housing problems include cost greater than 30% of
income and /or overcrowding and /or without complete kitchen or plumbing facilities. Cost
includes rent and utilities. Totals may vary slightly from census data.
Source: HUD 2000 CHAS tables. t
Owner household types with housing problems - the percent of all households
who have housing problems is greatest for all other households at 36% followed by '
family households at 35% followed by elderly households with 1 -2 members at 23 %.
The percent of all Hispanic or Latino households who have housing problems is
greatest for family households at 72% followed by all other households at 56%
1 followed by elderly households with 1 -2 members at 17 %.
However, the number of Hispanic or Latino households with housing problems is
greatest for family households at 1,346 households followed by all other households I
at 50 followed by elderly households with 1 -2 members at 20.
Total population Hispanic or Latino t
All Total All Total
MFI Eldrly Famly other owners Eldrly Famly other owners
Persons 1 -2 2 -5+ na na 1 -2 2 -5+ na na
1 0 -30% 494 388 245 1,127 40 220 30 290
w /problems 314 373 180 867 10 220 30 260
31 -50% 779 482 140 1,401 20 280 4 304
w /problems 369 427 110 906 10 269 0 279
I
51 -80% 1,020 1,088 275 2,383 55 565 0 620
w /problems 225 768 120 1,113 0 463 0 463
81% 2,530 5,769 1,019 9,318 4 805 55 864
I
w /problems 210 1,168 189 1,567 0 394 20 414
All hshlds 4,823 7,727 1,679 14,229 119 1,870 89 2 078
w /problems 1,119 2,734 599 4,452 20 1,346 50 1,416
I
Notes: MFI is median family income. Housing problems include cost greater than 30% of
income and /or overcrowding and /or without complete kitchen or plumbing facilities. Cost
includes rent and utilities. Totals may vary slightly from census data.
Source: HUD 2000 CHAS tables.
I
1
3 -5 Year Strategic Plan 50 Version 2.0
I
1
Jurisdiction
I DISPROPORTIONATE HOUSING PROBLEMS BY RACE /ETHNICITY -
ALL HOUSEHOLDS
1 Hispanic or Latino Owner Households as Proportionate Share
All households - over 43% 12,102 renter and owner households out of 26,630 total
I Yakima households in the year 2000 of all household types and of all income levels in
Yakima had housing problems compared with 74% or 4,024 Hispanic or Latino renter
and owner households out of 5,473 had housing problems.
1 While Hispanic or Latino households have housing problems in a greater proportion
than the general population, the households who are having problems are
proportionately distributed amongst the income ranges in the same proportion as all
I households having housing problems ranging between 30 -35% in each income
group.
I Total population Hispanic or Latino
Rent Own Total Rent Own Total % of
MFI Total
I 0 -30% 2,880 1,127 4,007 935 290 1,225
w /problems 82% 77% %
31 -50% 2,638 1,401 4,80039 89% 90% 89% 33% 880 304 1,184
w /problems 80% 65% 75% 89% 92% 90% 35%
1 51 -80% 2,925 2,382 5,308 835 620 1,455
w /problems 57% 47% 53% 78% 75% 77% 34%
81% 3,958 9,318 13,276 745 864 1,609
I w /problems 24% 17% 19% 46% 48% 47% 30%
All hshlds 12,401 14,229 26,630 3,395 2,078 5,473
w /problems 57% 31% 43% 77% 68% 74% 33%
I Notes; MFI is median family income. Housing problems include cost greater than 30% of
income and /or overcrowding and /or without complete kitchen or plumbing facilities. Cost
includes rent and utilities. Totals may vary slightly from census data.
Source: HUD 2000 CHAS tables.
1 Total population Hispanic or Latino
Rent Own Total Rent Own Total % of
A % MFI Total
0 -30% 2,880 1,127 4,007 935 290 1,225
w /problems 2,355 944 3,299 830 260 1,090 33%
31 -50% 2,638 1,401 4,039 880 304 1,184
I w /problems 2,113 906 3,019 780 280 1,060 35%
51 -80% 2,925 2,382 5,308 835 620 1,455
w /problems 2,165 1,112 3,277 649 465 1,114 34%
I 81% 3,958 9,318 13,276 745 864 1,609
w /problems 942 1,565 2,507 345 415 760 30%
All hshlds 12,401 14,229 26,630 3,395 2,078 5,473
I w /problems 7,575 4,527 12,102 2,604 1,420 4,024 33%
Notes: MFI is median family income. Housing problems include cost greater than 30% of
income and /or overcrowding and /or without complete kitchen or plumbing facilities. Cost
includes rent and utilities. Totals may vary slightly from census data.
I Source: HUD 2000 CHAS tables.
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Priority Housing Needs (91.215 (b)) I
1. Identify the priority housing needs and activities in accordance with the
I
categories specified in the Housing Needs Table (formerly Table 2A). These
categories correspond with special tabulations of U.S. census data provided by
HUD for the preparation of the Consolidated Plan.
I
2. Provide an analysis of how the characteristics of the housing market and the
severity of housing problems and needs of each category of residents provided
I the basis for determining the relative priority of each priority housing need
category.
Note: Family and income types may be grouped in the case of closely related categories of residents
where the analysis would apply to more than one family or income type. t
3. Describe the basis for assigning the priority given to each category of priority
needs.
4. Identify any obstacles to meeting underserved needs. I
3 -5 Year Strategic Plan Priority Housing Needs response: 1
At least 6,294 renter households and 4,452 owner households had significant
housing problems in Yakima in the year 2000 census. The numbers have likely I
increased in the years since due to continued rising housing costs and stagnant if not
decreasing incomes.
However, priority housing needs based on the gross number of households who are
1
most likely to be in need of critical housing assistance consist of:
• Renter households with incomes below 30% of Median Family Income 111 (MFI) - since this group includes 1,558 households with housing problems of which
1,779 are paying more than 50% of their gross household income for housing.
• Owner households with incomes below 30% of MFI - since this group 1
includes 867 households with housing problems of which 619 are paying more than
50% of their gross household income for housing.
I • Renter households with incomes between 31 -50% of MFI - since this
group includes 2,113 households with housing problems of which 464 are paying
more than 50% of their gross household income for housing.
I
• Owner households with incomes between 31 -50% of MFI - since this
group includes 906 households with housing problems of which 354 are paying more I
than 50% of their gross household income for housing.
The basic obstacles to meeting underserved needs include:
I
• The rising cost of housing - relative to community wage levels makes it hard
to supply safe, decent and affordable housing to lower income groups, and
• The subsidies required providing affordable housing for all those in need
I
- is far above the amount of resources that are available.
1
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I Housing Market Analysis (91.210)
*Please also refer to the Housing Market Analysis Table in the Needs.xls workbook I
1. Based on information I
o available to the jurisdiction, describe the significant
characteristics of the housing market in terms of supply, demand, condition, and
the cost of housing; the housing stock available to serve persons with disabilities;
and to serve persons with HIV /AIDS and their families. Data on the housing
market should I
a et hould Inc ude, to the extent information is available, an estimate of the
I number of vacant or abandoned buildings and whether units in these buildings
are suitable for rehabilitation.
I 2. Describe the number and targeting (income level and type of household served)
of units currently assisted by local, state, or federally funded programs, and an
assessment of whether any such units are expected to be lost from the assisted
housing inventory for any reason, (i.e. expiration of Section 8 contracts).
I 3. Indicate how the characteristics of the housing market will influence the use of
funds made available for rental assistance, production of new units, rehabilitation
I of old units, or acquisition of existing units. Please note, the goal of affordable
housing is not met by beds in nursing homes.
I 3 -5 Year Strategic Plan Housing Market Analysis responses:
HOUSING TRENDS
I Types of Housing and Number of Units
Yakima's housing inventory increased 15% between 2000 and 2006 compared to an
increase in population of 19% from 71,845 persons to an estimated 85,226 person in
1 the same time period.
2000 2006 2000 -2006
Type Number % Number % Number
Single family ok
Detached 16,244 57% 18,802 57% 2,558 16%
Attached 1,245 4% 1,997 6% 752 61%
Multifamily
2 -4 units 4,177 15% 5,092 15% 915 22%
5 -19 units 2,666 9% 3,054 9% 388 15%
1 20+ units 2,477 9% 2,103 6% -374 -15%
Mobile homes 1,854 7% 2,018 6% 164 9%
Other* 80 0% 16 0 / -64 -80%
I
Total 28,743 100% 33,082 100 4,339 15%
*Includes boats, RVs, vans and other more temporary housing types.
Source: US 2000 Census and American FactFinder 2005 -2007
I Note: Totals may not add due to rounding
The greatest increase in the inventory by housing type was for single family attached
I units which increased by 61 %, followed by multifamily of 2 -4 units by 22 %, single
family detached by 16 %, and multifamily of 5 -19 units by 15 %. Mobile homes
increased by 9% while multifamily of 20 units or more declined by -15% as well as
other temporary housing units which included RVs and vans, by -80 %.
I 3 -5 Year Strategic Plan 53 Version 2.0
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Residential construction activity in region and Yakima I
According to data maintained by the Washington Real Estate Research Center
(WRERC) and Yakima Planning Department, the percent of new housing stock being
I
added each year was
Residential building permits as percent of relatively consistent in the
existing housing stock state and Puget Sound at I
2.5% about 1.6 -2.0% up until the
2.0% beginning of the housing
2.0s `'" � meltdown in 2007.
1
The percent of new stock in
1.17
o „ Yakima County, however, was 1
an, O. comparatively modest until
O.sx 04$ 06% 2007 when it climbed to 1.4%
0,3 of existing housing stock.
The percent of new stock in
8 $ 8 8 8 Yakima was lower than all
Percent single family are of all building areas even though the cit 1
permits experienced an increase in
120 construction by the end of
2007.
I
100.0x 1— 94.�94 -- - fala.x - - -ACM--
61-5/4 Up until the year 2007 and
°i ' g .. = Nix the beginning of the housing
I
r hoax is
60O% • — — ,, market meltdown, the
- - - -- ------ - - - - --
percent of all new residential
1
construction was I
20.0% _ -- - — predominately concentrated
in for sale single family
0 . 0 % housing - especially in I
t t0 a i
S 8 o S 8 1 Yakima County (94.7 - 94.4 %).
— Washonpton State —PUpet Sound — Yakana County -- Yakima
The single family housing
market cooled significantly beginning in the year 2009, however, when the percent
of all new residential construction in single family housing declined to 51.1% in Puget
Sound, 64.2% in Washington State, and 89.3% in Yakima County.
I
The single family housing market remained a large part of housing construction in
Yakima during these periods retaining 94.7 to 89.3% of all residential construction
1 up through the year 2009.
1
1
1
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1 For sale housing price trends in region and Yakima
The median value of existing home sales - has progressively increased in
1 Washington State from $179,900 in 2001 to $309,600 in 2007 (most recent year for
which information has been
Cumulative rise in median home price compiled).
111 S450.000 - - - -- -- - - -. -- -_
, S400 000 i __ maw _ The median value of an existing
S350 000 home sold in Yakima County
$ 5309.600 was below Washington State
5300,000 _-- S293.800
5266 a ". but has also increased from
525 °.°°° S21%144 - - -- - $106,800 in 2001 to $147,500
5203.600
5200. ,,,,00 -- 5156-500 .. 5170.5% in 2007.
1 Si 55:677 500 -
S S 12S.70d_- _.T1i7� -" ` 4 106.60 0 S 1 10.700 1117.500 The median value of existing
- m home sales in the City of
i mow
s° Yakima is higher than the
g o o g o 0 county but lower than Puget
N N N N
1 ' —w.,t ngro .... —Pug. Sound —Yak.. CoumV —Yabma Sound (King, Kitsap, Pierce, and
Annual increase in median home prices Snohomish County) reaching
16056 $170,596 in the year 2007.
14,0% 4 � The annual increase in
12.0% — i., `w \ — — median home prices - peaked
10.0% - _.,` in the 2004 -2005 years in
' a -. �1 Washington State and Puget
6.oxI- Sound (King, Kitsap, Pierce, and m illa tii : i + Snohomish Counties) at 16.0 -
2.0% 16.4% annual increase. Yakima
0.0% County had comparable
ry G O 8 Q k
8 N w increase through 2004 then
1 g "s 8 , dropped significantly to 1.4%
— wa,1„n9lonu ..e — wp6S6ud ■— .akfmnCoun1Y — .6k6.. _ annual increase in the 2004-
2005 time periods (city
1 information is not available for the years before 2005).
The annual increase in median home prices increased in the county and city, and
I decreased in the state and Puget Sound by the year 2007 between 7.4 -10.0% just
before the housing market meltdown.
I Apartment rents and vacancy rates
Median apartment rents - have progressively increased in Washington State from
$757 in 2001 to $930 in 2009.
1 The median apartment rent in Yakima County was below Washington State and
Puget Sound and has remained relatively stable increasing slightly from $489 in
2001 to $506 in 2009.
1
1
1 3 -5 Year Strategic Plan 55 Version 2.0
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1
Comparable information on 1
Average apartment rents 2005 -2009 apartment rentals is not
1.200 - - --
available for the City of
1
51.000 ; s99a Yakima.
W19
2831
5800 -- 7u -- -- - - The inventory of
1
S600 apartments - declined in all
2537 $526
S411 54.9 1;O6 areas during the housing
5400 market boom years as some 1
buildings were converted to
S200 condos and sold.
SO The inventory has stabilized as 1
o
8 N 8 8 the sales market melted down
— Washington Slate —Puget Sound —Yakima County —Yelm. but is not increasing 1
significantly enough to meet
Apartment inventory 2005-2009 housing requirements.
200%
15 ,, Comparable information on
1
15 1 s apartment rentals is not
available for the City of
10.0% 1
Yakima.
5.a%
5.0%.
II% 1a% Apartment vacancy rates - •
0.0% °°� ��'�� declined from the year 2005 to
I
y g 2008 as the housing sales
5.0%
0 r market cooled, but increased
• beginning in 2009 for all areas 1
-10.0%
1 though Yakima County (4.7 %)
.15 1_. - -_ 1 is lower than the state or
— Washington State -Puget Sound — Yakima County — Yautna Puget Sound.
1
Apartment vacancy rate 2005 -2009 Comparable information on
6.0% - — — -
apartment rentals is not 1
0X 6.5% `7` available for the City of
6.0% 9 — — Yakima.
.9%
5.0% 4-- t:....115-
1
,.0%
3.0% — -
1
1.0% — — —
00% 0.0% 00% OA% OM
0.0%
1
8 8 8
— Wastsngton State — Puget Sound — Yakima County —Yakima
1
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HOUSING TENURE
I Ownership - increased in Yakima from 11,785 owner - occupied housing units in the
year 2000 to an estimated 17,047 owner - occupied housing units in 2006 or by 5,262
units or 45 %.
I 2000 2006 2000 -2006
Owner value Nmbr % Nmbr % Nmbr
< $50,000 637 5% 1,639 10% 1,002 58%
I
$50- $99,999 4,761 40% 3,432 20% -1,329 -28%
$100 - $149,999 4,067 35% 5,270 31% 1,203 30%
$150 - $199,999 1,292 11% 3,403 20% 2,111 63%
1 $200 - $299,999 649 6% 2,150 13% 1,501 131%
$300 $499,999 260 2% 930 6% 670 158%
$500- S999,999 112 1% 148 1% 36 32%
I $1,000,000+ 7 0% 75 0% 68 871%
Total 11,785 100 17,047 100% 5,262 45%
Median value $106,200 $132,600 25%
I Source: US 2000 Census and American FactFinder 2005 -2007
Note: Totals may not add due to rounding
The largest percentage increase by value category was in the $1,000,000+ range
I with an increase of 68 units but equal to 871% increase in the units within that value
range.
I The greatest numerical increase, however, was in the $150,000 - $199,999 value
range by 2,111 additional owner - occupied housing units followed by 1,501 owner -
occupied units in the $200,000 - $299,999 range followed by 1,203 owner - occupied
I units in the $100,000 - $199,999 value range followed by 1,002 owner- occupied units
in the below $50,000 value range. Conversely, there was a decrease of -1,329
owner - occupied housing units in the $50,000 - $99,999 value range during the same
time period equal to -28% of the inventory within the value range.
I Likewise, median owner - occupied value increased from $106,200 to $132,600 or by
25% during this time period.
The overall increase in owner- occupied housing units during this 6 -year period is
significant reflecting the more flexible housing mortgage lending practices, subprime
I mortgage market, and other factors. Inventory increases in the upper value ranges
are likely due to new construction as well as appreciating market values. However,
increases in the lowest value range may be due to continued depreciation of the
oldest, less marketable units in the older neighborhoods of Yakima.
I Rentals - increased from 12,347 units in 2000 to 13,656 units in 2006 or by 1,309
additional units or 11% within the time period.
1 The largest percentage increase by value category was in the $1,000- $1,499 range
with an increase of 425 units but equal to 72% increase in the units within that value
I range.
1
I 3 -5 Year Strategic Plan 57 Version 2.0
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2000 2006 2000 -2006 I
Rents Nmbr a/o Nmbr % Nmbr
<$200 567 5% 504 4% -63 -11%
111
$200 -$299 757 6% 523 4% -234 -31%
$300 -$499 4,029 33% 3,395 25% -634 -16%
$500 -$749 4,594 37% 5,183 38% 589 13%
I
$750 -$999 1,174 10% 2,449 18% 1,275 9%
$1,000 - $1,499 587 5% 1,012 7% 425 72%
$1,500+ 201 2% 190 1% -11 -5%
I
No cash rent 438 4% 400 3% -38 -9%
Total 12,347 100% 13,656 100% 1,309 11%
Median rent $526 $606 15%
Source: US 2000 Census and American FactFinder 2005 -2007
I
Note: Totals may not add due to rounding
The greatest numerical increase, however, was in the $750 -$999 value range by I
1,275 additional rental units followed by 589 rental units in the $500 -$749 range
followed by 425 rental units in the $1,000 - $1,499 rental. Conversely, there was a
decrease of -634 rental units in the $300 -$499 rental range, -234 in the $200 -$299
I rental range, and -63 rental units in the under $200 rental range during the same
time period.
Median rents increased from $526 to $606 or by 15% during this time period
I
compared with 25% in the increase in owner- occupied housing units.
The overall increase of 1,309 renter - occupied housing units during this 6 -year period I
is significantly lower than 5,262 owner - occupied housing units during this same time
period reflecting the more flexible housing mortgage lending practices, subprime
mortgage market, and other factors that spurred homeownership.
I
Inventory increases in the upper value rental ranges are likely due to new
construction as well as appreciating market values. However, decreases in the lowest
rental ranges may be due to a loss of inventory and the continued depreciation of
I
the oldest, less marketable units in the older neighborhoods of Yakima.
Percent housing cost is of household income I
Ownership - increased in Yakima from 11,785 owner - occupied housing units in the
year 2000 to an estimated 17,047 owner - occupied housing units in 2006 or by 5,262
units or 45 %.
I
Owner - occupied 2000 2006 2000 -2006
paying Nmbr % Nmbr % Nmbr
<20.0% 6,143 52% 7,973 47% 1,830 30%
I
20.0- 24.9% 1,497 13% 2,207 13% 710 47%
25.0- 29.9% 1,084 9% 1,716 10% 632 58%
30.0 -34.9% 905 8% 1,318 8% 413 46% I
35.0 %+ 2,048 17% 3,817 22% 1,769 86%
Not computed 108 1% 16 0% -92 - 751%
Total 11,785 100% 17,047 100% 5,262 45%
I
Source: US 2000 Census and American FactFinder 2005 -2007
Note: Totals may not add due to rounding. Also totals include households with and
without mortgages.
3 -5 Year Strategic Plan 58 Version 2.0
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I The largest percentage increase in housing cost as a percent of income category was
in the 35 %+ range with an increase of 1,769 households or 86% more households
1 paying more than 35% of their gross household income for housing costs.
The greatest numerical increase, however, was in the under 20% cost to income
I ratio by 1,830 additional owner households followed by 1,769 households in the
35 %+ cost to income ratio followed by 710 households in the 20.0- 24.9% cost to
income ratio followed by 632 households in the 25.0- 29.9% cost to income ratio
followed by 413 households in the 30.0 -34.9% cost to income ratio. Conversely, the
1
only decrease was in the not computed category.
The overall increase in the number of households paying more than 35% of gross
I household income for housing cost during this 6 -year period is significant reflecting
the more flexible housing mortgage lending practices, subprime mortgage market,
and other factors that encouraged households to spend more for housing than is
I considered prudent. However, some portion of this overextended household group
may also be due to the fact that these households have to pay more than is
considered prudent in order to obtain housing in the overheated new housing
marketplace.
I Rentals - increased from 12,347 units in 2000 to 13,656 units in 2006 or by 1,309
additional units or 11% within the time period.
I Renter - occupied 2000 2006 2000 -2006
paying Nmbr % Nmbr % Nmbr
I <20.0% 3,056 24% 3,472 25% 416 14%
20.0- 24.9% 1,345 11% 1,661 12% 316 10%
25.0- 29.9% 1,470 12% 1,527 11% 57 4%
1 30.0- 34.9% 1,107 9% 1,214 9% 107 10%
35.0 %+ 4,613 37% 5,214 38% 601 13%
Not computed 756 6% 568 4% -188 -25%
Total 12,347 100% 13,656 100% 1,309 11%
I
Source: US 2000 Census and American FactFinder 2005 -2007
Note: Totals may not add due to rounding.
I The largest percentage increase in rental housing cost as a percent of income
category was in the 35 %+ range with an increase of 601 households or 13% more
households paying more than 35% of their gross household income for rental
housing costs.
I
The greatest numerical increase was also in the 35.0% rental cost to income ratio by
601 additional rental households followed by 416 households in the under 20%
I rental cost to income ratio followed by 316 households in the 20.0- 24.9% rental cost
to income ratio followed by 107 households in the 30.0- 34.9% rental cost to income
ratio followed by 57 households in the 25.0- 29.9% rental cost to income ratio.
I Conversely, the only decrease was in the not computed category.
The overall increase in the number of rental households paying more than 35% of
U gross household income for rental housing cost during this 6 -year period is likely a
reflection of the higher rents associated with newer apartment complexes developed
during this time period. However, some portion of this overextended household
group may also be due to the fact that these households have to pay more than is
1
I 3 -5 Year Strategic Plan 59 Version 2.0
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considered prudent in order to obtain rental housing in the overheated new housing I
marketplace.
Mobile Homes and Manufactured Houses I
Mobile homes represented 7% of the total housing units in Yakima in 2000 and 6%
of the total inventory in 2006, but increased in number by 164 units or 9% from I
1,854 to 2,018 units.
2000 2006 2000 -2006
1
Type Number % % %
Number Number
Mobile homes 1,854 7% 2,018 6% _ 164 9%
Total 28,743 100 33,082 100% 4,339 15%
Source: US 2000 Census and American FactFinder 2005 - 2007
I
Mobile homes can be one of the most affordable ownership options in the housing
marketplace. At the same time, occupants in mobile home parks are not guaranteed I
a space and are vulnerable to redevelopment and rezoning. The status of mobile
home parks in urbanizing areas is particularly tenuous when higher economic uses of
the land outweigh the less reliable income of temporary housing. Furthermore, it is
1
not easy to obtain funding for renovation or purchase of mobile homes, which means
mobile homes are increasingly threatened and sometimes in deteriorated and unsafe
condition.
Recent Washington State legislative action which requires that all zoning within I
municipal jurisdictions in the state permit manufactured (constructed for permanent
occupation on a traditional foundation as opposed to mobile constructed to
theoretically be moved on wheels) housing alongside stick -built housing products
means this lower cost production option (from 15 -25% less expensive than
traditional on -site stick - built) may be more easily accessible than in part housing
I marketplaces.
RACE AND ETHNICITY HOUSING CHARACTERISTICS
Persons in poverty status - in Yakima were 22% of the total population in 2000 1
compared to 38% of the Hispanic or Latino population. Hispanic or Latino persons,
however, represented 57% of all persons in poverty status indicating poverty is not I
equally distributed amongst race or ethnic groups.
Total population Hispanic or Latino
1 Poverty % of
by age Total Poverty % Total Poverty % poverty
<5 years 6,170 2,352 38% 3,483 1,751 50% 74%
5 -17 years 14,606 4,423 30% 7,289 3,077 42% 70% I
18 -64 years 39,865 7,796 20% 12,629 3,953 31% 51%
65+ years 9,456 1,137 _ 12% 452 164 36% 14%
Total 70,097 15,708 22% 23,853 8,945 38% 57%
I
Source: US 2000 Census
Poverty by age group - was most pronounced in persons under 5 of the total
I population at 38% compared to 50% of the Hispanic or Latino population. Hispanic
or Latino persons under age 5, however, represented 74% of all persons under age 5
in poverty indicating poverty is concentrated in the youngest ages in the Hispanic or
Latino community. 1
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1
Poverty by family type - was most pronounced in families headed by females at
I 42% then males at 24% compared to 58% of Hispanic or Latino families headed by
females at 44% by males. Hispanic or Latino families, however, represented 59% of
all families in poverty indicating poverty is concentrated in families in the Hispanic or
' Latino community.
Total population Hispanic or Latino
1
Poverty % of
by family Total Poverty % Total Poverty % poverty
Married couples 12,253 1,107 9% 2,994 736 25% 66%
I child <5 1,262 218 17% 423 143 34% 66%
Male household 1,387 333 24% 523 228 44% 68%
child <5 319 151 47% 173 98 57% 65%
I Female hshld 3,553 1,494 42% 1,337 771 58% 52%
child <5 542 344 63% 255 171 67% 50%
Total 17,193 2,934 17% 4,854 1,735 36% 59%
I Source: US 2000 Census
Ownership - for all households in the total population in the year 2000 was 49%
compared with 35% of Hispanic or Latino households. The median value of all owned
1 units was $106,200 compared with $82,800 for Hispanic or Latino households.
Virtually all Hispanic or Latino owned units were below $149,999 in value of which
Hispanic or Latino households owned 30% of all units valued under $50,000 and
I 26% of all units valued $50,000 - $99,999 even though they were 16% of all owner
households.
I Total population Hispanic or Latino
of
Owner value Number % Number % owners
• ' < $50,000 637 5% 191 10% 30%
$50- $99,999 4,761 40% 1,233 67% 26%
$100 - $149,999 4,067 35% 374 20% 9%
$150 - $199,999 1,292 11% 41 2% 3%
I $200 - $299,999 649 6% 6 0% 1%
5300 $499,999 260 2% 0 0% 0%
$500 - $999,999 112 1% 9 0% 8%
I $1,000,000+ 7 O%
11,785 0 0%
1,854 0%
Total owned 5 100% 4 100% 16%
Median value $106,200 $82,800
I Mean value $125,873 $89,138
Total households 24,132 5,232
Percent owners 49% 35%
Source: US 2000 Census
I
Note: Totals may not add due to rounding
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Rentals — for all households in the total population in the year 2000 was 51% I
compared with 65% of Hispanic or Latino households. The median rent of all rental
units was $526 compared with $494 for Hispanic or Latino households. Most Hispanic ,
or Latino rented units were distributed within the $300 -$749 similar to the total
population. Hispanic or Latino households rented less than 1% of all units below
$200 and 19% of all units $200 -$299 even though Hispanic or Latino households
I
represented 27% of all renting households.
Total population Hispanic or Latino 1
of
Rents Number % Number % renters
<$200 567 5% 93 3% 1%
$200 -$299 757 6% 141 4% 19%
I
$300 -$499 4,029 33% 1,462 43% 36%
$500 -$749 4,594 37% 1,271 38% 28%
$750 -$999 1,174 10% 240 7% 20%
I
$1,000 - $1,499 587 5% 98 3% 17%
$1,500+ 201 2% 0 0% 0%
No cash rent 438 4% 73 2% 17%
Total 12,347 100% 3,378 100% 27%
Median rent $526 $494
Mean rent $552 $507
I Total households 24,132 5,232
Percent ownership 51% 65%
Source: US 2000 Census
Note: Totals may not add due to rounding
1
ASSISTED HOUSING INVENTORY
Section 8 Housing Assistance - the Yakima Housing Authority (YHA) will have
1
approximately $2,700,000 in Section 8 Assistance funding available in 2009 for an
authorized 618 housing units in Yakima County to serve low- income households of
1
which approximately 75 -80% or 400 units will likely be funded in Yakima. YHA
expects annual funding levels for Section 8 Assistance program will increase no more
than 1% per year if the agency receives a similar allocation in the future. Section 8
vouchers are generally assigned on a first -come, first - served basis, subject to I
appropriate unit size and type availability. As of August 2009, the Section 8 tenant -
based waiting list was over capacity and closed.
Public Housing — the Yakima Housing Authority currently owns and manages 189
1
units of public housing for low- income families, another 38 elder units, and 70
Farmworker units within Yakima.
Other housing providers — include the Catholic Charities Housing Service (CCHS), t
a division of the Yakima Catholic Diocese, which currently owns and manages 40
senior and 36 Farmworker with another 231 low- income family units under
development.
The Yakima Valley Partners of Habitat for Humanity have constructed 58 low- income
houses averaging about 4 units per year and the Office of Industrialization Center
(OIC) have constructed another low- income units averaging about 5 units a year
with homeowner self -help and volunteer assistance.
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Yakima Office of Neighborhood Development Services (ONDS) - assists in the
' development of opportunities for first -time homebuyers by providing technical
assistance and /or partnering with non - profit agencies such as the Yakima Valley
Partners of Habitat for Humanity and the Office of Industrialization Center (OIC) in
' the creation of new, affordable homes or the rehabilitation of existing houses.
The ONDS also assists eligible homeowners in the maintenance and rehabilitation of
their homes by providing inspections, reasonable designs, cost estimates, and
1
detailed specifications for each project. In 2008, ONDS:
• completed emergency home repairs for 43 senior houses,
'
• completed regular home repairs for 34 senior houses,
• assisted with 27 down payment assistance programs,
• painted the exterior of 23 houses,
• organized 7,606 volunteer hours painting over graffiti, and
• cleaned by 188 illegal dump sites.
' Demolition or lost from the inventory - only a small number of housing units of
the total number of housing units in Yakima are expected to be lost because their
substandard condition is not suitable for rehabilitation. ONDS an active housing
rehabilitation program for households with incomes at or below 80% of Area Median
Income (AMI). Additionally, the Office of Industrialization Center (OIC) also operates
programs to rehabilitate or weatherize housing units. At the current time, the Yakima
Housing Authority does not expect to demolish any existing public housing stock.
USE OF FUNDS
Yakima and the Yakima Housing Authority (YHA) use local resources for housing or
1
human services, and state and federal resources available to target households with
incomes at or below 80% of Area Median Income (AMI). Yakima and YHA target low
income (51 -80% AMI), very low (31 -50% AMI)or extremely low income (under 30%
' AMI) or special needs populations depending on the requirements of the various
programs and funding sources available to the 2 agencies.
' Yakima's housing needs cover a wide spectrum and are greater than the resources
available. As a result, available public resources to serve low and moderate - income
households will need to be distributed across the spectrum of needs and heavily
' leveraged when possible. This means providing funds for rental assistance,
homebuyer assistance, housing rehabilitation, and the creation or development of
new housing serving the target groups.
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Specific Housing Objectives (91.215 (b))
1. Describe the priorities and specific objectives the jurisdiction hopes to achieve
over a specified time period.
2. Describe how Federal, State, and local public and private sector resources that
are reasonably expected to be available will be used to address identified needs
for the period covered by the strategic plan.
3 -5 Year Strategic Plan Specific Housing Objectives response:
Yakima will support and encourage affordable housing and supportive housing
services for the following priority populations. 1
Priority 1: Homeless and those at risk of becoming homeless:
• Families
• Domestic violence victims
• Youth
• Chronically mentally ill
• Persons with co- occurring disorders
• Persons with alcohol or drug addictions
Priority 2: Low - income families and individuals:
• Extremely low- income (30% of median and below)
• Very low- income (50% of median and below)
• Low - income (80% of median and below)
Priority 3: Low - income families and individuals with specials needs:
• Frail elderly
• Pregnant and parenting women
• Chronically mentally ill
• Persons with co- occurring disorders
• Persons with alcohol or drug addictions '
The following goals, strategies, and objectives are based on the above priorities and
are consistent with the statutory goals outlined in the introduction statement in this
section.
HOUSING FOR THE HOMELESS
Goal 1: Assist in the creation of 5 housing projects that serve the homeless.
Strategy 1: Where appropriate, provide direct funding for projects that serve
priority homeless populations.
Objectives:
• Use local CDBG and HOME grant dollars to subsidize approved emergency,
transitional, and permanent supportive housing projects that serve priority
homeless populations.
Strategy 2: Provide technical assistance to facilitate the development of projects
that provide housing to priority homeless populations such as the identification of
funding sources and assistance with grant and loan applications, financial analysis, ,
3 -5 Year Strategic Plan 64 Version 2.0
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project management, and fostering collaborations among housing and service
providers.
t Objectives:
• Supplement the time and capacity of housing providers in project planning
and implementation, thereby improving the chances of success.
• Improve the potential for establishing formal links that will connect supportive
services, especially case management, with the proposed housing project.
Strategy 3: Prioritize local CDBG and HOME funds for projects that provide or
coordinate case management for homeless special needs populations.
Objectives:
• Return more homeless individuals and families to self sufficiency by targeting
local funding to housing that addresses the causes of homelessness through
t combinations of housing and services.
Goal 2: Over a 5 year period, develop baseline data on local homelessness and
formulate coordinated plans to address the causes of chronic homelessness.
Strategy 1: In collaboration with homeless housing providers, identify the needs
and resources to address homelessness.
r Objectives:
• Identify the number of homeless families and individuals and the primary
' causes of homelessness in Yakima and Yakima County.
• Assess the ability of current programs to address the needs of homelessness.
• Identify community resources needed to address homelessness.
• Formulate long range plans to secure resources to address homelessness in
1 Yakima and Yakima County.
HOUSING FOR LOW- INCOME
1 Goal 1: Over 5 years, enable 135 low- income households to afford market -rate
housing.
1 Strategy 1: Provide a subsidy mechanism to allow low- income households to obtain
and maintain occupancy in market -rate rental housing.
' Objectives:
• Fund a rental assistance program to allow 17 low- income families per year to
afford market -rate rents over 5 years.
' Strategy 2: Provide a subsidy mechanism to allow low- income households to obtain
and maintain occupancy in market -rate, owner occupied housing.
' Objectives:
• Fund a homebuyer assistance program to allow 10 low or moderate - income
families per year to purchase homes.
' Strategy 3: Generate additional housing resources, consistent with those identified
as appropriate, for low- income households in Yakima.
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1
Objectives:
• Work with local housing providers and stakeholders to research the feasibility
I
and appropriateness of producing additional funding resources within the
community for housing. Utilize a portion of such resources for rental assistance.
Goal 2: Over 5 years, assist other public and non - profit organizations to provide 1
funding for 200 units of affordable permanent housing for low- income households.
Strategy 1: Develop permanent housing that is affordable to those who are unable
1
to participate in market -rate housing without paying more than 30% of their income
for housing.
Objectives: 1
• Assist other public or private non - profit or for - profit organizations to develop
200 units of low- income permanent housing in conjunction with tax credits or
I
other leveraged funding.
Strategy 2: Collaborate with local non - profit housing providers and local nonprofits
providing services for special needs households to provide appropriate permanent 1
housing serving special needs populations, especially those that are currently housed
in facilities primarily developed for the elderly.
Objectives: 1
• Assist in eliminating the conflict of housing elderly and the chronically
mentally ill in the same residential facilities.
I
• Assist providers of mental health in securing clustered, small -sized residential
units or appropriate facilities that enhance the delivery of services to non -
homeless mentally ill or special needs populations.
Goal 3: Over 5 years, complete regular home repairs for 170 senior and emergency I
home repairs for 215 of senior housing units to improve the living conditions of low -
income households residing in the City of Yakima. Continue painting the exterior of
I
115 housing units to stabilize neighborhood housing investments and appearances.
Strategy 1: Enable low- income residents, especially those in CDBG target block
I
group areas, to live in safe and decent housing by maintaining the physical
structures.
Objectives:
1
• Continue to fund 170 regular repair and rehabilitation loans through the
Yakima Home Rehabilitation Program to bring units rented or owned by low -
income households up to local housing standards or energy codes.
• Continue to provide emergency home repairs for 215 and regular home
repairs for 170 senior housing units.
• Continue to paint the exterior of 115 housing units to stabilize neighborhood
I
housing investments and appearances.
• Continue to remove illegal dump sites, paint or remove graffiti, and organize
over 38,030 volunteer hours to clean -up, paint -up the neighborhoods.
• Provide financial assistance to a Community Housing Development 1
Organization (CHDO) to fund loans and grants for rehabilitation and
weatherization of 25 units of low- income tenant - occupied housing.
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I • Provide assistance to non - profit owners of low- income rental housing
(emergency, transitional, permanent) to finance the rehabilitation of properties
I that are being brought up to local housing standards and codes.
• If grant sources can be identified and obtained, provide funding for the repair
of mobile homes owned or occupied by low- income households.
I • Assist developers through coordination with Yakima departments to improve
and develop new incentives to rehabilitate and adaptively reuse older buildings
for housing.
1 FAIR HOUSING
Goal 1: Work to eliminate housing discrimination which primarily affects persons of
1 color, the disabled, and families with children.
Strategy 1: Develop fair housing educational programs for housing and human
I services agencies and staff who serve protected classes, especially families, people
of color and persons with disabilities.
I Objectives:
• Provide landlords and property management companies with information on
Fair Housing and reasonable accommodations.
• Provide education to local agencies and staff that work with protected classes
I on what constitutes a violation of fair housing laws, and where to file a complaint.
• Hold a local fair housing workshop; invite people who provide housing and
human service agencies.
I • Provide a speaker from the Fair Housing Center of Washington.
• Promote self- testing in the rental and sales markets.
• Contract Fair Housing Center of Washington to test housing providers to
measure willingness to make reasonable accommodations for prospective
1
disabled residents.
Goal 2: Raise the lending community's awareness about the application of fair
1 housing law to homeownership.
Strategy 1: Encourage the involvement of banks and mortgage lending companies
1 in furthering fair housing practices.
Objectives:
• Ensure that educational opportunities exist so that local lenders and their
I employees can receive training to improve their understanding of their
obligations under fair housing.
• Work with lenders and agencies that provide homebuyer assistance to market
I programs to people of color.
• Encourage banks, mortgage lending companies, and real estate organizations
to engage in Best Practices Agreements, Voluntary Affirmative Marketing
I Agreements, and to utilize Community Reinvestment Act funds to further fair
housing practices.
Goal 3: Work to educate the public at large of protected classes, fair housing laws
I and the resources available to them.
Strategy 1: Provide more fair housing education and outreach to increase
1 knowledge of fair housing topics and rights.
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1
Objectives:
• Provide fair housing training for property owners, managers, and staff to
ensure equal treatment of potential tenants.
• Extend outreach programs to serve protected classes and their service
providers.
• Distribute information directly to agencies (landlords, owners, lenders, realty
companies, and service agencies) that assist protected classes with housing
services.
• Provide training on filing complaints with HUD and the Washington State
Human Right Commission to change the seeming conflict between community
input indicating discrimination against families with Children and the lack of
familial status complaints filed.
1
Strategy 2: Educate the general public about fair housing through a variety of
media channels.
Objectives:
• Publish one article or notice per year about fair housing in the Yakima Herald -
Republic.
• Collaborate to provide educational information within a fair housing event.
• Distribute posters and hand -outs translated into other languages common to
the area that educates the public about fair housing.
• Maintain a list of volunteer interpreters willing to present to a non- English-
speaking groups to increase awareness of fair housing laws, what constitutes a
violation, and where to file a complaint.
• Maintain an Internet website that provides current information for citizens
about fair housing practices.
Yakima, the Yakima Housing Authority (YHA), and a variety of human service and
1
housing agencies pursue a diverse list of private, local, state, and federal resources
to fund housing and the delivery of housing services to low- income households in
need. Among others, Yakima is particularly supportive of applications to these
programs:
• Public Housing Comprehensive Grant
• HUD Grants for Public Housing
• Tax Exempt Bonds
• Taxable Bonds
• Low - Income Housing Tax Credits
1
• FHLB Affordable Housing Program
• WA State Housing Finance Commission Programs
• WA State Housing Trust Fund Programs
• WA State Housing Assistance Program
• Continuum of Care Homeless Assistance Programs /Supportive Housing
Program
• WA Commission Reinvestment Association
• WA Community Development Fund
• United Way
• Emergency Shelter Grant
• Public Housing Comprehensive Grant
• HOPWA
• Funding provided under SHB 2060/2163 1
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• Safe Havens
• Section 202 Elderly
'
• Section 811 Handicapped
• Historic Preservation Tax Credits
• Moderate Rehabilitation SRO
' • Rental Vouchers
• Rental Certificates
• Public Housing MROP
' • Public Housing CIAP
• New Markets Tax Credits Program
• EPA Brownfield Demonstration Grant
• Washington State Dept. of Ecology, Remedial Action Matching Grant
• HUD Brownfield Economic Development Initiative Grant
The Yakima Housing Authority has approximately $2,700,000 in Section 8 Assistance
t available in 2009 to serve low- income households depending on future federal
allocations.
' Developers of housing projects serving low- income households, such as the Yakima
Housing Authority and Catholic Charities Housing Services (CCHS), may also apply
for Low - Income Housing Tax Credits.
U Agencies serving homeless individuals and families will apply for funding assistance
under the McKinney -Vento Homeless Assistance Programs.
' Discretionary grants from the federal and state governments for housing, community
development, and social services are pursued when and if they become available.
Public /private partnerships, where additional funding resources are brought to bear,
are sought out and encouraged. These relationships and funding arrangements are
difficult, if not impossible, to predict in advance. Fair Housing activities will be funded
using Community Development Block Grant funds.
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Needs of Public Housing (91.210 (b))
In cooperation with the public housing agency or agencies located within its
boundaries, describe the needs of public housing, including the number of public
housing units in the jurisdiction, the physical condition of such units, the restoration
and revitalization needs of public housing projects within the jurisdiction, and other
factors, including the number of families on public housing and tenant -based waiting
lists and results from the Section 504 needs assessment of public housing projects
located within its boundaries (i.e. assessment of needs of tenants and applicants on
waiting list for accessible units as required by 24 CFR 8.25). The public housing
agency and jurisdiction can use the optional Priority Public Housing Needs Table
(formerly Table 4) of the Consolidated Plan to identify priority public housing need to
assist in this process. 1
3 -5 Year Strategic Plan Needs of Public Housing response:
HOUSING ASSISTANCE 1
YHA Section 8 Housing Assistance - the Yakima Housing Authority (YHA) has 618
combined tenant -based (housing choice vouchers) and project -based vouchers to
help low- income families in Yakima and Kittitas County for which YHA has
$2,700,000 in annual funds for approximately 540 households of which 75 -80% or
400 households reside in private housing units within Yakima. 1
Up to 20% of the Section 8 allocation can be project -based vouchers of which YHA
seta -side 75 units for homeless households. VASH Vouchers for Veterans Assistance
are provided for 35 additional units or 653 total Section 8 vouchers.
The Section 8 program is federally funded by the Department of Housing and Urban
Development (HUD). Section 8 rental assistances are a critical tool that helps to
meet the Yakima Housing Authority's central mission of providing decent, safe, and
affordable housing. The Section 8 program is an indispensable means of helping to
achieve that goal.
1
Section 8 program requirements are the household:
• qualifies as a family /household
• has income within the income limits
• meets citizenship /eligible immigrant criteria
• provides documentation of Social Security Numbers
• signs consent authorization documents
In addition to the eligibility criteria, families must also meet the Housing Authority's
screening criteria in order to be admitted to the Section 8 Program.
1
Section 8 vouchers are generally assigned on a first -come, first - served basis, subject
to appropriate unit size and type availability. As of August 2009, the Section 8
tenant -based waiting list was over capacity and closed.
In general, YHA receives fewer Section 8 allocations than comparable cities in
Washington with the same equivalent housing needs. YHA will be applying for a
higher allocation of Section 8 vouchers from HUD in the future accordingly.
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I Private Party Section 8 Housing Assistance - can be secured directly from HUD
in addition and separate from YHA and include a number of project and scattered site
1 locations within Yakima.
YHA Public Housing - the Yakima Housing Authority currently owns and manages
I 150 multi - family dwellings that were financed by HUD. Tenants pay approximately
30% of their income for rent and utilities and HUD provides an operating subsidy to
the Housing Authority.
1 The Yakima Housing Authority has developed a philosophy which affirms social
values and addresses the physical and economic needs of those seeking its
assistance. YHA's programs promote a living environment, which fosters economic
U and social diversity by offering a hand up not a hand out, as families are encouraged
towards self- sufficiency.
I Public housing program requirements are the household:
• qualifies as a family /household
• has income within the income limits
• meets citizenship /eligible immigrant criteria
I
• provides documentation of Social Security Numbers
• signs consent authorization documents
I In addition to the eligibility criteria, families must also meet the Housing Authority's
screening criteria in order to be admitted to the Public Housing Low - Income
I Program.
1 YHA Public Housing Units
914 East Spruce Street (Spruce Lane) 20
810 North 6 Avenue 16
I 504/508 Pacific Avenue (Pacific) 15
615 North 15 Avenue (Cascade) 15
1022 East Chestnut (Fairview) 14
I 603 Central Avenue (Sierra) 14
610 East Arlington Street (Eastwood) 10
621 North 16 Avenue (Edgewood) 10
I 1214 Willow (Willow Lane) 10
801 Central Avenue (Parkview) 10
1322 South 18 Avenue (Evergreen) 6
I 1307/1309/1311 A &B South 18 Avenue 6
1212 South 9 Street 4
Total 150
1 YHA Multifamily Housing - Nueva Primavera was developed more than 10 years
ago with Revenue Bonds. YHA has not developed a housing project since - but is
considering applying for Washington State Housing Trust Funds and CDBG funds for
I future projects possibly by 2010 or 2011.
Nueva Primavera Multifamily Housing
I 810 North 6th Avenue 38
1118 Fruitland Boulevard 1
Total 39
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YHA Elderly Housing - Glenn Acres, YHA's first Senior Housing was purchased in
1999 from a private developer who built the project under HUD's 221d(3) program.
Glenn Acres provides housing for 38 low- income, handicapped /disabled and elderly
households in the City of Yakima. Located in a quiet neighborhood considered to be
one of Yakima's finest, the tenants have easy access to medical facilities, shopping,
churches and other social services in addition to public transportation. The project is
surrounded by a mixture of single family houses, multi - family buildings, and
condominium buildings. No other low- income apartment buildings are located in the
area.
Elderly Housing requirements are the household:
• Head of Household or spouse must be at least 62 years of age
• Annual income must be 50% or less of area median income see income limits
• Household members must pass credit check and criminal background check.
Elderly housing units
Glenn Acres 38
15 North 37 Avenue 38
YHA Farmworker Housing - Yakima Housing Authority owns and manages 147
1
units of agricultural rental housing. The units were developed in partnership with the
Office of Rural Economic and Community Development (ORECD) and Yakima Valley
Communities. The units are located on 40 sites located throughout the county in:
• Toppenish
• Granger
• Cowiche /Tieton
• Yakima
The Yakima site provides 44 units in single family, duplex and triplex units.
Farmworker USDA program requirements are the household:
1
• Earn at least $4,583.00 a year in a agricultural warehouse or on the farm.
• Earn no more than 30% of the area median income.
• Is an adult in the household a U.S. citizen or legal Resident of the US.
• Are you a low income family eg. a family of 6 earning Tess than $46,300 a
year or a family of 4 earning less than $39.900 a year?
Farmworker housing units 1
Sunset Terrace USDA 24
417/419/503/505 North 6 Avenue 4
1004/1006/1008/1010 Buwalda 4
1611/1613/1615/1617 South 1s Avenue 4
202 A &B North 9 Street 2
1707 A &B Pleasant Avenue 2
603/605 South 4 Street 2
1112/1114 South 18 Avenue 2
311 South 7 Street 1
608 South 8 Street 1
330 South 9 Street 1
509 South 10 Street 1
Pioneer Plaza USDA 20
1115/1117/1119/1121 Pleasant 4
1408/1410/1412/1414 Willow 4
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408/410/412 East Spruce Street 3
902/904/906 East Beech Street 3
' 1314/1316 South 12 Avenue 2
507/509 North 6 Avenue 2
510/512 Cherry Avenue 2
' Mariposa Park Tax Credit Units 26
314 Cherry Avenue 19
918 Fenton Street 6
1 919 Fenton Street 1
YHA Handicapped - units are set -aside within the other public, farmworker housing
' units and include the following:
Handicapped included in other housing counts 13
914 East Spruce - 31, 32, 33, and 34 4
' 621 North 16 Avenue - 39 and 40 2
1212 South 9 Street - 1 1
1307 - A South 18 Avenue 1
t 810 North 6 Avenue - 101, 102, 103, 104 4
314 Cherry Avenue - 101 1
' CCHS Farmworker Housing - Catholic Charities Housing Services (CCHS)
developed Buena Nueva in the Yakima Valley in 2003. The project consists of 36
units of rental housing for Farmworker families and singles that includes 26 units of
year round housing and 10 units of migrant seasonal housing. The development
1
includes an on -site manager's unit and a community building with an on -site office.
The project serves low income Farmworkers at or below 50% of the AMI and includes
' full site amenities including children's play areas, underground sprinklers, night
lighting, site fencing and circulation sidewalks. The project's name "Buena Nueva" is
Spanish that translates to the "Good News" of the Gospel.
' DYHS Senior Housing - the Diocese of Yakima Housing Services (DYHS) recently
completed development of Rose of Mary Terrace as a HUD 202 affordable housing
' project for seniors 62+ years of age who are at or below 50% of Yakima County's
Area Median Income (around $19,950 per year for two). Rental subsidies keep rents
affordable 30% of a senior's net adjusted monthly income.
' The building has 40 units available for rent. It is an independent living facility, not
for those needing assisted living or nursing home care. The facility houses seniors,
62 years old and over, with Adjusted Gross Income (AGI) under $19,950 for a
' married couple or under $17,450 for a single person. The completion date was July
2008 at which time there were already 78 applicants for the 40 units.
The diocese subdivided the 5 -acre parcel on which Rose of Mary Terrace was
1
developed into 5 lots and sold lot 3 of the project for $200,000 to DYHS - an
independent non - profit corporation. DYHS receives no funding from the Diocese of
Yakima or Holy Family Parish, but receives grants from the state and federal
' government for low- income seniors.
DYHS would like to purchase lot 1 and 2, right next to the Gathering Hall and
driveway going out to 56th to build 2 more units possibly 2 -4 years in the
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future. Future development projects would be for senior housing, not low income
families but one of the new buildings could possibly be for assisted living.
Self -Help Housing Yakima Valley Partners Habitat for Humanity - was
originally founded in 1984 as Buena Partners by Fred and Pam Bauman who
completed the first self -help home in 1986 in Toppenish. The name was
subsequently changed to Yakima Valley Partners Habitat for Humanity in 1986.
The organization completes about 4 houses per year for households earning between
30 -60% of Annual Median Income (AMI) for a total of 126 homes to date for 126 1
low- income households with over 660 household members in 11 communities from
Yakima to Prosser worth about $10,100,000 - of which 58 have been constructed in
Yakima. 1
The units are single family with 3 bedrooms, 1 bath, but no garage. The floor plans
are simply laid out with no amenities or centralized heating. The units are worth
approximately $110,000 - $120,000 including land and are financed for $95,000 with
20 year mortgages with no interest. The remaining equity is provided by 500 hours
of sweat equity from the benefiting household which may include volunteer
assistance from other family members and friends. Habitat candidates are selected
based on need, income, credit, and willingness to attend the instruction classes and
provide the sweat equity hours.
Habitat's volunteer base includes between 500 -1,000 persons a year of which about 1
50% are annual regulars drawn from throughout the state. Volunteers pay $150 per
person to support the project and Habitat's overhead costs.
Houses are sometimes clustered where land allows, but typically scattered
throughout Yakima. Sites are provided by Yakima's Office of Neighborhood
Development Services (ONDS), Office of Industrialization Center (OIC), Washington 1
State Department of Community Development (CTED), and others - typically without
cost. ONDS also acquires sites with deteriorated buildings, clears the structures, than
donates the land. 1
The Washington State Housing Trust Fund recently provided a $500,000 grant to
Habitat and OIC to acquire land for Marvin Gardens, a cluster development and the
only site acquisition that Habitat and OIC have ventured to date.
ONDS typically provides the land and construction loan, and second mortgages for
20% of loan value behind 80% first mortgages provided by a number of local banks 1
including Banner, Central Valley, Golf Savings Banks, and Yakima Federal Savings &
Loan.
A typical Habitat house will cost about $120,000 including $30,000 in land, $80,000 1
in building costs, and $10,000 in administration costs. On a typical $120,000
financing package, $30,000 will be provided by ONDS in the land donation, $40,000
from a local bank loan for $40,000 financed over 15 years on a fixed rate set by the
marketplace, and $40,000 by Habitat in contributions from local sources including
gifts -in -kind from corporations, churches, donors, foundations, and volunteers, and
$10,000 in administrative costs paid by Habitat. 1
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I The house will be sold for $95,000 with a $30,000 soft - second from ONDS that is
forgiven at 5% per year over 20 years. The house is then financed on a no interest
I 20 year mortgage.
Habitat operates ReStore — a used construction materials outlet selling donated
I materials, equipment, seconds, mis- shipments, and other items. ReStore, which has
been in operation 7 years, is operated by 2 full -time staff and volunteers, and
grosses about $350,000 a year which is used to provide Habitat's administrative and
overhead costs.
I Yakima Valley Partners Habitat for Humanity
901 North 10 Avenue 1
I 903 North 10 Avenue 1
1319 Jerome 1
1217 Cherry Avenue 1
I 1314 Jerome 1
1117 Jerome 1
1217 Jerome 1
I 1611 Willow 1
1613 Willow 1
811 North 24 Avenue 1
2002 Swan 1
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1206 McKinley 1
807 Cornell 1
508 East R Street 1
I 1113 North Naches 1
1115 North Naches 1
602 North 8 Street 1
I 604 North 8 Street 1
608 North 8 Street 1
304 North 7 Street 1
I 401 North 7 Street 1
302 North 10 Street 1
307 North 9 Street 1
I 303 North 9 Street 1
907 East Spruce 1
505 South 4 Street 1
404 South 6 Street 1
I 411 South 6 Street 1
403 South 6 Street 1
716 South 7 Street 1
I 714 South 8 Street 1
712 South 7 Street 1
714 South 7 Street 1
I 814 South 8 Street 1
816 South 8 Street 1
606 South 12 Street 1
I 916 South 7 Street 1
1112 South 7 Street 1
1110 South 9 Street 1
I 900 South 7 Street 1
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902 South 7th Street 1
904 South 7 Street 1
906 South 7 Street 1
910 South 6 Street 1
911 South Naches 1
1015 South Naches 1
1107 South Naches 1
1109 South Naches 1
1109 South 6 Street 1
1009 South 6 Street 1
1007 South 6 Street 1
1313 1 /2 South 6 Street 1
1313 South 6 Street 1
1315 South 6 Street 1
1315 1 /2 South 6 Street 1
1303 South 7 Street 1
1302 South 7 Street 1
1304 South 7 Street 1
Subtotal in Yakima 58
Subtotal elsewhere 68
Total 126
Yakima Valley Partners goal is to increase home production from 4 per year to about 1
8 per year by the year 2014 of which between 50 -60% would be located within
Yakima depending on land and site availability.
Self -Help Housing Office of Industrialization Center (OIC) - is a non - profit
organization providing community services through federal, state and local agencies
from locations in Mount Vernon, Moses Lake, Pasco, Sunnyside, Ellensburg, Roslyn,
Seattle, Wenatchee, and Yakima since 1971. OIC's mission is to promote human
services, economic development, and affordable housing.
OIC hosts AmeriCorps teams that serve throughout Yakima County. One team builds
new affordable homes for first time and low- income homeowners averaging about 5-
6 houses per year throughout Yakima County. Material costs are funded by $600,000
in annual HOME funds that are projected to remain constant through the year 2014
and Washington State Housing Trust Fund second mortgages. Sites are generally
provided by Yakima's ONDS through donation.
OIC teams also work on a variety of community service projects with Yakima's ONDS
including senior housing restoration, disabled housing ramp building, numerous team
building exercises, and graffiti clean -up activities. The team has a site with OIC of
Washington's Home Owner program and another with Yakima Valley Partners Habitat
for Humanity.
OIC's weatherization programs reduce energy costs for low- income renter and owner
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households including households living in a house, mobile home, duplex, or
apartment building. Eligible households include those whose income does not exceed
125% of federal poverty income levels, and /or where one household member
receives Supplement Security Income (SSI). Weatherization services are offered at
no cost to qualifying homeowners, services offered to renters may require up to a
50% contribution from the property owner.
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Since 2002, OIC has weatherized over 897 homes including 461 single family of 1 -3
' units, 134 multifamily of over 4+ units each, and 302 mobile homes in households
with over 1,157 children, 236 seniors, and 110 disabled individuals.
' OIC also provides Farmworker Housing Assistance Program (HAP) with temporary,
short-term, and emergency housing assistance including rent, security deposits,
utility payments, and case management services. The Emergency Housing Assistance
(EHA) program provides vouchers for motels and other short -tem housing assistance
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with evictions and shut -off notices, and case management.
Land Trust - the Yakima Valley Community Land Trust was formed in June 2008 by
citizens concerned about rising land prices and diminishing supplies of affordable
housing in and around Yakima, Washington. The Yakima Valley Community Land
Trust has a vision of serving not only potential home owners below the Area Median
' Income, but also individuals with developmental disabilities and individuals who have
been homeless who are exiting the Homeless Continuum of Care.
Next Step Housing of Special Needs Populations - has been providing quality,
1 clean and sober transitional and permanent housing to residents of the Yakima
Valley since 1991. Next Step provides housing, case management, and clinical
treatment services for special needs populations including the developmentally
' disabled and homeless. Next Step is the only non - profit housing provider in the state
that combines individuals recovering from substance abuse and their families with
individuals and families living with Developmental Disabilities. Next Step Housing is
' the first agency in Washington to successfully combine these two special needs
populations experiencing similar levels of social marginalization. Because both
groups experience similar marginalization in society, this integration of special needs
populations has proven successful.
' Over 50% of Next Step residents are homeless when they first apply for housing with
70% earning below 30% of the area median income (AMI). All Next Step properties
' are Alcohol and Drug Free Communities and all properties enjoy zero tolerance for
alcohol and drug abuse. Residents who return to chemical dependency are moved
out immediately. Regular random observed urine - analysis and Breathalyzer checks
' ensure the safety of all residents.
In June of 1997, Next Step Housing contracted with the Yakima Housing Authority
(YHA) to design and provide case management services for YHA Families for Self-
1 Sufficiency Program.
In 1999, the Yakima Office of Neighborhood Development Services (ONDS) certified
Next Step as a Community Housing Development Organization (CHDO).
In 2000, Next Step Housing purchased the Lamplighter Apartments, a 16 -unit
' building consisting of 12 one - bedroom and 4 two - bedroom units with a four -unit set-
a -side for adults living with Developmental Disabilities. These family units were the
first and only affordable, independent, permanent, clean and sober housing in
Washington serving households with children.
' In November of 2007, Next Step Housing opened Pear Tree Place, the first new
construction, tax - credit development in the organization's 17 year history. Pear Tree
1 combines financing from 10 public agencies, private foundations and non - profits
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including the Washington State Housing Finance Commission, the Washington State
Housing Trust Fund, the City of Yakima Office of Neighborhood Development
Services, Yakima County Community Services, the WCRA, Impact Capital, the Home
Depot Foundation, Green Communities and the National Endowment for the Arts.
Pear Tree's three - bedroom townhomes are the only apartments in Washington 111 targeting large families with children in an Alcohol and Drug Free Community. Pear
Tree is also the first sustainable design and construction in all of Yakima County to
meet the Enterprise Green Communities Criteria. Eight non - profit allies collaborated
including Next Step Housing, the Office of Rural and Farmworker Housing (ORFH),
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Enterprise Progress in the Community (EPIC) and Pomegranate Center. This year,
Pear Tree Place was a Finalist in the Affordable Housing Finance Reader's
Choice Awards in the category of Special Needs Housing. ,
Next Step is currently constructing Pear Tree Place Phase II which will include the
first clean and sober 4- bedroom units in Washington managed by State Operated
Living Alternatives (SOLA). These 4 SOLA homes will house people living with severe
Development Disabilities staffed by DSHS professional caregivers on site, in each
unit, providing care 24/7. Lease up is scheduled for September, 2009.
Lamplighter Apartments 16
406 -408 North Naches 1- bedroom 12
2- bedroom 4
set -aside developmental disability (1)
Sommerset Apartments 45
711 West Walnut studio 5
1- bedroom 20
2- bedroom 20
set -aside homeless (11)
commercial units (2)
community playground (1)
Clean House Apartments 22
220 North 2n Street studios 22
set aside developmental disability (1)
Pear Tree Place I 26
1- bedroom 8
2- bedroom 7
3- bedroom townhouse 11
set -aside developmental disability (8)
set -aside homeless (6)
Under Development 111 Pear Tree Place II 24
2- bedroom 8
4- bedroom townhouse 4
1 set -aside homeless (6)
Transitional housing for adults in early recovery
Denney House 3
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414 South 4 Street beds 3
Chambers House 8
31 Kenney Drive beds 8
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Triumph House Special Needs Populations - Triumph Treatment Services is a
I I comprehensive non - profit 501 (c) (3) agency serving Yakima county with chemical
dependency treatment, outpatient, residential, and housing services. It is
multifaceted, providing a continuum of care for chemically dependent individuals and
' their families.
Triumph House provides assessment, intensive outpatient services, stabilization
group, relapse prevention, family programs, residential treatment, alcohol and drug
' information school (ADIS), and housing in Yakima, Washington. Services are certified
and licensed by the Division of Alcohol and Substance Abuse (DASA) and the
Department of Health (DOH).
' Founded in 1961 as a small outpatient alcoholism treatment center, the agency has,
since then, added 3 residential chemical dependency treatment facilities for low-
income, clean and sober, and case managed: a 78 -bed facility for men in Buena,
Washington; a 32 -bed facility for women in Yakima; and another 60 -bed facility for
women and their children in Kennewick. Triumph currently has 1 outreach program -
the Parent -Child Assistance Program (P -CAP) which utilizes 7 paraprofessionals to
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seek out and support at -risk women and their children under a best practices model.
Riel House — All Women's beds
1 1408 West Yakima Avenue beds 32
Riel House is a specialized long -term primary intensive inpatient treatment program
' offering an all- women's residence where mothers can keep their young children with
them while they tackle addiction problems. Women living at Riel House receive
treatment for their chemical dependency and are able to keep their babies and other
t children under age 6 with them. The program's aim is to provide a healthy lifestyle
and chemical -free environment for women and their children while learning new
coping and parenting skills. Handling and enjoying social and recreational situations
without the use of alcohol and drugs is emphasized. Women may enter treatment at
Riel House at any time during their pregnancies. Women are also eligible for
treatment at Riel House if they are actively parenting children under age 6 or if they
are seeking return of their children under age 6 from protective custody (CPS). Riel
House exclusively serves women and is staffed by specially trained counselors.
Therapy is an ongoing part of living at Riel House and includes Domestic Violence
Classes, Nicotine Cessation Classes, Art Therapy Classes, Weekly Nursing Visits to
' the facility /Psychologist Appointments, and Early Learning through "Circle of
Success" Parenting Classes.
Overall, Triumph Treatment has 134 units of various kinds of housing that serve
' individuals and families in transitional and permanent housing in addition to a short-
term shelter for families. Triumph has several contracts which incorporate outreach
and intensive case management. These facilities range from inpatient residential
short term or long term treatment programs through case managed or independent
housing in graduated steps. Many of the facilities offer housing through project based
vouchers. These vouchers require residents to maintain specific life style standards
as a condition of their residency.
Residents using Project Based Vouchers can graduate to Tenant Based Vouchers
after successfully completing 1 year of the program. At that point, they can move
1 out to the general community with additional help for housing support as well as
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case management. By gradually returning to normal living, the recovery becomes I
integrated into a person's life. Here are some of the facilities that serve as stepping
stones on the road to recovery.
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Triumph purchased Roosevelt Place, a former nursing home, in 2003 that now
houses Kids Inc, a large licensed child care center and women /children's housing
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facility. There is also a commercial kitchen at this site, which serves the child care
center and one of the residential programs with hot, home -style meals, along with
offering some catering services to the community.
Triumph Treatment Services in part of the National Institute of Drug Abuse (NIDA) I
Pacific Northwest Node which allows them to participate in research projects and
selected clinical trials. Triumph was chosen as a community partner because of their
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comprehensive programming, experience with research and interest in transfer of
research to practice.
Public Housing Strategy (91.210) I
1. Describe the public housing agency's strategy to serve the needs of extremely
I low- income, low- income, and moderate - income families residing in the
jurisdiction served by the public housing agency (including families on the public
housing and section 8 tenant -based waiting list), the public housing agency's
strategy for addressing the revitalization and restoration needs of public housing
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projects within the jurisdiction and improving the management and operation of
such public housing, and the public housing agency's strategy for improving the
living environment of extremely low- income, low- income, and moderate families I
residing in public housing.
2. Describe the manner in which the plan of the jurisdiction will help address the
I needs of public housing and activities it will undertake to encourage public
housing residents to become more involved in management and participate in
homeownership. (NAHA Sec. 105 (b)(11) and (91.215 (k))
3. If the public housing agency is designated as "troubled" by HUD or otherwise is
performing poorly, the jurisdiction shall describe the manner in which it will
provide financial or other assistance in improving its operations to remove such I
designation. (NAHA Sec. 105 (g))
3 -5 Year Strategic Plan Public Housing Strategy response:
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The Yakima Housing Authority (YHA) plays an integral part in meeting the
Consolidated Plan objectives. YHA funding is obtained through the Capital
Fund Grant under a separate public process, and from other grants and local funds.
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The Capital Fund Grant is a separate HUD program that Yakima does not oversee.
Yakima has no troubled public housing agencies. The YHA is a very well run agency
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excelling in providing housing for low- income and special needs households.
The YHA includes annual budgets in their Annual Agency Plan for management and t
operational improvements. These monies are used to fund a Preventive Maintenance
Inspection Support Program, capital improvements, community policing, computer
software purchase, and other management improvements that support public
housing, including staff training.
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For complete information on planned physical improvements to the living
environment of public housing units and sites contact the Yakima Housing Authority
1 (YHA) at www.yak - pha.org for their Agency Plan.
PUBLIC HOUSING
Goal 1: Preserve Public Housing as a viable and attractive housing resource
for the low- income citizens of the community.
' Strategy 1: Strive to reduce and prevent drug and criminal activity in
public housing neighborhoods and projects.
Objectives:
' • Offer drug prevention programs that include additional law enforcement
services provided by the Yakima Police Department. Apply annually for grants
to fully fund these programs.
' • Hold Neighborhood Block Watches on -site at all the Public Housing complexes
and initiate discussion on security and alternatives for empowerment.
' Strategy 2: Assist public housing residents, particularly older residents
and residents with disabilities, maintain an independent lifestyle.
Obiectives:
' • Renew the YHA's contract with the Northwest Regional Council in order to
staff the Resident Services Coordinator position, which provides referrals to
services and helps residents obtain assistance.
• Offer regularly scheduled, affordable, and specialized transportation for
shopping, medical appointments, and other needs to residents of YHA Public
Housing through the Yakima Transit, in an effort to help them maintain their
t independence.
• Provide memberships and transportation to youth organizations for all
children in public housing between the ages of 5 and 18.
Strategy 3: Preserve YHA senior housing primarily as public housing for
' senior citizens.
' Obiectives:
• Continue YHA's admission preferences that give disabled people an
opportunity for Section 8 assistance and elderly people a direct access to
public housing facilities.
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• Develop alternative housing for the disabled.
Goal 2: Facilitate greater resident self- determination and self- sufficiency.
' Strategy 1: Encourage participation of public housing residents in the
management of their public housing through the Public Housing Resident
Initiatives Program.
' Objectives:
• Assure that residents representing Yakima public housing developments
participate in Resident Council meetings.
1 • Invite residents of all Yakima public housing units to attend Board of
Commissioners' meetings to give input and to provide suggestions regarding
the operation, policies, and other matters relating to YHA business.
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• Hold monthly meetings between a YHA Operations staff representative and I
the Resident Council in order to address any mutual issues or concerns.
• Post all regular staff openings in public housing family complexes to
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encourage application by residents.
Strategy 2: Encourage public housing residents to achieve self- I
sufficiency.
Objectives:
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• Through the Family Self- Sufficiency Program, offer housing assistance to
leverage public and private sector resources that can help public and assisted
housing residents will realize economic independence.
Strategy 3: Increase the availability of affordable housing to residents of 1
Yakima.
Objectives: 1
• To help meet the demand for affordable housing, begin developing plans for
additional family housing units and elderly /disabled housing units over the
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next 5 years using Low - Income Housing Tax Credits, Historic Preservation Tax
Credits, taxable bonds, and other innovative housing development techniques
that increase the supply of affordable housing.
Goal 3: Provide housing stability within an overall context of supportive 1
services for homeless persons with mental illness.
Strategy 1: Reassess the community's ability to respond to the needs of
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its homeless mentally ill population, focusing on housing stability as a
component of overall care.
Objectives:
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• Support plans to construct a multifamily housing facility that will serve
homeless mentally people.
• Work with area mental health providers and other potential service sponsors
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to provide supportive services to the residents of planned housing
developments.
• Collaborate with other service providers to assess current programs to
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determine gaps and the ability of these programs to address the needs of
target populations.
Strategy 2: Secure additional funding for housing assistance for the
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homeless and mentally ill.
Objectives:
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• Collaborate with providers and agencies to determine who can provide needed
assistance to the target populations and assist in their application for and
receipt of funding. Offer the outreach resources, and provide on -going
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services to mental health providers or service agencies who are best equipped
to reach the target populations.
• Through collaboration, prepare and submit an application for additional
Shelter Plus Care funding through HUD
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Barriers to Affordable Housing (91.210 (e) and 91.215 (f))
I 1. Explain whether the cost of housing or the incentives to develop, maintain, or
improve affordable housing are affected by public policies, particularly those of
the local jurisdiction. Such policies include tax policy affecting land and other
I property, land use controls, zoning ordinances, building codes, fees and charges,
growth limits, and policies that affect the return on residential investment.
I 2. Describe the strategy to remove or ameliorate negative effects of public policies
that serve as barriers to affordable housing, except that, if a State requires a unit
of general local government to submit a regulatory barrier assessment that is
substantially equivalent to the information required under this part, as
1 determined by HUD, the unit of general local government may submit that
assessment to HUD and it shall be considered to have complied with this
requirement.
I 3 -5 Year Strategic Plan Barriers to Affordable Housing response:
I Yakima Countywide planning policies establish a countywide framework from which
county and municipal comprehensive plans are developed and adopted. Within
Yakima County the term "affordable housing" applies to the adequacy of the housing
stock to fulfill the housing needs of all economic segments of the population. The
1 underlying assumption is that the marketplace will guarantee adequate housing for
those in the upper economic brackets, but that some combination of appropriately
zoned land, regulatory incentives, financial subsidies, and innovative planning
I techniques will be necessary to make adequate housing provisions for the needs of
middle and lower income persons.
I Housing is a crucial element of Yakima's 2006 Comprehensive Plan and 2008 Zoning
Ordinance Update. Yakima developed an affordable housing strategy for its Visioning
2010 process in the early 90's. The 2006 Comprehensive Plan's Housing Element
continues the goals, policies and initiatives contained in the 1997 Plan and the
1 affordable housing strategy.
Yakima's 2006 Comprehensive Plan's Housing Element includes the following
I requirements in accordance with the Washington State Growth Management Act
(GMA) :
I (a) an inventory and analysis of existing and projected housing needs;
(b) a statement of goals, policies and objectives for the preservation, improvement
and development of housing;
I (c) identification of sufficient land for housing, including but not limited to,
government- assisted housing, housing for low- income families, manufactured
housing, multi - family housing, group homes and foster care facilities;
(d) adequate provisions for existing and projected housing needs for all economic
I segments of the community. A major objective of the Housing Element is to
encourage development of affordable housing throughout the Yakima Urban Area. It
includes:
I • an inventory and analysis of existing and projected housing needs;
• a statement of the goals, policies and objectives for the development of
1 housing;
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• identification of sufficient land for housing, including, but not limited to, I
government- assisted housing, housing for low- income families, manufactured
housing, multifamily housing, group homes and foster care facilities; and
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• adequate provisions for existing and projected housing needs of all economic
segments of the community.
STRATEGIES TO ADDRESS AFFORDABLE HOUSING BARRIERS — 1
COMPREHENSIVE PLAN LAND USE ELEMENT
Yakima's 2006 Comprehensive Plan Land Use Element and 2008 Zoning Update
1
contain the following policies and actions meant to resolve barriers to affordable
housing:
Land Use Goals and Policies
Goals and Policies serve 2 principal purposes: guide development decisions in the
Yakima Urban Growth Area (UGA), such as rezone requests, development reviews, I
etc. or to outline specific actions or programs that implement the Comprehensive
Plan. The following goals in the Land Use Element of the 2006 Comprehensive Plan
refer to housing:
Goal 3.1: Provide for a broad distribution of housing in Yakima that meets I
the affordability and neighborhood design needs of the public
Policies I
3.1.1 High Density Residential
3.1.1.1 Development shall be at an overall density of 12 dwelling units per acre or
more. Recommended zones include: Two - Family Residential (R -2) and Multi - Family I
Residential (R -3), Professional Business District (B -1), and Central Business District
(CBD).
3.1.1.2 Permitted housing types include townhouses, condominium, multi - family and
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manufactured housing.
3.1.1.3 Provide high- density residential as a transitional use between
commercial /office and medium density residential areas.
3.1.1.4 Development shall be located along arterials or collector streets and should
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have good access to public transit.
3.1.1.5 Sidewalks shall be provided in the development site with connections to
existing and proposed pedestrian sidewalk systems. '
3.1.1.6 Connect schools, parks and meeting places with neighborhoods through a
system of pedestrian network such as sidewalks, greenways and pathways.
3.1.1.7 Development shall be encouraged to minimize impacts on surface water. Low
1 impact practices are encouraged.
3.1.2 Residential Planned Development (Residential PD)
3.1.2.1 Residential PD can be developed if the size of a development exceeds 20 '
acres.
3.1.2.2 Residential PD allows new development to provide a mixture of housing sizes
and prices and to provide incentives for developers to include affordable units in I
higher cost developments.
3.1.2.3 Residential PD requires a new development to include open space, recreation
areas, trails, sidewalks, streetlights, landscaping and underground utilities in
I
exchange for site design flexibility and density bonus. This allows neighborhood
commercial uses to be located within a Residential PD.
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I Goal 3.2: Build sustainable new neighborhoods
Policies:
I 3.2.1 In large -scale residential projects, encourage development through Residential
Planned Development (Residential PD) zone.
3.2.2 Provide incentives such as allowing developers a density bonus in exchange for
I common open space for recreational use and a legally binding commitment to
continue to protect environmentally critical areas within a Residential - PD
development.
3.2.3 Innovative design, such as Cluster Development (CD) and other Low Impact
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Development ideas are encouraged to develop within the Residential PD zone.
Goal 3.3: Preserve existing neighborhoods
I Policies:
3.3.1 Preserve the character of neighborhoods such as historical character,
architecture, natural features and layout.
I 3.3.2 Ensure that new development is compatible in scale, style, density, and
aesthetic quality to an established neighborhood.
3.3.3 Integrate historic preservation by ensuring new construction and development
integrate the existing historical buildings and landscaping to help create a distinctive
1
identity for the neighborhood.
Goal 3.4: Restore old neighborhoods and revitalize declining neighborhoods
I The restoration and revitalization of older neighborhoods will increase property
values, provide housing close to work and preserve historic structures. Since older
neighborhoods are already served with roads, sidewalks, utilities, schools, parks and
I landscaping, upgrading of these services and features is important to keeping the
neighborhoods desirable and livable.
Many policies under the goal "Build Sustainable New Neighborhoods" and the goal
I "Preserve Existing Neighborhoods" can also be applied to improving old and declining
neighborhoods. In addition, the following policies also apply:
I Policies:
3.4.1 Encourage preventive maintenance and appropriate reinvestment in older and
declining neighborhoods. Improve the infrastructure including, but not limited to:
I park improvements, sidewalks, alleys, street maintenance, street lighting, trees and
other landscaping within the right -of -way.
3.4.2 Maintain neighborhood upkeep through strict City code compliance.
3.4.3 In residential areas where commercial and residential uses are heavily mixed,
I
encourage the establishment of neighborhood commercial services and foster mixed
uses including retail, office and apartments. This is particularly important in areas on
South Second Street and South Third Street north of East Race Street. Discourage
I commercial uses that are non - neighborhood related.
3.4.4 Maintain and preserve the existing single - family residential neighborhoods of
Northeast, Southeast and Barge /Chestnut areas of the City.
I 3.4.5 Minimize the overcrowding /over - parking issues in old neighborhoods through:
• encouraging the conversion of single - family detached structures to multi-
family structures through zoning control. Limit, and in some cases restrict,
rezoning of R -1 to R -2 for individual single - family detached structures.
I • encouraging development of multi - family projects as infill or redevelopment
projects in old neighborhoods as a means to provide affordable housing.
• encouraging the conversion of residential houses to offices in areas that serve
1 as transitional uses between commercial and residential, particularly along
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North Second Street north of Lincoln Avenue in the Northeast Neighborhood
area.
• encouraging cohesiveness among neighborhood residents and community,
and encourage interaction between neighborhoods and the government.
3.4.6 Preserve and restore historic houses within the neighborhoods, using private
and public partnership when possible.
3.4.7 Allow home occupations that would not generate excessive traffic, create
parking problems, or degrade the livability or appearance of the neighborhood.
Yakima's 2006 Comprehensive Plan Land Use Element implemented the following 1
actions necessary to realizing affordable housing.
Available Land
Housing requirements - Yakima's Comprehensive Plan estimates the Yakima
wastewater service area will have a range of population between 93,815 and
101,499 persons by the year 2025. To plan for the maximum growth, approximately
4,000 to 6,400 new housing units will be needed to accommodate the growth over
the next 20 years.
Yakima's Urban Growth Area (UGA) is projected to have a new population between 1
29,000 and 37,000 persons by the year 2025 and will add approximately 9,300 to
15,0001 new housing units within the same period.
Yakima's land inventory - consists of 86% of the residential land developed for 1
low- density residential; 6% for medium density residential; and another 8% for
high- density residential. The current average density in Yakima is estimated to be
5.7 dwelling units per acre. Yakima's Comprehensive Plan predicts there will be a
demand for land suitable for medium and high- density residential uses to provide
more affordable housing for low to medium income families in the next 20 years.
Land supply based on an assumption that 60% of the new housing units will be
developed for low- density residential, 15% for medium density residential, and 25%
for high- density residential through 2025, Yakima will need a total of 710 to 1,144
acres of vacant land for future residential development based on the 2 population
projections. Yakima's Urban Growth Area (UGA) will need a total of 1,650 to 2,660
acres of vacant land within the same period
Based on the year 2025 residential projections, the demand for housing will consume
25 % -40% of the gross developable land within Yakima and 33 % -53% of the land
within Yakima's Urban Growth Area (UGA). The projections indicate that there will be 1
sufficient land to accommodate the future growth of the Yakima Urban Growth Area
within the next 20 years.
Residential Zoning 1
Future Land Use Map (FLUM) - contained within the 2006 Comprehensive Plan
proposed the following residential land use designations:
• Low Density Residential - consisting primarily of free - standing single - family
residences of a density less than 7.0 dwelling units per acre. This is considered the
lowest possible residential density that can efficiently support public services.
• Medium Density Residential - characterized by a mixture of single - family
detached residences and duplexes, with a variety of other housing types at a
residential density ranging between 7.0 and 11.0 dwelling units per acre. 1
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I • High Density Residential - multi - family residential development including
apartments, condominiums and townhouses, containing 12 or more dwelling units
I per acre. A limited range of other mixed land uses may be permitted, such as some
professional offices and community services.
• Mixed Use Planned Development (MU -PD) - an overlay district to recognize
I and accommodate the changing commercial /residential marketplace by allowing
commercial and residential mixed uses that create an opportunity for the
redevelopment of underdeveloped or redeveloping sites into more intensive uses in
the core of the urban area. It is intended that development on designated sites
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would be implemented in conjunction with the approval of a Master Planned
Development (MPD) application. The MU PD zone will allow a mixture of industrial,
commercial, and residential uses within a framework that protects existing uses and
I provides compatibility through a Master Plan Development (MPD) process. The Mixed
Use Planned Development (MU -PD) allows flexibility in the uses permitted for
properties.
1 Zoning Classifications - the 2008 Urban Area Zoning Ordinance (UAZO) and
Zoning Map determine the actual use that can be made of land within Yakima and
Yakima's Urban Area. Four new zones were proposed as part of the 2006
I
Comprehensive Plan update process, 3 of which refer to housing:
• Residential Planned Development (R -PD) zone - can be applied to a
I development parcel upon request by the owner and upon submittal of a master site
plan.
• Cluster Development (CD) - and other innovative residential development can
I be implemented in any residential designation through an approval of R -PD rezoning.
A Cluster Development (CD) designs development to fit the natural landscape and
protect critical areas. It supports the goals of respecting nature, protecting hillsides
and wetlands, preserving open space, and minimizing the loss of woodlands and
I wildlife habitats.
• Mixed Use Planned Development (MU PD) allows a greater mix of uses
than the "purer" residential, commercial or industrial planned development zones.
I Developers of Regional Commercial or large size commercial or industrial designated
lands could propose industrial, commercial, residential, open space, recreational or
virtually any combination of uses according to an approved master plan. MU -PD will
I be a market - driven land development concept where the proponent may design a
plan around new and creative design themes, with Yakima having review authority
and the ability to attach conditions to mitigate impacts. The process, as with other
Planned Development zones, would involve significant public outreach.
I
Affordable Housing Solutions
Affordability is whether or not an adequate number of housing units are available
I and are also affordable to all economic segments of the community. In order to meet
federal housing affordability standards, housing costs (excluding utilities) should not
exceed 30% of gross household income. Unfortunately, the number of housing units
I that are available and affordable within the Yakima Urban Area is in short supply.
Yakima developed plans and policies to provide safe, clean and affordable housing
for all economic segments of the city through the creation of public /private
I partnerships for affordable housing development and conservation and rehabilitation
of the existing housing stock. Yakima's Office of Neighborhood Development Services
(ONDS) has historically addressed the existing housing stock in the central and
I eastern city neighborhoods where traditionally very -low and low- income persons live.
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The federally designated CDBG Target Area primarily encompasses neighborhood
areas north of Mead Avenue and east of 16th Avenue.
In 2006, City Council considered a possible tax incentive program for the downtown
area along Yakima Avenue (Lincoln to Walnut, Fourth Avenue to Sixth Street), where
increases in tax assessments will be deferred for up to 10 years on properties
redeveloped for affordable housing. The proposed downtown housing area extended
from roughly Fourth Avenue to Sixth Street and from Lincoln Avenue to Walnut
Street. The parameters of the area may be changed as needed.
STRATEGIES TO ADDRESS AFFORDABLE HOUSING BARRIERS —
COMPREHENSIVE PLAN HOUSING ELEMENT
The 2006 Comprehensive Plan Housing Element outlined the following goals and '
policies concerning affordable housing in Yakima.
Goal 5.1: Encourage diverse and affordable housing choices
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Policies
5.1.1 Continually monitor affordable housing needs and assist in providing locations
for affordable housing as necessary to meet this need. '
5.1.2 Support an inventory of potential sites for affordable housing development and
redevelopment.
5.1.3 Encourage affordable housing development.
5.1.4 Encourage a range of affordable homeownership options.
5.1.5 Encourage the provision of fair share housing opportunities to all economic
segments and mixed uses for infill developments.
5.1.6 Provide administrative and technical support to housing projects that
complement existing programs.
5.1.7 Encourage good faith efforts that the City of Yakima and other local
governments not impose regulations that may constitute barriers to affordable
housing availability, and appropriate compatible residential densities.
5.1.8 Support programs to improve existing housing stock.
Goal 5.2: Provide homeownership opportunities
Policies
5.2.1 Encourage various educational and financial assistance strategies to expand
homeownership opportunities.
5.2.2 Work with existing housing providers and private lenders to provide
homebuyer education seminars for potential first -time homebuyers; include outreach
to current renters.
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5.2.3 Work with local lenders to increase financial assistance to first -time
homebuyers.
5.2.4 When possible, provide community residents with home maintenance
information and housing counseling including financial responsibility of
homeownership and budgeting.
Goal 5.3: Adopt or revise the city's development standards to increase 1
affordable housing opportunities
Policies
5.3.1 Review of existing zoning regulations and consideration of innovative standards
that will encourage construction of affordable housing and encourage the
participation of neighborhood associations and the development community in this
process.
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5.3.2 Facilitate small lot sizes, condominiums, clustering and other options that
increase the supply of affordable homeownership options.
1 5.3.3 Assist, when allowable, the conversion of accessory buildings into housing units
as a means to increase the supply of affordable housing units and to help existing
1 homeowners remain in their homes.
Goal 5.4: Participate in efforts to maximize the land available for affordable
1 housing in the community
Goal 5.5: Preserve and improve existing residential neighborhoods
Policies
1 5.5.1 Stabilize existing viable neighborhoods.
5.5.2 Seek alternatives, when feasible, to demolition and removal of units from
housing stock.
Goal 5.6: Ensure an adequate supply of affordable housing for persons with
special needs
1 Policies
5.6.1 Support development of new units and the operation of existing units for
housing persons with special needs.
5.6.2 Support development of programs that offer assistance to persons identified as
being homeless.
The 2006 Comprehensive Plan Housing Element implemented the following actions
1 necessary to realize affordable housing in Yakima included the following.
• Accessory Housing — provisions incorporated in the 2008 Zoning Code Update
1 provide affordable housing and include dwelling units attached or detached from the
primary residential units on a single - family parcel. Attached units contained within a
single - family home are the most commonly encountered type of accessory dwelling
unit. Accessory apartments typically involve the renovation of a garage, basement
1 family room or a similar space in a single - family residence.
• Manufactured Housing — provisions in the 2008 Zoning Code Update represent
1 a small but significant housing type that has experienced constant growth, with the
exception of 1991, in Yakima's housing inventory increasing 360% between years
1995 -2000. This increase can be attributed mostly to annexation of 705 units during
1 the same period, which represented 64% of the total number of
manufactured /mobile home units (1,108 units) citywide. The number of
manufactured / mobile home units permitted on residential lots averaged 23.5 per
year between years 1990 -2000. From January 1990 through December 1995 the
number of manufactured home units permitted on individual lots rose by an
additional 42 units. An additional 193 units were built between years 1995 - 2000.
Mobile home development decreased by 54% between years 2001 and December
1 2004. No substantial mobile home development in mobile home parks has occurred
since the 1990 Census.
1 In June 2005 Yakima enacted Ordinance 2005 -29 concerning regulation of
manufactured home placement within the Yakima and amended Yakima Municipal
Code section 15.04.120. Effective July 1, 2005, any manufactured home constructed
after June 15, 1976 may be sited in the same manner, and subject to the same
1 conditions, as a site built home, provided:
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• The manufactured home has not been previously titled and is not a "mobile I
home ";
• Is set upon a permanent foundation (concrete or an approved concrete I
product) which can be either load bearing or decorative;
• Complies with all local design standards applicable to all other homes within
the neighborhood in which the manufactured home is to be located; I
• Is thermally equivalent to the State energy code; and
• Meets all other requirements for a designated manufactured home as defined
by RCW 35.63.160. I
The new ordinance did not alter the existing zoning ordinance regulations for the
placement of used or singlewide manufactured homes.
• Maintenance, Rehabilitation and Conservation - efforts are important to the 1
preservation of older housing stock. Structurally substandard rental housing in need
of renovation typically indicate absentee landlords and renters who may be less I
inclined to maintain their home and demonstrates the necessity of a
renovation /conservation program. Enforcement of minimum maintenance codes has
assisted in maintaining a stable housing supply. Preservation of the structural
integrity of residential housing is a primary concern in many of the older
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neighborhoods.
The structural condition of existing units is a crucial factor in maintaining an I
affordable and safe housing stock. The structural condition of Yakima's housing stock
is categorized as:
• 1) good, sound condition;
• 2) substandard condition - suitable for renovation; and
• 3) substandard condition - unsuitable for rehabilitation.
Year 2000 Census data on housing conditions for Yakima indicated approximately
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15% of the housing stock is structurally substandard and 20% is in need of
rehabilitation. Low - income households that are unable to bear the cost of renovation
occupy most of the structurally substandard, older housing stock.
Yakima's Office of Neighborhood Development Services (ONDS) has historically
assisted in addressing the existing housing stock in the central and eastern city
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neighborhoods where traditionally very -low and low- income persons live. The
federally designated Community Development Block Grant (CDBG) Target Area
primarily encompasses neighborhood areas north of Mead Avenue and east of 16th
1 Avenue.
Housing stock within the CDBG Target Area neighborhoods contains a higher
percentage of substandard housing than neighborhoods outside of the Target Area. I
Yakima's 20 -year program has a history of obtaining private lending dollars to
complement housing and urban development funds. The ONDS has rehabilitated
1,500 residential units utilizing these programs. t
• Housing Agencies - most housing constructed within Yakima is a result of
private developers and persons on privately owned land. Housing for very -low and
low- income households often requires subsidies from external sources even after the 1
Land Use Map and Zoning Code have allowed for their construction.
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1 The Yakima Housing Authority (YHA) provides housing for families with annual
incomes 0 % -50% Average Median Family Income (AMFI); mostly those with incomes
I of 0 % -30% HAMFI. Low - income and low- moderate income families are serviced by
ONDS. When the 1997 Comprehensive Plan was adopted, the Yakima Housing
Authority (YHA) owned 150 multi - family public housing units located on 11 sites
rn located throughout Yakima. YHA currently has 400 housing units countywide, with a
total of 322 housing units available within Yakima boundaries.
The Diocese of Yakima Housing Services (DYHS) program has built more than 200
I affordable housing units for farm workers and other low- income families in and
around Yakima.
I The Homeless Network is an association of emergency housing providers, service
providers, community leaders, and other interested persons or entities concerned
about addressing the emergency, transitional and permanent housing needs of the
I homeless persons and families. The Homeless Network is focused on reducing
homelessness in Yakima County by 2014 through the implementation of fundamental
changes in both services to the homeless and delivery of needed services to the
I homeless. This goal will require the coordination of services through a countywide
integrated system and multidisciplinary services structure. The Homeless Network
currently has a membership of over 45 local agencies.
I • Group Homes - are defined as "non- institutional group quarters" or as living
quarters that house 10 or more unrelated persons living in the unit, such as rooming
houses and group homes. Group homes include "community -based homes" providing
I care and supportive services. Such places include homes for the mentally ill,
mentally retarded, and physically handicapped; drug /alcohol halfway houses;
communes; and maternity homes.
1 The extent of the housing need for special population groups (present and projected)
is based on the anticipated continued growth of the special needs population. In
addition, persons with special needs require a range of supportive services in
I conjunction with affordable housing to ensure independent living. The 1990 Census
reported 1,759 persons in Yakima residing in group - quarters increasing to a reported
2,139 persons residing in group - quarters by the 2000 Census.
1 • Foster Care Facilities - foster care services within Yakima are limited to
individual family homes and homes licensed to provide foster care in a group setting.
There are 103 individual homes licensed by the State of Washington to provide foster
III
care in Yakima. There are 2 family homes licensed to provide foster care in a group
environment to address "specific populations ". Efforts are underway to license
additional caregivers.
1 • Impact Fees - new housing developments increase demands on schools,
utilities, parks, and transportation systems to varying degrees. The costs associated
I with increasing demands for facilities and services (such as roads, schools, parks,
police, and fire fighters) can be addressed through impact fees tied to new
development.
1 Even though the level of impact fees connected to new residential construction does
not reflect the full cost of service and facility impacts, the fees nevertheless add to
the cost of providing housing. For low- and moderate - income households,
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unsubsidized, new residential construction may be prohibitive or require too large a I
share of their income to buy or rent.
State law allows local jurisdictions to provide relief from the imposition of impact fees 1
for affordable housing projects. Yakima has done so in several instances, by using
other non - project based city funding sources. An exception to Yakima's impact fee
program does allow the city to waive school impact fees, provided it can be shown
that a housing project, such as a senior living project, will have no impact on
schools.
• Licensing Permits - Yakima is sensitive to the issue of processing time and the t
costs involved with extended delays. The permitting process is continuously reviewed
and changes are made, where appropriate. Yakima recently implemented a
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procedure to waive certain permit fees for qualified housing projects that provide
housing for low- income residents.
• Extension of Transportation and Utility Service - Yakima's plans to extend 1
major utility service lines have a direct bearing on when and where homes are built.
How those extension costs are allocated also impacts the price of homes built in
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areas where the services are extended. Historically in Yakima, each project
developer paid for the extension of needed services and then recovered the cost in
new house prices.
The 2006 Comprehensive Plan, however, encourages Yakima to be proactive in fully I
or partially funding utility extension projects in appropriate areas to encourage
affordable housing.
• Fair Housing - HUD requires each local jurisdiction to analyze impediments to
fair housing choice. Yakima's ONDS contracted the Fair Housing Center of South
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Puget Sound, now known as the Fair Housing Center of Washington (FHCW), to
perform an Analysis of Impediments required by HUD.
Using 2000 Census and other local, state, and federal data sources, the Fair Housing
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Center of Washington (FHCW) prepared an analysis of demographic, income,
housing, and employment data. The Analysis of Impediments targets 5 key areas:
• Demographic information and resources, 1
• Complaints and allegations of discrimination in housing,
• Impediments to fair housing,
• A review of current public and private actions to address housing
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discrimination, and
• A listing of impediments and recommendations for action.
The Analysis of Impediments identified the following impediments to fair housing I
choice in Yakima:
• Housing discrimination primarily affects persons of color, the disabled, and
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families with children,
• Home Mortgage Lending data shows Native Americans, African Americans and
Hispanics are more likely to be denied financing or obtain sub -prime
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mortgages, and
• The public at large has limited knowledge of protected classes, fair housing
laws and the resources available to them.
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The Analysis of Impediments recommends Yakima maintain its commitment to
I affirmatively further fair housing. Implementation of the following recommendations
will strengthen Yakima's interest in fair housing activities and alleviate remaining
impediments to fair housing choice:
I • Expand current education and outreach efforts,
• Continue on -going enforcement activities,
I • Target homeownership and lending marketing to African American, Native
American and Hispanic households, and
• Ensure implementation of current housing and human services strategies.
t AFFORDABLE HOUSING DEVELOPMENT
In addition to the goals and policies, zoning code updates, and other implementation
I measures, Yakima's Office of Neighborhood Development Services (ONDS) has
instituted the following actions to conserve and realize affordable housing:
Housing Programs
I
• FTH Assistance Program - provides affordable homes for qualified first time
homebuyers. Applicants who have a good credit rating, no current judgments and
are low to moderate income may receive a partial deferment on their home loan of
1 up to $30,000.
• Down Payment Assistance Program (DPA) - provides financial assistance of
up to $4,000 for down payment and closing costs associated with qualified first -time
homebuyers.
Buyer Qualifications
I
• Applicants' family income must be 80% or less of the area median income.
• Applicants must be first -time homeowners (not having owned a home in the
last 3 years or a displaced homeowner).
I • Applicant must complete homeownership training through available
Washington State Housing Finance Commission approved classes prior to
closing.
I • Applicants work with a realtor to select home and lender financing.
Property Qualifications
• Home must meet code (evidenced by FHA /VA or other inspection) or buyer
I
may obtain private financing to include rehabilitation cost.
• Home must be owner - occupied or vacant at least 90 days (city will supply
certification for owner to sign) or a current tenant may purchase if qualified.
I ONDS Down Payment Assistance is a deferred loan at 0% interest payable if home is
sold within 5 years of purchase. After 5 years this financing becomes a grant.
1 • Senior /Disabled Persons Home Repair Program - was established over 20
years ago providing an average grant of approximately $2,500 per home with a
lifetime benefit limit. Due to limited funding not all repairs may qualify if the cost is
I found excessive to complete. All areas in need of repair are evaluated during the
initial home inspection with health, safety and weatherization - related repairs given
the highest priority. Homeowners must be at 80% or below Federal Median Income
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FMI guidelines and asset levels must be $10,000 or below, not including the home
or primary vehicle.
Repair assistance is also available for approved emergency home repairs. This 1
program is limited to specific types of repairs with a $500 repair limit. Yakima
strongly supports preserving neighborhoods and provides this service at no cost to
qualified low- income senior /disabled homeowners.
• Exterior Paint Program - is a special program also available to qualified
homeowners to paint the exteriors of their homes. Volunteers from Yakima Valley
1
Partners Habitat for Humanity provide the volunteer labor and ONDS provides the
qualified applicants, supervision and materials needed to complete the jobs. This
program stretches limited resources by using donated labor to improve
neighborhoods one house at a time.
All program applicants must be 55 years of age or older or disabled as defined by
Social Security guidelines. (There is no age limit for qualified disabled homeowners.)
The applicant must also own or be purchasing a home and live in it on a year round
basis (rental property does not qualify).
• Neighborhood Clean -Up /Improvement Program - provides funds to assist
neighborhoods in correcting Municipal Code violations that have resulted in the
issuance of a citation from a Yakima Code Compliance Officer. ONDS will provide a
match in dollars to assist in the total cost of abatement of a violation up to a
maximum of $500. The program is only available to use one time per resident.
• Homeownership Through New Construction Program - was implemented in 1
1998 to provide newly constructed homes in the city limits for low to medium -
income first -time homebuyers. The program provides set -aside funds to assist the
developer and the homebuyer.
• Senior /Disabled Exterior Paint Program - provides professional painting by a
licensed, bonded contractor, who scrapes and cleans the existing surfaces free of
loose and chipping paint. Paint colors are chosen by the individual homeowners and
the paint is applied by individual local volunteers as well as volunteers from such
agencies as Yakima Valley Partners Habitat for Humanity and several local churches.
• Single Family Rehabilitation Program - provides funds to assist low to
moderate - income homeowners in home rehabilitation. The Single Family
1
Rehabilitation Program will bring a home up to current local codes, and /or address
housing needs to meet family size.
• The applicant must be below 80% of the current Federal Median Income (FMI)
Guidelines.
• The home is to be located in Yakima.
• Home must be owner occupied.
• Homeowner must have property insured.
• Homes must pass visual assessment for deteriorated paint.
• Applicant must not have filed bankruptcy with the last 3 years and have no
accounts owing in collection.
• Applicant must by a US Citizen or have Permanent Resident status.
• Applicant's total debt income must not exceed 40% of monthly income.
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I Community Service /Economic Development
• Public /Community Service Program - provides funds to existing or new
I organizations, to create or expand programs focused in target area community
services and eligible neighborhood improvements.
I • Economic Development - funds are used to continue to promote Economic
Development Program activities to address the need for sustainable employment
opportunities.
1 • Public Facilities - program provides funds to assist Yakima departments on
eligible CDBG Target Area projects. Such projects are addition or replacement of
capital items, particularly in essential services areas like Parks and Recreation.
I Projects must benefit low and moderate - income residents and include, but are not
limited to, acquisition, construction, reconstruction, rehabilitation, or installation of
public facilities and improvements.
1 • Tenant /Landlord Counseling - program provides assistance to either tenants
or landlords in their disputes. Printed material is available at ONDS offices at 112
I South 8th Street or an applicant can call 575 -6101 to discuss any situation in
tenant /landlord dealings. ONDS cannot give legal advice but can explain steps to
help reach agreement or supply phone number for further help.
• Graffiti Program - every April ONDS purchases paint, brushes, buckets and
other supplies, and then, with the help of local paint contractors, volunteers to
through pre- designated sections of Yakima and paint over graffiti.
1 • Community Housing Development Organization (CHDO) - is a private non-
profit, community -based organization that has obtained or intends to obtain staff
I with the capacity to develop affordable housing for the community it serves. ONDS
designates and assists such organizations in qualifying, applying, and securing state
and federal grants for affordable housing development.
1 • Lot Acquisition Program - provides funds to purchase lots for future projects.
Lots must be in the CDBG Target Area and qualify under the following criteria:
• Must be residential zone or rezoned.
I • Must be vacant or have substandard dwellings.
• Development must start within 12 months of purchase.
I • Land may be acres and subdivided into lots.
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HOMELESS r
Homeless Needs (91.205 (b) and 91.215 (c))
I
*Please also refer to the Homeless Needs Table in the Needs.xls workbook
Homeless Needs— The jurisdiction must provide a concise summary of the nature I
and extent of homelessness in the jurisdiction, (including rural homelessness and
chronic homelessness where applicable), addressing separately the need for facilities
and services for homeless persons and homeless families with children, both
sheltered and unsheltered, and homeless subpopulations, in accordance with Table
1A. The summary must include the characteristics and needs of low- income
individuals and children, (especially extremely low- income) who are currently housed
but are at imminent risk of either residing in shelters or becoming unsheltered. In
addition, to the extent information is available, the plan must include a description of
the nature and extent of homelessness by racial and ethnic group. A quantitative
analysis is not required. If a jurisdiction provides estimates of the at -risk
population(s), it should also include a description of the operational definition of the
at -risk group and the methodology used to generate the estimates.
3 -5 Year Strategic Plan Homeless Needs response:
1
EXTENT OF HOMELESSNESS
A 10 -Year Plan to End Homelessness in Yakima County was developed by the
Partners of the Homeless Network of Yakima County in 2005, an association of
emergency housing providers, service providers, community leaders, and other I
interested persons or entities who were concerned about addressing the emergency,
transitional, and permanent needs of the homeless.
The Homeless Network of Yakima County in association with the Yakima County 1
Human Services Department has conducted annual Point -in -Time (PIT) surveys of
the homeless in Yakima County since 2006 to determine the population of homeless
that have the most severe lack of housing opportunities.
I
The Office of Rural & Farmworker Housing (ORFH) completed a Feasibility Study for
Housing for the Homeless in Yakima County in June 2009 for the Yakima County I
Department of Human Services using the results of the Point -In -Time surveys.
The number of homeless within any community not a static number and the
number of homeless within Yakima County may be increasing in the current
1
economic climate. Full results of the 2009 Point - in Time survey were not available at
the time of the ORFH study; however, data indicated that 1,314 surveys were
collected in Yakima County, representing a substantial increase in the numbers of t
homeless from the previous year.
The Plan to End Homelessness in Yakima County by 2014 identified 3 main
categories of homeless within Yakima County - each with different housing needs.
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I • Episodically Homeless - are those who often use the shelter system but are
not considered chronically homeless.
I • Transitionally Homeless - are individuals and families who may only
experience 1 episode of homelessness in their lives.
• Chronically Homeless - are unaccompanied individuals who have had 4 or
I more episodes of homelessness within the past 3 years and have a disabling
condition; or, an unaccompanied individual who has been continuously
homeless for a year or more with a disabling condition.
1 Chronically Homeless individuals, although a small proportion of the total Yakima
Homeless population (7% of the total counted in 2008 or 73 individuals), likely
consume the most P ublic resources in terms of contact with the criminal justice
1 system and health system.
Nationally, the chronically homeless make up approximately 23% of the homeless
I population. The Yakima community recognized the local chronically homeless
population will require long -term housing with associated supportive services and
made this a priority within the Plan to End Homelessness in Yakima County by 2014.
I Description of Yakima County Homeless Population
Information for the ORFH report was derived from available Point -in -Time (PIT)
survey data, interviews with local service and housing providers, and the 2007 HUD
1 Continuum of Care Report and 2008 HUD Continuum of Care funding application.
The 2008 Point in Time Survey was conducted by the combination of interviews at
1 service centers and shelters and street outreach to the places where surveyors were
likely to encounter homeless people. Surveys were conducted in Sunnyside, Wapato,
Toppenish and Yakima. Homeless participants received food and supplies at localized
staging areas.
I The most recent 2009 Point in Time survey was conducted in January 2009 by a
combination of interviewing those homeless persons who participated in Project
I Homeless Connect in Yakima and Sunnyside and through outreach volunteers who
sought out those who were not aware of nor chose to participate in the Project
Homeless Connect events. Homeless Point -in -Time surveys were also held in
I Toppenish, and Wapato.
Homeless in Yakima County
The number of homeless individuals declined slightly from 1,991 homeless in 2005 to
I 1,055 homeless in 2008. Preliminary numbers indicate that a significant increase of
homelessness has occurred in 2009. In addition, while total numbers of homeless
were declining from 2005 to 2008, the number of individuals who have been
I homeless for 1 year or longer doubled in that same time period and those who have
been homeless for less than 1 month decreased dramatically, from 230 in 2005 to 42
in 2008. This may be due to improvements in point -in -time data collection methods
I and successfully counting individuals who have been homeless for a longer period of
time.
The number of homeless veterans in Yakima County is also increasing from 71 in
1 2005 to 98 veterans in 2008, a 38% increase in 3 years. Only 14 of these veterans
were receiving any sort of Veteran's benefits. Of the total 98 homeless veterans, 22
have been homeless for longer than 1 year.
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Chronically Homeless
According to the raw 2008 PIT data, approximately 300 people in Yakima County
have been homeless longer than 4 months. A portion of those have been homeless
for longer than 1 year. Of those who have been homeless longer than 1 year, 54 °to or
96 individuals self - report mental illness, substance abuse or some form of permanent
disability. 13 of these chronically homeless individuals who self - reported mental
illness, substance abuse or permanent disability are in families. These individuals
may benefit significantly from permanent supportive housing.
Unsheltered Homeless
In 2008, there were 24 unsheltered individuals and 10 unsheltered families. In 2007
there were 50 unsheltered individuals and 24 unsheltered families. This data was
derived from the COC HUD report which relies on PIT data and which classifies
sheltered homeless as follows:
• Unsheltered Homeless - the McKinney Vento Homeless Assistance Act
defines the unsheltered homeless are those who reside in a place not
designed for or ordinarily used as a regular sleeping accommodation for
humans.
• Sheltered Homeless - the sheltered homeless are those whose primary
nighttime residence is a supervised public or private temporary shelter, hotel
or transitional housing. The McKinney Vento Homeless Assistance Act does
not recognize as homeless those that are currently living in permanent
supportive housing or that are doubled up with family or friends.
Information from the 2008 PIT data indicates that the unsheltered population in
Yakima County is on average younger than the general homeless population, most
reported no disabilities, few had served in the military, and approximately 25%
reported a permanent physical disability. Most had been homeless longer than 6
1 months.
Substance abuse and the inability to pay rent or mortgage were the top reasons
reported that drove them to be homeless. The number one need, according to
unsheltered respondents, was food, followed by clothes, a job and health care. This
information indicates that any new development intended to serve the needs of the
currently unsheltered population should strongly consider housing -first - a model
where there are few restrictions placed upon entrance to shelter and housing so that
those who are actively engaged in substance abuse will not be denied access to
housing.
Limitations of Point -in -Time (PI) data
There are debates on the ability of Point -in -Time (PIT) counts to accurately capture
the number of homeless in a community. However, for Yakima County this is the
only comprehensive count of the homeless that occurs. Reliability /accuracy problems
include:
• relying on volunteers to accurately gather data;
• ability to find all the homeless people within a community in 1 day;
• not encountering couch - surfers; and
• those unwilling to be identified or counted.
The count provides only a snapshot of the number of homeless in the community.
Due to the inherent inability of any point -in -time count to capture all of those who
may be homeless on any given day, many homeless advocates believe that the 1
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point -in -time survey vastly undercounts the actual total number of homeless in the
community.
I Reasons for Homeless in Yakima County
The top reasons cited by the homeless of Yakima County for experiencing
' homelessness are:
• Substance Abuse;
• Inability to Pay the Rent or Mortgage;
• Job Loss;
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• Family Break -up;
• End of Temporary Living Situation;
• Domestic Violence; and
• Medical Problems or Mental Illness.
In 2008, 17% of homeless persons in Yakima County reported that they dealt with
' substance abuse issues, while 15% suffered from mental illness and another 14%
were faced with a permanent medical condition or disability. Until 2008, substance
abuse was cited as the number one reason for homelessness each year from 2005 to
2007. In 2008, substance abuse was surpassed only by the inability to pay the rent
1
or mortgage.
The survey results indicate the importance of services connected with housing and
' could lead to further support of the Housing -First model in Yakima County. Low -
barrier shelter and housing would give homeless individuals who are also active
substance users access to housing not predicated on sobriety and engagement in
1 services.
Sources of Income
PIT data indicated 15% of the homeless population received some sort of public
assistance during 2008; however, less than 10% of the total homeless population
received any income from sources other than public assistance. From this data it
appears that approximately 75% of the homeless population has no income at all
from any source. This implies that any housing developed would need substantial
operating support, targeting incomes at 0 to 30% of Area Median Income (AMI).
Rents from tenants could not be expected to help cover operating expenses.
' Places of Shelter
Data from the PIT surveys from 2005 to 2008 indicate that an average of 8% of the
homeless population went unsheltered, 16% were staying in an emergency shelter
1
and 22% were staying in transitional housing.
It appears from PIT data from 2005 to 2008 that a significant portion of the Yakima
' homeless population is doubled up with family or friends or couch - surfing. In 2008
43% of homeless individuals spent the previous night with family or friends
compared with an average of 31% of the total population surveyed for the years
' 2005 through 2008.
This is consistent with general national characteristics of rural homelessness where
' fewer individuals are found sleeping on the streets and more individuals, who might
otherwise be homeless, are found couch - surfing or doubled -up with family and
friends. These individuals are at great risk for becoming street bound.
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Priority Homeless Needs
1. Using the results of the Continuum of Care planning process, identify the
jurisdiction's homeless and homeless prevention priorities specified in Table 1A,
the Homeless and Special Needs Populations Chart. The description of the
jurisdiction's choice of priority needs and allocation priorities must be based on
reliable data meeting HUD standards and should reflect the required consultation
with homeless assistance providers, homeless persons, and other concerned
citizens regarding the needs of homeless families with children and individuals.
The jurisdiction must provide an analysis of how the needs of each category of
residents provided the basis for determining the relative priority of each priority
homeless need category. A separate brief narrative should be directed to
addressing gaps in services and housing for the sheltered and unsheltered
chronic homeless.
2. A community should give a high priority to chronically homeless persons, where
the jurisdiction identifies sheltered and unsheltered chronic homeless persons in
its Homeless Needs Table - Homeless Populations and Subpopulations.
3 -5 Year Strategic Plan Priority Homeless Needs response:
9 Y onse: P
ESTIMATE OF UNMET NEED
Housing
The Office of Rural and Farmworker Housing (ORFH) estimated unmet need using
HUD's April 2006 instructions for Calculating Unmet Need for Homeless Individuals
and Families. The numbers were arrived at by looking at the number of unsheltered
homeless from Yakima County's 2008 Continuum of Care (COC) application, the
approximate percentages of chronically homeless, episodically homeless and those
who might benefit from transitional housing from the 2008 Point -In -Time survey and
the number of units already in existence identified in Yakima County's 2008 COC
application. 1
Estimate of Unmet Housing Need 2009 by Housing Type
Emergency shelter beds units
Beds for individuals 42
Family units 3
Transitional housing
Beds for individuals 56
Family units 4
Permanent Supportive Housing* ,
Units for individuals 44
* Permanent Supportive Housing targets chronically homeless individuals only.
Source: Housing for the Homeless in Yakima County 2009 Feasibility Study, Office of
Rural & Farmworker Housing (ORFH)
The estimate was further informed by interviews with homeless service providers and
those locally knowledgeable about the Yakima County homeless population.
Interviews were used to help estimate the number of homeless who need each
category of housing, namely emergency shelter, transitional housing or permanent
supportive housing. ORFH's estimation of unmet need is summarized below. The
3 -5 Year Strategic Plan 100 Version 2.0
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estimate takes into consideration all vouchers that are currently available to
homeless families and individuals.
When determining the number of units to construct it is a common underwriting
practice to have demand levels at 1 and 1.5 times the number of units (or beds) that
' are constructed. The purpose is to assure an adequate market exists for the potential
units /beds that are being created. Based on the ratio of 1.5 beds of demand for each
bed created, the following number of beds was recommended:
In Most Need
The greatest need in Yakima County is housing for homeless individuals who are not
already engaged in services. These individuals are likely those with substance abuse
issues and /or permanent mental or physical disabilities and are the most difficult to
engage.
' Although in 2008 the inability to pay rent or mortgage was cited as the top reason
for homelessness, the primary population identified through available data from
years 2005 to 2007 are active substance abusers not already engaged in services.
' Housing options for those with active substance abuse issues appear to be severely
limited. Recovering homeless may be able to access the clean and sober units in the
community and those engaged in treatment services can take advantage of provider
housing. However, those with untreated issues have few, if any, housing options
' available.
Services
' Interviews suggest that Yakima has a full continuum of services available to the
homeless, although employment services, job training, inclusive case management
and mentoring could be enhanced to better serve the homeless population.
r Homeless Inventory (91.210 (c))
The jurisdiction shall provide a concise summary of the existing facilities and services
' (including a brief inventory) that assist homeless persons and families with children
and subpopulations identified in Table 1A. These include outreach and assessment,
emergency shelters and services, transitional housing, permanent supportive
1 housing, access to permanent housing, and activities to prevent low- income
individuals and families with children (especially extremely low- income) from
becoming homeless. The jurisdiction can use the optional Continuum of Care
' Housing Activity Chart and Service Activity Chart to meet this requirement.
3 -5 Year Strategic Plan Homeless Inventory response:
EXISTING HOUSING OPTIONS FOR THE HOMELESS
Emergency Shelter
' According to HUD's 2007 Continuum of Care Homeless Assistance Programs Housing
Inventory Chart Report and local information there are 6 organizations in Yakima
County providing a total of 216 year -round emergency shelter beds. This number
does not include Extreme Winter Weather beds. Of the permanent emergency shelter
beds, 86 are reserved for families and victims of domestic violence and 4 are
reserved for special needs clients. The remaining 80 beds in Yakima are provided by
the Union Gospel Mission and 30 are located in Wapato available to individual
' homeless persons.
3 -5 Year Strategic Plan 101 Version 2.0
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1
According to anecdotal information, many homeless individuals are reluctant to make
use of the Union Gospel Mission shelter system due to restrictions placed on the
I
shelter stay. Ultimately, for single homeless adults in Yakima there is no alternative
emergency shelter to the Union Gospel Mission. Yakima County may be able to reach
a significant portion of individuals reluctant to use the Mission by providing an I
alternative low- barrier shelter /resource center.
Organization Type Occupant Units Beds
I YWCA* Family shelter Family 15 37
Lower Valley Crisis and Support DV shelter Family 8 24
Services - LVCSS
YWCA* DV shelter Individuals 3 25
I
and families
Noah's Ark Emergency shelter Individuals 30
Central WA Comprehensive Crisis beds Individuals 4
I
Mental Health - CWCMH
Union Gospel Mission* Emergency shelter Individuals 80
Total in Yakima County 26 216
Total in Yakima* 18 142
Source: Housing for the Homeless in Yakima County 2009 Feasibility Study, Office of
Rural & Farmworker Housing (ORFH)
In addition to the year -round shelter units listed above, the Extreme Winter Weather I
shelter system operates within Yakima from November to March and offers a
maximum of 62 beds of which 12 beds are reserved for families and 50 beds are for I
individuals. The beds for individuals operate at near capacity each night.
Because the winter shelters are located in churches not intended for the purpose of
an emergency shelter and may not be up to current building code standards, the
winter weather shelter system requires a special waiver and authorization from
Yakima each year.
The Extreme Winter Weather shelter is administered by Sunrise Outreach and is
dependent upon volunteers for operation. The shelter system was never intended to
be a permanent solution to the need for additional year -round shelter beds in the I
Yakima. The Plan to End Homelessness in Yakima County by 2014 lists as a number
one priority the creation of emergency services to serve the homeless and has the
goal to develop non - religious emergency shelters.
I
Transitional Housing
There are approximately 180 transitional housing beds and 56 units available to
individuals and 139 transitional housing units available to families in Yakima County
I
of which 12 of the family transitional units are located at the Union Gospel Mission
and 28 units are provided to families through Yakima County housing vouchers. The
remaining 99 units are restricted to the clients of service providers.
I
In addition to the transitional housing units available to families, there are 56
vouchers and 180 transitional housing beds available to individuals who are
I homeless. Only the housing vouchers are available to the general homeless
population and not restricted to a specific population.
1
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I Organization Type Occupant Units Beds
Triumph Treatment Services* Transitional housing Families 51
I Triumph Treatment Services Transitional Housing - Families 5
Granger /Toppenish
Union Gospel Mission* Transitional housing Families 12
, , Yakima Neighborhood Health Transitional housing Families 4
Services*
Yakima County Transitional housing - Families 28
I vouchers
Triumph Treatment Services* Transitional Housing Families - 39 128
Individuals
I Yakima County Transitional housing - Families 56
vouchers
Central WA Comprehensive Transitional housing - Individuals 11
Mental Health homeless veterans
l Next Step Housing* Transitional housing - Individuals 16
drug and alcohol free
Union Gospel Mission* Transitional housing - Individuals 20
I drug and alcohol free
Yakima County Transitional housing - Individuals 5
HIV /AIDS
I Total in Yakima County 195 180
Total in Yakima* 102 164
Source: Housing for the Homeless in Yakima County 2009 Feasibility Study, Office of
Rural & Farmworker Housing (ORFH)
I Permanent Supportive Housing
There are 156 beds of permanent supportive housing available in Yakima County of
I which 133 are reserved for clients of service providers. Of the remaining units, 11
are drug and alcohol free and 6 are in a group home. Of the permanent supportive
housing units, 6 are through Triumph Treatment Services available to the general
homeless population who are not already engaged in services.
I
Organization Type Occupant Units Beds
Next Step Housing* Permanent supportive Families - 11 (11)
I housing - drug and Individuals
alcohol free
Sunnyside Housing Authority Permanent supportive Individuals 6 I
I housing - group home
Triumph Treatment Services* Permanent supportive Families - 6 55
housing Individuals
' Central WA Comprehensive Permanent supportive Individuals 80
Mental Health housing
Yakima Interfaith Coalition* Permanent supportive Individuals 4
housing I
1 Total in Yakima County 17 156
Total in Yakima* 11 59
Source: Housing for the Homeless in Yakima County 2009 Feasibility Study, Office of
I Rural & Farmworker Housing (ORFH)
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Existing Options O tions for the Homeless
There are currently 31 organizations that offer a full range of services to the
homeless in Yakima County. Services available include clothing and supplies,
transportation assistance, mental health, employment and training, legal, medical
and dental services. Examples of some specific services offered include:
• Salvation Army: Vision Care 1
• Northwest Justice Project: Legal Services
• Triumph Treatment Services: Chemical Dependency Treatment
• Yakima Interfaith Coalition - 107 House, a local walk -in service center for the
homeless where people can get referrals, gas vouchers, bus tokens and
hygiene packs. The Hygiene Center is open for 2 hours per day and offers a
place to shower. Laundry tokens are available at the Hygiene Center.
• Yakima Neighborhood Health Services - Connections: Health and Dental
Treatment
Homeless Strategic Plan (91.215 (c))
1. Homelessness— Describe the jurisdiction's strategy for developing a system to
address homelessness and the priority needs of homeless persons and families
(including the subpopulations identified in the needs section). The jurisdiction's
strategy must consider the housing and supportive services needed in each stage
of the process which includes preventing homelessness, outreach /assessment,
emergency shelters and services, transitional housing, and helping homeless
persons (especially any persons that are chronically homeless) make the
transition to permanent housing and independent living. The jurisdiction must
also describe its strategy for helping extremely low- and low- income individuals
and families who are at imminent risk of becoming homeless.
2. Chronic homelessness— Describe the jurisdiction's strategy for eliminating chronic
1
homelessness by 2012. This should include the strategy for helping homeless
persons make the transition to permanent housing and independent living. This
strategy should, to the maximum extent feasible, be coordinated with the
strategy presented Exhibit 1 of the Continuum of Care (CoC) application and any
other strategy or plan to eliminate chronic homelessness. Also describe, in a
narrative, relationships and efforts to coordinate the Conplan, CoC, and any other
strategy or plan to address chronic homelessness.
3. Homelessness Prevention — Describe the jurisdiction's strategy to help prevent
homelessness for individuals and families with children who are at imminent risk
of becoming homeless.
4. Institutional Structure — Briefly describe the institutional structure, including
private industry, non - profit organizations, and public institutions, through which
the jurisdiction will carry out its homelessness strategy.
5. Discharge Coordination Policy —Every jurisdiction receiving McKinney -Vento 1
Homeless Assistance Act Emergency Shelter Grant (ESG), Supportive Housing,
Shelter Plus Care, or Section 8 SRO Program funds must develop and implement
a Discharge Coordination Policy, to the maximum extent practicable. Such a
policy should include "policies and protocols for the discharge of persons from
publicly funded institutions or systems of care (such as health care facilities,
foster care or other youth facilities, or correction programs and institutions) in
1
3 -5 Year Strategic Plan 104 Version 2.0
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order to prevent such discharge from immediately resulting in homelessness for
such persons." The jurisdiction should describe its planned activities to
' implement a cohesive, community -wide Discharge Coordination Policy, and how
the community will move toward such a policy.
3 -5 Year Homeless Strategic Plan response:
Planned Units
Central Washington Comprehensive Mental Health (CWCMH) currently has plans for
20 units of permanent supportive housing for adults in Sunnyside if funding is
available. The YWCA has 16 family shelter units in development and Triumph
Treatment Services will be adding 4 additional permanent supportive housing units
for clients within Yakima. These units do not address the housing need of those who
are homeless and not already engaged in services.
' ORFH's Feasibility Study Recommended Next Steps
The 2009 Feasibility Study for Housing for the Homeless in Yakima County prepared
by the Office of Rural & Farmworker Housing (ORFH) analyzed a number of
alternative facility development models, sites, and funding strategies. ORFH
' recommended the following steps be taken to resolve final proposals and projects to
resolve unmet needs:
1. Reach consensus on desired model of development in order to identify appropriate
funding sources.
a. A single development will not be capable of serving all the housing needs
' identified above, including shelter, transitional and permanent supportive housing.
Consider multiple developments over time in distinct locations or phases of
development if on a single site.
' b. Both housing and a shelter /service center could be contained on one site given
the following conditions:
i. Housing units were separate and distinct from shelter space.
ii. Residents of housing units were not required to enter units through service
' center or shelter.
iii. Site is located in an area where shelter residents have access to
community services.
' 2. Identify an owner /sponsor willing to take on the housing- first, low- barrier model
of housing to address the highest need population who are those homeless who have
active substance abuse problems and /or mental health and physical disabilities and
' who are not already engaged in services.
3. In conjunction with the owner /sponsor, identify sources of operating revenue to
support the long -term operations of the proposed model of development.
4. Secure an appropriate site.
' 5. Engage and enter into Memorandum of Understanding with service providers.
a. Service providers who provide on -site services to residents will need to closely
coordinate with existing services in the community in order to provide efficient
' delivery to residents and to not duplicate efforts.
6. Pursue capital financing.
' CONTINUUM OF CARE
Yakima adopted the Yakima County Continuum of Care Plan as city policy. The plan
outlines the continuum of programs and services required to move a family or
' individual from homelessness to independent living and self- sufficiency.
3 -5 Year Strategic Plan 105 Version 2.0
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The Continuum of Care Plan guides the ONDS's use of resources to reduce the
number of homeless households. The Continuum of Care does this by designating
priority levels to homeless projects and programs and by assessing whether
proposed projects duplicate existing services.
The first priority of the Continuum of Care is to maintain existing resources that
serve the needs of the homeless within the community. The plan identifies new
projects and services that fill critical gaps in prevention services, outreach,
emergency and transitional housing, support services, and long -term affordable
housing. 1
Support of transitional housing facilities helps homeless families and individuals
transition into independence, and in doing so, helps carry out Yakima's Anti - Poverty
Strategy. ONDS is leveraging resources for implementing the Anti - Poverty Strategy
by providing technical assistance to homeless housing and service providers.
Yakima recognizes homelessness as the most severe housing problem. Beginning in 1
2005, the Yakima County human service community began the process of creating a
Continuum of Care Plan, a county -wide plan to prevent and end homelessness and to
1 make self- determination possible for homeless individuals and families.
In the years following, the Homeless Network of Yakima County (representing
approximately 46 non - profit and government agencies, housing developers, school
districts, businesses, and neighborhoods) analyzed data and identified gaps and
strategies in the process of updating the Continuum of Care Plan.
The Homeless Network of Yakima County developed a 10 -Year Plan to End Homeless '
which included the following goals, objectives, strategies, and activities:
10 YEAR PLAN TO END HOMELESSNESS IN YAKIMA COUNTY '
Goal:
Reduce the number of homeless persons in Yakima County by 50% by the year 2015 ,
Objectives:
• Reduce the number of homeless families and individuals, including: youth
and chronically homeless
• Conduct adequate data collection and planning to efficiently manage
resources for housing and services for the homeless population
Strategies:
• Develop, enhance and expand affordable housing stock
• Prevent homelessness among families and individuals at imminent risk of
losing housing
• Increase household income
• Improve access to health services
Housing Activities:
• Develop new affordable rental housing for families and individuals
• Develop additional clean and sober units
• Increase the number of units available for individuals waiting to get into
treatment
3 -5 Year Strategic Plan 106 Version 2.0 '
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• Increase the number of units of re -entry housing for individuals exiting
institutions
'
• Develop youth center to include housing and services
• Create additional cooperative or transitional housing for homeless youth
• Support and sustain existing housing for homeless youth
' • Increase the number of rental vouchers for homeless families and individuals
• Expand weatherization and home repair assistance to low- income families and
individuals at risk of homelessness
' Prevention Activities:
• Secure funding for additional Housing First opportunities
• Increase coordination between benefit and homeless services provider to
I create "no wrong door" access
• Provide post placement case management in permanent housing projects
• Create coordinated life skills /home maintenance training
'
• Create and distribute resource information directory
• Develop advocacy, dispute resolution for landlords
• Create peer support group for homeless households
' • Develop on -line housing and services directory
• Develop public services campaign on issues about homelessness
• Conduct case management training and networking program
• Develop interagency agreements regarding discharge planning
' • Increase number of street outreach professionals
• Encourage service providers to designate a youth point person and create a
list of contacts within the community
u • Increase outreach workers for contacting homeless youth
Increase Household Income Activities:
• Establish an Individual Development Account program
1 • Develop bilingual job readiness program
Improve Access to Healthcare Activities:
' • Establish access to bilingual medical and legal services to households not
covered by medical coupons
• Improve outreach to people who are homeless about HIV /AIDS services
' • Increase collaboration between mental health and substance abuse treatment
service providers for people needing both treatment services
• Establish program where nurses accompany mental health case managers in
' outreach activities
• Establish proactive outreach and harm reduction for people who are injection
drug users
Improve Data Collection and Planning:
• Conduct annual Point in Time Count and publicize results
• Conduct annual Continuum of Care housing inventory and publicize the
' results
• Increase Homeless Management Information System participation
' INSTITUTIONAL STRUCTURE
The institutional structure for delivering homeless services including housing that is
currently being implemented adapts evidenced -based models of homeless
1 prevention, rapid re- housing, jail diversion, and focused re -entry planning. The key
3 -5 Year Strategic Plan 107 Version 2.0
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components establish new commitments to increase access to supportive and
1
mainstream services that are vital to retaining permanent housing.
As called for in Washington State's 10 year plan, the system will shift the focus from 1
emergency response strategies to prevention and long term housing. The approach
which affects all homeless subpopulations increases efficiencies of the existing I
homeless housing infrastructure which consists of low -rent housing, transitional
housing and emergency shelter. The approach saves money by diverting some
individuals away from high -cost institutional facilities. The new institutional structure
I
commits the community to homeless prevention, rapid re- housing, institution
discharge planning, and supportive services.
DISCHARGE COORDINATION 1
Discharge coordination in Yakima and Yakima County is handled through the CORE
(Community- Oriented Re- Entry) program. CORE is a team approach to re -entry and I
discharge planning with access to tenant -based housing assistance and mainstream
services through the Yakima County Homeless Services Center.
Yakima County criminal justice, substance abuse and mental health systems have 1
opened a Crisis Triage Center to coordinate services for people with mental health
and /or substance abuse disorders who tend to cycle through the jail and the hospital
emergency department. The Crisis Triage Center is staffed 24/7 to provide expedited
I
assessment, stabilizing interventions, and access to services. CORE team members
collaborate with Yakima County Homeless Services Center's rapid exit coordinator
and housing specialist to provide housing solutions. t
Emergency Shelter Grants (ESG)
(States only) Describe the process for awarding grants to State recipients, and a 1
description of how the allocation will be made available to units of local government.
3 -5 Year Strategic Plan ESG response: 1
1
1
1
1
1
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3 -5 Year Strategic Plan 108 Version 2.0 t
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1
' COMMUNITY DEVELOPMENT
' Community Development (91.215 (e))
*Please also refer to the Community Development Table in the Needs.xls workbook
t 1. Identify the jurisdiction's priority non - housing community development needs
eligible for assistance by CDBG eligibility category specified in the Community
Development Needs Table (formerly Table 2B), - i.e., public facilities, public
' improvements, public services and economic development.
2. Describe the basis for assigning the priority given to each category of priority
' needs.
3. Identify any obstacles to meeting underserved needs.
' 4. Identify specific long -term and short -term community development objectives
(including economic development activities that create jobs), developed in
accordance with the statutory goals described in section 24 CFR 91.1 and the
' primary objective of the CDBG program to provide decent housing and a suitable
living environment and expand economic opportunities, principally for low- and
moderate - income persons.
' NOTE: Each specific objective developed to address a priority need, must be identified by number
and contain proposed accomplishments, the time period (i.e., one, two, three, or more years), and
annual program year numeric goals the jurisdiction hopes to achieve in quantitative terms, or in other
' measurable terms as identified and defined by the jurisdiction.
3 -5 Year Strategic Plan Community Development response:
1 NON - HOUSING NEEDS
Yakima's 2006 Comprehensive Plan's Economic Development Element includes the
' provisions of the Washington State Growth Management Act (GMA) concerning the
following:
• Encourage economic development throughout the state that is consistent with
1 adopted comprehensive plans;
• promote economic opportunity for all residents of the state, especially for
unemployed and disadvantaged persons; and
' • encourage growth in areas experiencing insufficient economic growth all
within the capacities of the state's natural resources, and local public services
and facilities."
' Yakima's Economic Development Element of the Comprehensive Plan established an
economic vision for the community and supports the core goal of the local and State
' planning principles. In 2006, there were 78,100 jobs in the Yakima area.
There are over 250 manufacturing firms in the Yakima area along with an
agricultural industry with Washington State's highest value of farm output, 16th
' highest in the nation. The Yakima Valley is emerging as one of Washington State's,
' 3 -5 Year Strategic Plan 109 Version 2.0
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and soon one of the nation's top wine producing regions. Historically, agriculture,
forest resources, manufacturing and associated industries provided the "primary
jobs" for the community. Agriculture has always been considered a foundation for a
strong local economy because it generates local jobs for the production and
processing of commodities and products destined for consumers outside the area.
However, a local economy's long -term strength is built upon diversification of a 1
community's business base and the establishment of a planning process that allows
for timely and efficient response to changing market conditions and demands. The
agriculturally based Yakima Valley is subject to significant seasonal variations in
unemployment. Stabilization of the employment base, particularly in the urbanizing
Yakima Urban Growth Area (UGA) is very important to the stability and quality of life
in the Yakima community.
1
Yakima Resources', owner of the Boise Cascade lumber sawmill, announced the mill's
closure in 2005 with the loss of 250 jobs. This followed the closure of the Layman
Lumber Company in Naches along with other timber - related industry. In addition,
Yakima Resources closed the plywood mill in August 2006 with a loss of an additional
250 jobs. These closures signal a decline in one historical natural resource industry
in Yakima but make available large land areas for redevelopment. Yakima Resources
is currently pursuing plans for the Boise Cascade Lumber site, and other statewide
and regional companies have expressed interest in other large tracts within the City.
Historically, Yakima served as the regional center for professional services including 1
medical, dental, legal, accounting, engineering, and architecture. In 2006, over 700
new jobs were added in the health care industry. Additionally, the downtown core
area increased an estimated 1,000 jobs during the same period. Growing technology
and service -based industries offer an opportunity for continued job growth as the
more resource -based industries within Yakima's UGA decline.
Economic development programs depend on supporting land use, transportation, and
capital facilities initiatives. The Economic Development Element is an integral part of
the City's 20 -year Comprehensive Plan. Local jurisdictions, including Yakima and
Yakima County, seek to promote economic development as a way to stabilize tax
base. The focus of these programs is to create a flexible and supportive permitting
process, expansion of business and employment opportunities, maintenance of the
current job base, and flexibility in responding to market conditions and opportunities.
Combined with new zoning mechanisms such as Planned Commercial, Planned
Industry overlays and Regional Commercial zoning, redevelopment of several large
tracts of land into mixed -use centers will increase the marketability of Yakima to a
wide range of economic development interests.
ECONOMIC GOALS AND POLICIES
Goal 4.1: Ensure that the local economy continues to revitalize and that new
21st century jobs in all wage levels are available for residents
Policies
4.1.1 The City and County will demonstrate their commitment to long -term economic
growth by promoting a diverse economic base, providing opportunity for all
1
residents. Growth that helps raise the average annual wage rate of community
residents and preserves the environmental quality and livability of the community is
viable growth and will improve the lifestyle of residents.
1
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1 4.1.2 Economic growth will be supported by master planned and mixed use
developments in existing nodes (such as downtown) and redevelopment
opportunities (such as the Boise Cascade lumber sawmill site, race track, etc.).
4.1.3 Stimulate economic development that will diversify and strengthen economic
activity and provide primary and secondary job opportunities for local residents.
I 4.1.4 Encourage redevelopment of key properties in the City through use of local,
State and federal funding opportunities and public /private partnerships to strengthen
Yakima's position as a regional economic center through redevelopment and
revitalization.
1
4.1.5 Create a long -term development program for the downtown business core.
Goal 4.2: Provide adequate services to properties to promote diversified
I economic growth
Policies
4.2.1 The City will work in public - private partnerships to ensure that infrastructure
I investments are undertaken to support economic development.
4.2.2 Coordinate land use planning to insure that industrial and commercial uses are
placed where transportation accessibility is or is planned to be greatest.
1 CURRENT ECONOMIC CONDITIONS
Percent civilian employed in labor force Employment
1 66% - The percent of Yakima
64% residents employed in the
civilian labor force is slightly
1 6z�c . lower ( 5 6 -57 %) than Puget
i t I ± i
Sound (Snohomish, King,
Pierce, and Kitsap Counties),
1
sax ashington State, and the
Unted States and is likely
56x due to the greater
54% proportion of the population
in younger, children age
52% groups.
m < c u ro
3 ,, E
I 0. Y The percent of Yakima
employed persons working
in base industries (mining,
1 35x — Percent employed in base agriculture, forestry,
fisheries, and
30%
"' e , manufacturing) is higher
Al (26 -31 %) than Puget Sound
25% _x x . (Snohomish, King, Pierce,
20%
"' Ws N and Kitsap Counties),
Washington State, and the
1 isx . United States - indicating
10% mi the city and county are less
. urban developed than these
s596 in areas.
I
• The percent of Yakima
3 ,,,,,, 0 E
E
a.
P. employed persons working
I — ' in service industries (retail
1 3 -5 Year Strategic Plan 111 Version 2.0
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Percent employed in services and wholesale trade, business '
82% services, finance, education,
80% °° and government is lower (69- 1
78% 74 %) than Puget Sound
76% it (Snohomish, King, Pierce,
74% ■ and Kitsap Counties),
72% -- - -- Washington State, and the I
70% ■ 6 United States - indicating the
68% city and county are less urban
I 66% • developed than these
64% - comparable areas.
62% .
3
E Yakima median household
1
;, E income (assuming a single
o 2
breadwinner) for selected
public and private
occupations could vary '
Median annualjncome for occupations
s70,000 o considerably depending on
_ s -- the demand for the
S60,000 S50,000 —i I ui i i i i iii occupation in the local '
:40.000 economy. The median
sa0.000 incomes shown above are
520.000 - based on 2008 wage and t
sio.000 salaries paid within the
so Yakima metropolitan
L t A 0 1,- 8 statistical area (MSA). 1
" o a c d
a ` 0 G v
;o o v 1 V • As shown, Police and
E Firefighters are currently 1
' being recruited at annual
A' median income levels above
the year 2008 household
Home purchasing capability average for Yakima County
1
compared with teachers,
:2:0,000 x
H retail clerks, cashiers, and
s200.000 —4—
- waiters. 1
S 150.000
sl00000 • The home purchasing
"
::0,000
I I I capability of our selected
public and private
I
SO occupations could vary
r o considerably where a Police
i e a 51 , O fficer can afford to purchase 1
L t ! -3 V ii 0 C 40 V
d
oN a 5 V t ^
8 ' the highest value house
K ; a
E Sg ($225,127) and a Retail
~
4 iN Cas the lowest value
>- r, r. r.
h
1
ouse ($71,533) assuming
each person was the only
household breadwinner and 30% of their gross income is used to purchase the house
1 on a 30 year, 6.25% interest mortgage with 10% down.
1
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I • As shown, the median value house sold in Yakima County in 2007 was
considerably more than most of these occupations could afford or qualify for
1 ($151,833).
Monthly rental capability by occupation • The rental capability of
I S1,600 - selected Yakima public and
S1 ,400 = private occupations could
s1,200 —« s — vary considerably where a
st,000 Police Officer can afford to
I ssoo 6
S600 I a rent the highest value
S400 - -- apartment ($1,500) and a
S200 Retail Clerk the lowest rental
Isa — unit ($480) assuming each
N V L ° N L 2
o
person was the only
L V V N
c d T i
h ousehold breadwinner and
I 00 ; 30% of their gross income is
✓ • °` 2 used for rent excluding
A
I N utilities and other incidentals.
>- N
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PUBLIC FACILTIES AND SERVICES
1 Yakima's community development needs also include public facilities and services
which can be described as follows:
I Capital Facility Projects and Services - of Yakima's 2006 Comprehensive Plan
outlines goals and policies guiding decisions on use of capital funds. The Capital
Facility or Improvement Program (CFP or CIP) is a strategic document
I matching the costs identified for future projects with anticipated revenue. The
Comprehensive Plan CIP is available from Yakima's Planning Department.
I Public facilities include streets and sidewalks, street lighting systems, traffic signals,
water systems, storm and sanitary sewer systems, parks and recreational facilities,
and schools. Public services include law enforcement, fire protection and
I suppression, public health, education, recreation, environmental protection, and
other governmental services.
Transportation - a livable and prosperous community is reliant on functional and
I
safe circulation systems. The main objective of Yakima's transportation system is to
produce a viable and safe arterial system, one that meets current and future
transportation demands.
I The Transportation Element of Yakima's 2006 Comprehensive Plan considers the
location and condition of the existing traffic circulation system, identifies
I transportation problems, projects future needs, and identifies methods to address
future transportation needs while maintaining established level of service standards.
Parks, Recreation & Open Space (PROS) Plan — discusses community setting,
t
existing facilities, opportunities, land and facility demands, finances, strategies, goals
and objectives, development plan elements, public opinion, and implementation in
the CDBG Target Area and city -at- large. The plan is available from the Parks and
1 Recreation Department.
1 3 -5 Year Strategic Plan 113 Version 2.0
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1
Targeted Neighborhoods - the year 2000 Census defined Yakima by 13 census
tracts - 7 of which are designated as the Community Development Block Grant
I
(CDBG) Target Area due to a concentration of poverty, housing conditions, and
racial or ethnic concentrations. The 7 census tracts - 01, 02, 03, 06, 07, 12, and 15
- include 53% of the year 2000's population or 43,891 persons out of a total 2000
I
census city population of 82,762 persons.
Yakima targets CDBG funds to projects that are most likely to provide benefits for
I residents of these CDBG Census Block Groups including projects to improve
recreation, housing, safety, and services.
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PRIORITIES
First priority - CDBG funding priorities for non - housing needs considers the I
availability of other resources (both in terms of other funding and number of
participating agencies /organizations) as well as the immediate needs of households
I to be served and long term impacts of investment. Funding agencies that provide
services addressing the immediate needs of low- income, elderly and special needs
households was deemed to be the highest priority.
Second priority - the long term benefits of addressing capital needs of the target III
block groups with CDBG funds was identified as the second priority due to the long
term benefits to residents of providing enhanced park recreation opportunities, trail
I
connections such, as safe school routes, and increased pride of residence.
Third priority - although funding economic development activities that create living
I wage jobs to be filled by low- income households is extremely important to the
community, there are currently a large number of activities and organizations
already engaged in economic development and the use of CDBG funds was ranked
lower priority than human services or neighborhood improvements. 1
3 -5 Year Strategic Plan 114 Version 2.0
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OBSTACLES
Low or inadequate wages are a major underlying barrier keeping low and moderate -
income persons from contributing to the economy. This is due in part to lower wage
scales paid for agricultural work and partly to the growth of lesser paying service and
' retail jobs in the local economy.
In addition, underemployment and part -time jobs result in limited incomes. Persons
' with limited income have difficulty affording adequate housing and also are minor
contributors of monies going back into the economy ultimately resulting in restricting
community tax revenues.
' Economic development actions include efforts to attract businesses that generate
higher wages, providing opportunities for post- secondary education to cover job
skills gaps, improving language skills, and assistance with childcare costs.
One of the largest barriers to meeting public facilities and services needs, job
creation and the needs the targeted neighborhoods is the limited resources available
' to the community. While CDBG funds can be used to assist job creation, public
facilities and capital projects in the targeted neighborhoods, the other community
need of housing and human services must also be considered which will limit the
amount of CDBG available.
LONG AND SHORT TERM OBJECTIVES
Yakima will support and encourage the following non - housing community
development (Economic Development, Social Services, and Neighborhood
Revitalization) activities:
1. Basic Human Service Support
• Continuum of Care Plan (services in support of the homeless)
• Human services (e.g., housing, job training, physical health, mental health,
' affordable child care, and basic needs)
2. Neighborhood Revitalization
• - Special economic development activities
' • - Infrastructure (i.e., street improvements)
• - Neighborhood facilities (i.e., recreational facilities, parks, playgrounds)
• - Housing
t 3. Economic Development
• - Job training
• Living wage job creation
• - Infrastructure
' COMMUNITY DEVELOPMENT NON - HOUSING GOALS AND STRATEGIES
' The following goals, strategies, and objectives are based on the above activities and
are consistent with the statutory goals outlined in 2006 Yakima Comprehensive Plan.
' Human Services
Basic human needs such as healthcare, clothing, housing, childcare, and job training
are not always available to low- income families and individuals. Housing and services
for homeless populations or those at risk of becoming homeless have been
3 -5 Year Strategic Plan 115 Version 2.0
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designated as one of the City's highest priority needs. The following strategies strive
to meet these needs.
Goal 1: Enhance the delivery of effective support services to priority low -
income and homeless populations by providing funding and technical
assistance to human service agencies.
Strategy 1: Support projects addressing priorities and strategies outlined
in the Continuum of Care Plan in order to most effectively serve the
homeless or those at risk of becoming homeless.
Objectives:
• Encourage local housing and service providers to coordinate proposed projects
and programs with the community's Continuum of Care planning process by
targeting technical assistance and funding to those projects that do.
Strategy 2: Maximize CDBG funding for human service agencies serving
low- income populations.
Objectives:
• Support human service agencies and programs by using the maximum allowable
CDBG for human services.
• Provide multi -year funding, allow human service agencies greater ability to plan
programs and projects, and reduce administrative burden. '
Strategy 3: Through collaboration with local human service providers,
establish a triage system to address multiple service needs of low-
income individuals and households.
Objectives:
• Reduce the number of steps and agency referrals before homeless persons can
obtain needed services.
• Use resources efficiently by streamlining the intake and referral system for all
homeless services.
Strategy 4: Where appropriate, provide or facilitate the provision of
training and technical assistance to human service agencies.
Objectives:
• Improve the number and quality of services to low- income households by
improving the capacity of human service agencies. '
Strategy 5: Identify and implement opportunities for streamlining
administrative burden associated with receiving CDBG Human Service
funding, while ensuring accountability and use of funds for programs
that effectively address priority needs.
Objectives:
• Establish policies and procedures for the collection and analysis of information
about program accomplishments.
• If possible, establish policies and procedures for grant applications and reporting
that coordinates with those of other human service funders, such as the Yakima
County Human Services Department and United Way.
1
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Neighborhood Revitalization
A clean environment with parks, open space, and adequate infrastructure are
' essential components for a vital neighborhood. Areas targeted for CDBG assistance
are also its oldest neighborhoods and are in need of infrastructure improvements
such as streetscapes, sidewalks, lighting, parks, and trail
1 Goal 1: Encourage and promote safe, comfortable, and thriving
neighborhoods.
Strategy 1: Implement public improvement projects in two or three
CDBG target areas over the next 5 years.
Objectives:
• Allocate funding and provide staff time to determine appropriate projects for key
neighborhoods to improve the quality of life for residents.
• Identify and utilize public and private sources of funding to leverage Yakima's
' financial support for projects that improve target neighborhoods.
• Coordinate the efforts of Yakima departments, such as Public Works, Parks, and
Police to maximize the effectiveness of neighborhood improvement projects.
Strategy 2: Identify and rehabilitate underutilized properties or
contaminated (brownfield) properties that create a negative impact on
low- income neighborhoods.
1 Objectives:
• Allocate funding and provide staff time to determine appropriate planning,
' testing, abatement, and reuse of such properties.
• Coordinate efforts of city, state, and federal agencies with public /private
partnerships to create resources to make changes to impacted neighborhoods.
Strategy 3: Encourage the rehabilitation and adaptive reuse of older
properties to preserve the historic character of neighborhoods, which
serves to instill pride of heritage and community involvement.
1 Objectives:
• Provide technical assistance and feasibility research to private property owners,
1 developers, and non - profit agencies to enable them to create housing and
appropriate commercial uses from older and historically significant buildings.
' Goal 2: Encourage civil pride in neighborhoods and develop connections
between neighborhoods and community resources.
Strategy 1: Encourage strong neighborhood associations to represent neighborhood
residents.
1 Objectives:
• Support the efforts of residents to obtain resources that enhance neighborhoods,
' such as creating daycares and community centers.
• Support policies and activities that connect neighborhoods to community
resources.
1 Economic Development
Employment that offers a living wage helps ensure that families can afford the
necessities of life. If all citizens earned livable wages, could afford adequate housing,
1 and had access to health care, their other basic needs would be easier to fulfill.
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Economic development planning in Yakima has been limited to target area planning
and has not utilized CDBG funding. Economic development activities to be
undertaken by Yakima will most likely be funded with general funds or other locally
generated funds or with state or federal grants for specific projects.
Goal 1: Develop area -wide plans to guide economic development so that
living -wage job opportunities can be created for low- income populations.
Strategy 1: Establish a unified vision of area economic development in order to
guide and /or coordinate local actions that promote or expand living -wage job
opportunities.
Objectives:
• Participate, through collaboration of local public and private agencies in the
development of an accepted unified vision of area economic development in order to
guide and /or coordinate local actions.
• Initiate actions from the 2006 Yakima Comprehensive Plan that refer to economic
development.
Goal 2: Over 5 years, implement 5 projects or programs that foster the
thriving businesses, commercial, and industrial centers needed to
encourage the creation of living -wage job opportunities.
Strategy 1: Improve the physical infrastructure.
Obiectives: 1
• Assist in financing improvements to create the physical infrastructure necessary
to attract companies that pay living wage salaries.
• Implement projects proposed through the 2006 Yakima Comprehensive Plan.
Strategy 2: Provide technical and funding assistance to local businesses that
provide living -wage employment for low- and moderate - income employees.
Obiectives:
• Collaborate with local economic development stakeholders to develop a
marketing package that encourages businesses paying living wages to locate in
Yakima.
Goal 3: Increase employment opportunities for low and moderate - income 1
households.
Strategy 1: Encourage companies that offer living -wage jobs to locate or expand 1
existing operations to Yakima and Yakima County.
Objectives:
• Collaborate with local governmental and private agencies to encourage
companies offering living wages to locate to Yakima and Yakima County.
• Collaborate with non - profit agencies and educational facilities that provide job
training to prepare youth and the unemployed, especially minorities, for jobs that 1
pay living wages.
1
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Antipoverty Strategy (91.215 h
P Y 9Y � � ))
1. Describe the jurisdiction's goals, programs, and policies for reducing the number
of poverty level families (as defined by the Office of Management and Budget and
revised annually). In consultation with other appropriate public and private
' agencies, (i.e. TANF agency) state how the jurisdiction's goals, programs, and
policies for producing and preserving affordable housing set forth in the housing
component of the consolidated plan will be coordinated with other programs and
' services for which the jurisdiction is responsible.
2. Identify the extent to which this strategy will reduce (or assist in reducing) the
number of poverty level families, taking into consideration factors over which the
1 jurisdiction has control.
3 -5 Year Strategic Plan Antipoverty Strategy response:
I Yakima works to bring different service providers together to address the issues of
poverty and to make recommendations around policies, resources, services
' coordination, and community engagement and awareness.
Key economic development issues include:
• too few living wage jobs resulting in low -wage employment that often means
' odd hours that pose childcare and transportation challenges;
• cost of childcare verses wages,
• not enough slots for subsidized job training and education, lack of job skills.
1 Key housing issues include:
• high cost of housing,
' • high burden of housing costs relative to income,
• underserved subgroups that have few options,
• background (credit, criminal, and chemical dependency histories) and
• difficult to navigate systems.
' Other issues include:
• lack of affordable health care,
'
• lack of access to a primary care provider,
• affordability and availability of health and dental care insurance,
• high cost of childcare relative to wages,
' • limited hours,
• lack of availability of care for special needs or infants,
• limited bus routes and hours of operations,
• transportation tied to employment options and
1 • access to food /nutrition including food quality and availability.
The goals and strategies contained in the Consolidated Plan for CDBG and HOME
' funding for housing and human services most often directly address these poverty
issues. Yakima funding (CDBG and general fund) for the human service programs for
transitional living, services for mentally ill, domestic violence, health and dental
' programs, food distribution, job training and affordable child care and the CDBG and
HOME funding for permanent and transitional housing development, housing
rehabilitation, and tenant based rental assistance all support the goals and strategies
of reducing poverty.
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Many of Yakima's CDBG programs strive to increase self- sufficiency of low- income
families and reduce the number of households with incomes below the poverty line.
Yakima further strives to reduce poverty levels by providing financial assistance to
human service agencies that provide support services to those in poverty including
the cost of offering basic services such as housing, food, clothing, and child care can
be reduced.
As has been cited elsewhere within this Consolidated Plan, the needs far outpace
resources. However, the public and non - profit funders and non - profit service
provider community are aware of this imbalance and actively collaborate to
coordinate funding of services to leverage the amounts of funds for efficiency and to
end duplication of services.
Low Income Housing Tax Credit (LIHTC) Coordination (91.315 1
(k))
1. (States only) Describe the strategy to coordinate the Low - income Housing Tax 1
Credit (LIHTC) with the development of housing that is affordable to low- and
moderate - income families.
3 -5 Year Strategic Plan LIHTC Coordination response:
1
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1
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1
NON - HOMELESS SPECIAL NEEDS
Specific Special Needs Objectives (91.215)
1. Describe the priorities and specific objectives the jurisdiction hopes to achieve
' over a specified time period.
2. Describe how Federal, State, and local public and private sector resources that
are reasonably expected to be available will be used to address identified needs
1
for the period covered by the strategic plan.
3 -5 Year Non - homeless Special Needs Analysis response:
1 STRATEGIC PLAN
The Yakima County Division of Alcohol & Other Substance Abuse Services developed
a Strategic Plan for 2007 -2013 containing information necessary for Yakima County
to make informed decisions about future programs and expansion of current
programs. The Strategic Plan was overseen by a Planning Committee and involved
the participation of over 46 education, treatment, government, law enforcement,
parent and community groups, ethnic minority and racial groups and organizations,
and others and accomplished the following:
1 • Provides the beginning of a comprehensive assessment of the needs, current
services, and gaps in service surrounding substance abuse for Yakima County
' as a whole.
• Plans goals and objectives for Yakima County Division of Alcohol and Other
Substance Abuse Services (YCDASA) and Yakima County Communities
Mobilized Against Substance Abuse and Violence (YCMASA) over the next 6
I
years.
• Meets the requirements set by the Washington State Department of Social
and Health Services (DSHS) Division of Alcohol and Substance Abuse as set
' forth in the County Prevention - Intervention - Treatment - Aftercare
Strategic Planning Guidelines.
The Strategic Plan is continually updated and revised as comments from the
community are received and new programs are developed. The goal is to have all
information surrounding substance abuse (alcohol, tobacco, and other drugs) in
Yakima County contained in one document for easier reference and leverage for all
agencies who address the needs of substance abuse. The following goals are for new
resources and are in addition to sustaining current services with existing providers:
' Prevention Goals
1. Community bonding: To increase community readiness to address alcohol,
tobacco and other drug issues
' 2. Family bonding: To increase opportunities and rewards for family pro - social
involvement
3. Decrease the 30 use rate for youth of alcohol, tobacco and marijuana
1
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Violence Prevention Goals I
1. To reduce youth membership in gangs as measured by the Healthy Youth Survey
Continuum of Care Goals
1. Increase capacity to meet community needs
2. Increase community education regarding substance use disorders and available
services
I
Intervention Goals
1. Establish sobering services and wet housing to address inebriates that do not
require detox
I
2. Address the gap in services between the various stages of diagnosis and
treatment
3. Provide outreach Screening and Brief Interventions for Substance Abusers in I
outpatient healthcare facilities
Treatment Goals 111 1. Increase professional development for Chemical Dependency Professionals
2. Address geographic barriers to accessing services
3. Development of a continuum of care to specifically fit the needs of youth
4. Expansion of inpatient treatment 1
Aftercare Goals
1. Enforce compliance of clean and sober housing providers with local laws and codes
2. Creation of formal life skills training for individuals leaving treatment
MOBILIZE THE COMMUNITY AND BUILD CAPACITY
The Planning Committee developed the Guiding Directions early in the process to
ensure any decisions made aligned with those directions. The Planning Committee
also held public forums before completing the community assessment to ensure the
I
community was involved and invested from the beginning of the planning process.
Guiding Directions
I
This section describes the vision, mission, and guiding principles for YCDASA and
YCMASA that were developed prior to the creation of this strategic plan.
Vision
I
In collaboration with national, state, and local community organizations, Yakima
County Division of Alcohol and other Substance Abuse Services and Yakima County
Communities Mobilized Against Substance Abuse and Violence are working to ensure
that people with or at risk for chemical dependency have the opportunity for a
fulfilling life.
Mission 1
To improve the quality of life for families and individuals by providing comprehensive
alcohol, tobacco, and other drug prevention, intervention, treatment, and aftercare t
services accessible by all.
Guiding Principles
To succeed in its Mission, YCDASA and YCMASA are dedicated to building
I
collaborative partnerships with communities, tribes, counties, service providers,
schools, colleges, the criminal justice system, hospitals and health care providers,
and other agencies in the private sector and within local, state, and federal
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governments. YCDASA and YCMASA are committed to ensuring services are provided
to individuals and communities in ways that are culturally relevant, and honor the
diversity of Yakima County.
To carry forth with its Mission, YCDASA and YCMASA commits to the following:
1 1. To support substance abuse prevention and treatment programs by leveraging
existing programs with County resources and by maintaining partnerships with
substance abuse and prevention professionals.
2. To educate and inform the community about services, trends, and research by
developing ongoing relationships with partners willing to feature topics relating to
addiction.
' 3. To encourage family involvement by advocating to agencies and the public that
family involvement is vital in all stages of prevention and recovery.
4. To support clean and sober housing providers who create and maintain clear and
consistent standards by requesting them to maintain membership in a Housing
Alliance.
5. To contract with service providers who share the philosophy that access to
' chemical dependency treatment is a right, not a possibility.
6. To provide a range of culturally sensitive services capable of meeting the needs of
our community by seeking providers who employ a diverse workforce.
7. To continue working to reduce the stigma surrounding addiction recovery and
treatment by supporting Addiction Recovery Month with planning and organization
8. To support evidence -based practices and training by supporting agencies which
use the best of prevention science and research curricula to teach young people and
adults.
9. To provide increased access to care for those with co- occurring disorders by
challenging providers to employ duly certified staff.
10. To ensure that policy and practice are the bedrock of sustainable change by
I
reviewing our process on a scheduled basis.
11. To provide logistically accessible services to all who are in need by seeking
providers located or willing to provide services in less populated areas of Yakima
' County.
12. To seek out and support training and professional development opportunities for
Substance Abuse Professionals.
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Non - homeless Special Needs (91.205 (d) and 91.210 (d))
Analysis (including HOPWA)
*Please also refer to the Non - homeless Special Needs Table in the Needs.xls workbook.
1. Estimate, to the extent practicable, the number of persons in various
subpopulations that are not homeless but may require housing or supportive
services, including the elderly, frail elderly, persons with disabilities (mental,
physical, developmental, persons with HIV /AIDS and their families), persons with
alcohol or other drug addiction, victims of domestic violence, and any other
categories the jurisdiction may specify and describe their supportive housing
needs. The jurisdiction can use the Non - Homeless Special Needs Table (formerly
Table 1B) of their Consolidated Plan to help identify these needs.
*Note: HOPWA recipients must identify the size and characteristics of the population with HIV /AIDS
and their families that will be served in the metropolitan area.
2. Identify the priority housing and supportive service needs of persons who are not
homeless but may or may not require supportive housing, i.e., elderly, frail
elderly, persons with disabilities (mental, physical, developmental, persons with
HIV /AIDS and their families), persons with alcohol or other drug addiction by
using the Non - homeless Special Needs Table.
3. Describe the basis for assigning the priority given to each category of priority
needs.
1
4. Identify any obstacles to meeting underserved needs.
5. To the extent information is available, describe the facilities and services that
assist persons who are not homeless but require supportive housing, and
programs for ensuring that persons returning from mental and physical health
institutions receive appropriate supportive housing.
6. If the jurisdiction plans to use HOME or other tenant based rental assistance to
assist one or more of these subpopulations, it must justify the need for such
assistance in the plan.
3 -5 Year Non - homeless Special Needs Analysis response:
COMMUNITY ASSESSMENT
The community needs assessment process included a review of the current strategic 1
planning documents for tobacco prevention and control. These include the county six
year plan administered by the American Lung Association of Washington - Yakima
County, school and youth plan administered by Educational Service District 105, and
the Yakama Nation plan. The document also acknowledges the tobacco prevention
work in the Latino community provided by Radio KDNA.
The assessment contains information about the population that both YCDASA and
YCMASA serve including a profile of the population and its needs.
Homelessness
Substance abuse is both a precipitating factor and a consequence of homelessness4.
In a study by the National Health Care for the Homeless Council, it was determined
that prevalence estimates of substance use among homeless individuals are
3 -5 Year Strategic Plan 124 Version 2.0
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approximately 20 -35 %; as many as 10 -20% are "dually diagnosed" with an
additional mental health diagnosis. Homeless persons have a higher need for
' treatment than in the housed population, yet can expect to face more difficulties in
accessing the help they need.
In 2007, the Point in Time survey in Yakima County determined that of 1,069
homeless individuals (estimated to be about 33% of the actual homeless population
in Yakima County), 144 of those who responded to the survey reported alcohol and
' drug use was a disabling condition, the number one reason. Alcohol and drug use
was the top reported cause for homelessness for 228 individuals.
Disability
In Yakima County, among people at least 5 years old in 2005, 14% reported a
disability. The likelihood of having a disability varied by age - from 6% of people 5 to
20 years old, to 12% of people 21 to 64 years old, and to 45% of those 65 and
older. Those with a developmental disability can be more susceptible to substance
abuse than previously thought. About 2% of the population has mental retardation,
with many persons having manifestations of other developmental disabilities along
with their mental retardation.
In a survey for the National Association for the Dually Diagnosed (NADD) Monograph
Series, less than a dozen treatment programs in the United States were identified for
' persons with both cognitive disabilities and substance dependence. Yakima County
currently has 1 outpatient service available.
Need for Treatment
Most of the statistics available around the need for treatment do not take into
account the variables needed for individuals to be amenable to treatment. In 2004,
the Substance Abuse and Mental Health Services Administration (SAMHSA)
I researched the variance between those who need treatment and those who made an
effort to go to treatment. The data indicate that individual motivation accounts for
participation as much as available services. Cost was the number one barrier to
' individuals entering treatment in the nation.
Yakima County
t
Overall >200 °l0 <200% DASA P ( ublic funded Client
DASA) Penetration
Need FPL FPL Eligible Clients Served Rate
t 2003 16,507 9,810 6,697 4,411 1,918 43.5%
11.0% 10.3% 12.1%
2006 16,726 9,073 7,652
10.9% 10.3% 12.0%
* Not available
Source: Yakima County Division of Alcohol & Other Substance Abuse Services
Strategic Plan 2007 -2013
In 2006, the Washington State Department of Health and Human Services (DSHS) -
Data and Research Division released updates to the previous estimates of need of
treatment from 2003 in Yakima County. They reported an increase from 420 adults
estimated to need treatment.
t
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Public Funded (DASA) Treatment Admissions I
The Tobacco, Alcohol, and Other Drug Abuse Trends in Washington State 2006
report noted that for individuals admitted into DASA funded treatment in Yakima,
alcohol was the primary drug of choice for adults and marijuana was the primary
drug of choice for youth excluding detox, transitional housing, group care
enhancement, private pay, and Department of Corrections. The counts include total
admissions into DASA funded treatment. Counts may be duplicated for an individual
based on multiple admissions or multiple modalities of care.
Primary Drug 2000 2001 2002 2003 2004 2005
1
Alcohol 186 157 128 76 70 68
Marijuana 526 480 473 417 352 388
Methamphetamine 34 80 102 45 50 86
Cocaine 30 21 21 19 18 11
Heroin 15 15 7 1 4 7
Source: Yakima County Division of Alcohol & Other Substance Abuse Services
Strategic Plan 2007 -2013
Treatment for Veterans
SAMHSA's National Survey on Drug Use and Health found the following trends
nationwide:
• In 2003, an estimated 56.6% of veterans used alcohol in the past month
compared with 50.8% of comparable nonveterans.
• An estimated 13.2% of veterans reported driving while under the influence of
alcohol or illicit drugs in the past year compared with 12.2% of comparable
I
nonveterans.
• An estimated 18.8% of veterans reported that they smoked cigarettes daily in
the past month compared with 14.3% of comparable nonveterans.
• SAMHSA's National Survey on Drug Use and Health found that in 2003, an
estimated 3.5% of veterans used marijuana in the past month compared with
3.0% of their nonveteran counterparts.
In 2006, 30 veterans received outpatient treatment in Yakima County paid with I
public funds.
The Department of Veterans Affairs (DVA) estimates that 33% of adult homeless 1
men and nearly 25% of all homeless adults have served in the armed forces. DVA
also state that many other veterans are considered at risk because of poverty, lack
I
of support from family and friends and precarious living conditions in overcrowded or
substandard housing.
Treatment for Elderly
Individuals over the age of 65 make up roughly 10.7% of the total Yakima County
population (approximately 24,367 people). The elderly represent the fastest growing
age cohort; by 2030 this group will nearly double in size and will represent 20% of
the US population.
The estimates of the prevalence of heavy drinking or alcohol abuse range from 2% to
20% for this population, though little data exist to quantify drug use, abuse, and
dependence patterns. There is some suggestion that the baby boom generation is
more likely than earlier generations to have been exposed to drug and alcohol use
3 -5 Year Strategic Plan 126 Version 2.0 1
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I and may drink or consume drugs at greater rates after age 65. The need for
treatment services will multiply.
I Treatment for Foster Care Youth
Adolescents in foster care were about 50% more likely to need treatment during the
I 6 months prior to the interview than were adolescents living with their parents. In
2007, there were 593 children in Yakima County that are out of their homes. They
were case managed by the state or other private agencies.
Drug Prevalence
II Adults Youth
2006 grade level
I 2003 2006 6 8th 10th 12th
Alcohol Lifetime use 85% 85% 34% 46% 65% 75%
Past 30 days 53% 53% 7% 20% 37% 42%
I Binge alcohol Lifetime use 64% 64%
Past year 25% 25% 0% 12% 22% 29%
Any Illicit Drug Lifetime use 42% 41% * * * *
I Marijuana Past 30 days 5% 5% 0% 12% 20% 21%
Lifetime use 39% 38% 5% 18% 35% 44%
4% 4% 3% 11% 19% 0
Past 30da s 4/0 4/0 3/0 11/0 19/0 20%
Y
Cocaine or Crack Lifetime use 15% 15% *
II Past 30 days 0% 0% *
* *
* *
*
Methamphetamine Lifetime use 6% 5% * 2% 4% 3%
Past 30 days 0% 0% * * * *
II Heroin Lifetime use 2% 2% *
Past 30 days 0% 0% *
* *
* *
*
Inhalant Lifetime use 4% 4% * * * *
II Past 30 days O% O% * * * *
Cigarette Lifetime use 61% 61% 6% 15% 25% 33%
Past 30 days 18% 18% 3% 6% 12% 16%
I Source: Yakima County Division of Alcohol & Other Substance Abuse Services
Strategic Plan 2007 -2013
Drug Manufacturing and Trafficking
I
The United States Drug Enforcement Administration (DEA) counts Yakima as being in
the Pacific Region which includes Washington, Oregon, Nevada, Idaho, Alaska,
Hawaii, and part of California. According to the DEA, the Pacific Region's access to
I drug production and source areas are in Mexico and Canada as well as in Asia and
Europe. This region serves as a thoroughfare into this country. The DEA has also
identified various national distribution centers for wholesale quantities of illicit drugs
I - Yakima Valley is one of those distribution centers.
According to the DEA, methamphetamine is increasingly available in the region.
While domestically produced methamphetamine has been on the decline, increased
t
production in Mexico has resulted in Mexican methamphetamine, mostly ice,
emerging as the most prevalent type available in this region.
I Yakima County had 9 reported methamphetamine lab and /or dump sites in 2005
compared to the high of 43 in 2002. Conversely, marijuana production has increased
significantly; and the marijuana has a significantly higher THC (delta -9-
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tetrahydrocannabinol) level than in the past. Yakima County now leads the state in
marijuana cultivation.
Substance Availability
The number of alcohol and tobacco retail sales licenses in a county is an important
measure of the availability of both. The following license numbers do not include
alcohol and tobacco sold on military bases and reservations. While there is no clear
way to determine the exact availability of drugs, the perceived availability can be
measured.
Licenses
The number of alcohol retail licenses has remained stable over the last couple of
years and in line with the rest of the state while tobacco licenses have shown a
decrease. Alcohol retail license include restaurants, grocery stores, and wine shops,
but does not include state liquor stores and agencies. As of 2005, there were 427
alcohol licenses in Yakima County, the same as in 2004. As of 2005, there were 313 111 tobacco retail and vending machine licenses in the county, a decrease from 319 in
2004.
Adult Smokers 1
Since 2003, the amount of individuals who have never smoked has risen, while the
number of daily smokers has dropped.
Mental Health and Chemical Dependency
Co- occurring services, formally known as services for Mentally III Chemically Affected
(MICA), are specialized services for those afflicted with a severe mental illness in
addition to chemical dependency. The recent administration of the GAIN Short -
Screen by chemical dependency professionals, mental health professionals, and
other social workers provides a screening to support the clinician's decision to refer
for formal assessment services.
Public Funded Services
Publicly funded services for the co- occurring population in Yakima County in 2006
included:
2006
Outpatient - adult 134
Intensive outpatient - adult 65
Total Adult Outpatient 199
Outpatient - youth 13
Intensive outpatient - youth 16
Total Youth Outpatient 29
Source: Yakima County Division of Alcohol & Other Substance Abuse Services
Strategic Plan 2007-2013
Physical Health Impact 111 In 2003, Yakima County was one of 9 counties selected to participate in the
Washington State Screening, Brief Intervention, and Referral to Treatment
(WASBIRT) program. WASBIRT placed full -time Chemical Dependency Professionals
(CDPs) in the emergency rooms of 3 local hospitals. ThesCDPs worked closely
with other hospital emergency department and trauma center staff members to
serve as bridge builders between the hospital system and the substance abuse
treatment system. '
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1
The report states that the greatest underlying cause of injury is the misuse of alcohol
1 and drugs.
Infectious Disease
' Long -term heavy drinking increases risks for high blood pressure, heart rhythm
irregularities, heart muscle disorders, and stroke. It increases risks for certain forms
of cancer, especially cancer of the esophagus, mouth, throat, and larynx, for
' cirrhosis and other liver disorders.
Infection with hepatitis C virus (HCV) causes acute and chronic disease; transmission
occurs by exposure to blood or body fluids of a person with an acute or chronic
' infection. The most common risk factor for hepatitis C in the United States is sharing
of injecting drug equipment with an infected person. About 85% of those infected
will develop chronic HCV infection, which may lead to cirrhosis.
1 Community Laws and Norms Favorable to Substance Abuse
Alcohol continues to be the drug of choice for the majority of adults and youth in
' Yakima County. According to the 2006 Healthy Youth Survey rate of first use is
statistically higher than the state average for eighth and tenth graders. The Healthy
Youth Survey noted that young people who have positive or accepting attitudes
toward drug use are more likely to engage in a variety of health risk behaviors.
' Future GA -U Impact
The GA -U program is a state - funded program providing cash and medical benefits for
' adults without dependents who are physically or mentally incapacitated and expected
to be unemployable for more than 90 days. The GA -U medical caseload increased by
more than 60% from September 2002 to April 2005, and is forecasted to continue to
grow over the biennium. At the same time, the State Legislature reduced funding for
general assistance cash grants, increasing the need to find ways to reduce the GA -U
caseload.
' In 2006, there were 113 GA -U clients in Yakima County who received state - funded
treatment services.
' Criminal Justice Data - Drug Court
In conjunction with and support from the Yakima County Sheriff, County Alcohol and
other Drug Coordinator, Superior Court Administrator, a Substance Abuse treatment
' provider appointed by the county legislative authority, Director of the Department of
Assigned Counsel, Presiding Drug Court Judge, and the County Prosecutors Office,
Yakima County plans to sustain its Adult Drug Court program with the use of its
Criminal Justice Treatment Account (CJTA) allocation received from Washington
1 State.
From 2002 to 2006, the Adult Drug Court maintained an average of 65 participants
per year and has successfully graduated over 114 people. Drug Court is an intensive
case management model that yields a felony charge recidivism rate of 11% for
successful graduates. 90% of CJTA funds will be used directly for Chemical
Dependency Treatment and 10% will be used for transportation to treatment for
both Drug Court and non -Drug Court offenders upon whom a prosecutor has filed
charges.
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With the current CJTA allocation, Yakima County plans to purchase residential
treatment (21 -28 days) for up to 16 Drug Court participants, provide intensive
outpatient treatment (5 -8 weeks) for up to 50 participants and purchase continuing
care outpatient treatment for up to 66 participants each year (9 -24 months).
CJTA funds are not the only resource used to purchase treatment for Drug Court
participants. There are a limited number of participants who have private health '
insurance, and also a limited number who receive a DSHS Medicaid card which is
billable for Chemical Dependency Treatment.
Other Initiatives
The Omnibus Treatment of Mental and Substance Abuse Disorders Act of 2005
passed during the 2005 -2006 Legislative Session in Engrossed Second Substitute
Senate Bill 5763.
Section 804 of the act allows County Executive Authorities to increase local sales tax
by 1 /10th of 1 %. Monies collected under this Tax can only be used for the purpose of
providing new or expanded chemical dependency or mental health treatment
services and for the operation of new and expanded therapeutic court programs.
Yakima County Commissioners are currently researching the value of such a tax and
the services which could be purchased to affect recovery rates for Chemically
Dependent and Mentally III Criminal offenders, in addition to reducing the recidivism
of illegal activity by those who go untreated in the criminal justice system.
COMMUNITY NEEDS
1
Needs Matrix
The Planning Committee was dedicated to weighing community feedback as one of
the first sources for stating the need in Yakima County. After the formation of the
guiding principles, a survey was developed to query the community about areas
where they saw the greatest need. Public Forums were also planned and conducted
on 3 separate dates and locations across the Valley. The data gathered from both the
survey and the forums were correlated into the Needs Matrix. Only after community
data was included did the Planning Committee use the data gathered in the
community profile to complete the matrix.
After the completion of the needs portion of the matrix, the current services were
added and gaps identified. While not all gaps are represented in the Goal and
Implementation, the Planning Committee wanted to ensure that they were all
documented.
MEDICAID TREATMENT EXPANSION NEEDS
1
A review of services being provided to Medicaid eligible recipients in Yakima County
revealed that services available are consistent with other counties across the region.
Supplemental Security Income Eligible Recipients (SSI)
SSI recipients become eligible after being diagnosed by a physician as suffering from
a physical or psychiatric disability determined to last more than one year, or to be
111
considered permanent. SSI recipients primarily enter the treatment system when
prompted to do so by the criminal justice system, (if they have been arrested), by
3 -5 Year Strategic Plan 130 Version 2.0
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' if prescribed), their DSHS social worker, or in rare cases b
their doctor ( presc bed), by by their
own intrinsic desire to receive treatment for a substance use disorder.
1 The majority of SSI clients are motivated by the criminal justice system. A current
J Y Y J Y
assessment of services provided to this population reveals that for those who are not
I motivated by the criminal Justice system, focused outreach efforts by Yakima County
has resulted in a significant increase in the number of contacts, assessment and
admissions. In addition to focused county engagement efforts for this population,
contracted treatment providers continue to provide assessment and motivational
1 counseling services intended to bring about a readiness to receive services.
General Assistance — Unemployable Adults
I GAU recipients qualify for public assistance after being diagnosed by a physician as
suffering from a physical or psychiatric disability determined to last at least 3
months. GAU eligible clients primarily enter the treatment system as a requirement
I of their DSHS eligibility. A chemical use assessment is required by DSHS in cases
where alcohol or other drug use is documented as being a contributing factor in the
recipients' incapacity.
1 A current assessment of services to this population reveals that for those not
motivated by the criminal justice system, policies for social work staff working in
Community Services Offices (CSOs) provides a satisfactory referral process that
I includes required sanctions for those who do not comply with assessment and
prescribed treatment services. Recent outreach efforts by Yakima County have
slightly increased the number of contacts, assessments and admissions for GAU
I recipients. Incentives for GAU recipients do not currently exist.
Temporary Assistance to Needy Families (TANF)
TANF families qualify for public assistance when parenting a child or children and
I
their reported resources are below the qualifying threshold. TANF recipients are
required to participate in the creation of an Individual Responsibility Plan (IRP). If
chemical use is identified as a barrier to employment on the IRP, the TANF recipient
I is mandated to participate in a chemical use assessment and follow any and all
treatment recommendations if a substance use disorder is diagnosed.
I A current assessment of services to this population reveals that for those not
motivated by the criminal justice system, policies for TANF case managers working in
CSOs provide a satisfactory referral process that includes required sanctions for
those who do not comply with assessment and prescribed treatment services. Recent
I
outreach efforts by Yakima County have slightly increased the number of contacts,
assessments and admissions for TANF recipients. Incentives for TANF recipients do
not currently exist.
1 Youth
Youth enter the treatment system from many referral sources; Juvenile
I Rehabilitation Administration (JRA), County Juvenile Justice Program, schools, and
family.
A current assessment of services to this population reveals that the admission and
I
retention rates fall far below that of the adult population, which is consistent with
state figures. Current outreach efforts include 1 full time Chemical Dependency
professional (CDP) in the County Juvenile Detention Center, and 1 full time CDP in
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the local JRA office. The benefits of services provided at the County Juvenile Center I
include increased assessments and admissions to treatment.
CRIMINAL JUSTICE NEEDS 1
Substance abuse treatment services for offenders are not widely available in all I
phases of the correctional system, according to the first set of findings from a
national survey funded by the National Institute on Drug Abuse (NIDA), part of the
National Institutes of Health (NIH). I
An assessment of the Criminal Justice needs relating to Substance Abuse revealed
that service to incarcerated inmates is very limited, and almost non - existent for both
adult and juvenile populations. Revenue to provide substance abuse treatment to '
inmates in county and municipal jails does not currently exist. An October 2005
snapshot comparison of adult inmates in the Yakima County Jail compared with the
Washington State Treatment and Assessment Report Generation (TARGET) III Management Information System revealed that over 65% of those incarcerated had
previously received Chemical Dependency treatment at some time in Washington
State.
This high ratio of inmates in need of continued treatment is not supported by funds I
to address this issue thus contributing to continued drug /alcohol use contributing to
criminal activity.
1
CERTIFIED PROVIDERS - YAKIMA
Certification Contact Information Program Description I
# and Agency
39 1214 00 505 North 4th Street,
Apple Suite #2 Treatment Service Treatment Focus 1
Valley
Counseling
Service Yakima, WA 98901 Alcohol & Drug Information School
1
Phone (509) 452 -1000 DUI Assessment
1- 877 - 452 -2827 Intensive Outpatient 1
Outpatient
39 0503 00 201 East Lincoln Miscellaneous I
Barth Clinic Avenue
- Yakima
Yakima, WA 98901 Youth
Phone (509) 457 -5653 Treatment Service Treatment Focus
Alcohol & Drug Information School
Youth & Adult
1
DUI Assessment Youth & Adult
Intensive Outpatient Youth & Adult
1
Outpatient Youth & Adult
1
3 -5 Year Strategic Plan 132 Version 2.0
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I 39 0500 01 402 North 4th St, Suite Miscellaneous JCAHO Accredited
Casa De 300 Yakima, WA 98901 Pregnant & Post - Partum Spanish
I Esperanza -- Phone (509) 453-9387 Youth
Behavioral 1- 800 - 303 -9387
Health Services
I Yakima Valley
Farm Workers
Clinic
I On -Line Reporting Treatment Service
Treatment Focus
I Alcohol & Drug Information School
Youth & Adult DUI Assessment Youth
& Adult
I * Intensive Outpatient Youth & Adult
* Outpatient Youth & Adult
I 39 0960 00 1015 South 40th
Avenue, Suite 23 Miscellaneous Youth Treatment
Center For Service Treatment Focus Alcohol &
Addictions Yakima, WA 98908 Drug Information School
Recovery And Phone (509) 966 -7246 Adult /Adolescents DUI Assessment
I Education Adult /Adolescents Intensive
(CARE) Center Outpatient Adult /Adolescents
For Counseling Outpatient Adult /Adolescents
I And
Psychotherapy,
Inc., P.S.
I 39 0205 00 402 South 4th Avenue Miscellaneous JCAHO Accredited
Central Yakima, WA98902 Pregnant & Post - Partum Youth
Washington Phone (509) 575 -4024
I Comprehensive
Mental Health
I On -Line Reporting Treatment Service
Treatment Focus
I * Opiate Dependency Treatment Cod
* Outpatient Cod
' 39 1080 00 108 S. 4th Avenue Miscellaneous On Line Reporting
Community Yakima, WA 98902 Treatment Service Treatment Focus
Resource Group Phone (509) 965 -5310 Alcohol & Drug Information School
I (509) 210 -0213 DUI Assessment
I Outpatient
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1 3 -5 Year Strategic Plan 133 Version 2.0
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39 1081 00 7901 West Nob Hill Miscellaneous On -Line Reporting I
Community Blvd. Yakima, WA Treatment Service Treatment Focus
Resource Group 98908 Phone (509) Alcohol & Drug Information School I
965 -5310 (509) 210- DUI Assessment
0213
1
Outpatient
I
39 1197 00 3908 Creekside Loop, Treatment Service Treatment Focus
Delozier Suite 125 Yakima, WA Alcohol & Drug Information School
Recovery 98902 Phone (509) DUI Assessment Intensive Outpatient I
Services 469 -5515 Outpatient
1
39 0490 01 505 South 4th Miscellaneous JCAHO Accredited
I Dependency Avenue Yakima, WA Pregnant & Post - Partum Youth
Health Services 98902 -3240 Phone
- Yakima (509) 453 -2900
Detoxification
Branch Of
Central
Washington
I
Comprehensive
Mental Health
On -Line Reporting Treatment Service I
Treatment Focus
* Sub -Acute Detoxification Cod Adult &
1
Youth 20 Beds
39 0490 00 401 South 5th Miscellaneous Pregnant & Post-Partum
Dependency Avenue Yakima, WA Youth On -Line Reporting Treatment
Health Services 98902 Phone (509) Service Treatment Focus
- Yakima 248 -1200
Outpatient
Branch Of I
Central
Washington
Comprehensive
Mental Health
I
DUI Assessment
* Intensive Outpatient Cod *
1
Outpatient Cod
1
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3 -5 Year Strategic Plan 134 Version 2.0
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I 39 0918 00 2009 South 64th Miscellaneous On -Line Reporting
Doc - Ahtanum Avenue Yakima, WA Treatment Service Treatment Focus
I View 98903 Phone (360) Intensive Outpatient Corrections
Correctional 725 -8602
Complex
I Assisted Living
Facility
OCO /CD
Treatment
I
Services
39 0765 00 2009 South 64th Miscellaneous On -Line Reporting
Doc - Ahtanum Avenue Yakima, WA Treatment Service Treatment Focus *
I View Work 98903 Phone (360) Outpatient Correctional
Release 725 -8602
OCO /CD
I Treatment
Services
39 1091 00 202 W. Yakima Ave., Miscellaneous On -Line Reporting
I Doc - Yakima #200 Yakima, WA Treatment Service Treatment Focus
Community 98902 Phone (360) Intensive Outpatient Offenders
Justice Center 725 -8602 Outpatient Offenders
OCO /CD
I Treatment
Services
I 39 0406 00 122 South Third Treatment Service Treatment Focus
Janice M. Street Yakima, WA Alcohol & Drug Information School
Burke 98901
' Consulting
Phone (509) 248 -0133 DUI Assessment Outpatient
I 39 1329 00 La 917 Pitcher Street Treatment Service Treatment Focus
Clinica Noroeste Yakima, WA 98901 Alcohol & Drug Information School
De Phone (509) 225- DUI Assessment Intensive Outpatient
I Comportamientos 8554 Outpatient
Modificados
1
I 39 1078 00 414 North 3rd Street Miscellaneous On -Line Reporting
Merit Resource Yakima, WA 98901 Treatment Service Treatment Focus
Services - Phone (509) 469- Alcohol & Drug Information School DUI
I Yakima 9366 Assessment
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1
* Intensive Outpatient * Outpatient
39 0139 00 102 South Naches Miscellaneous Pregnant & Post - Partum
Triumph Avenue Yakima, WA Youth On -Line Reporting Treatment
Treatment 98907 Phone (509) Service Treatment Focus
Services 248 -1800
1
Alcohol & Drug Information School DUI
Assessment
* Intensive Outpatient * Outpatient
39 0139 02 613 Superior Lane Miscellaneous Pregnant & Post -Partum
Triumph Yakima, WA 98902 On -Line Reporting Treatment Service
Treatment Phone (509) 575- Treatment Focus
Services -Riel 4810
House Branch
Of Triumph
Treatment
Services
* Long -Term Residential Women /PPW 1
14 Beds
39 1070 00 310 North 5th Miscellaneous JCAHO Accredited
Veterans Avenue Yakima, WA Treatment Service Treatment Focus
Administration 98902 Phone (509) Outpatient Veterans
- Yakima 457 -2736
Substance
Abuse Outreach
Branch Of VA
Medical Center -
Walla Walla 1
39 0253 00 128 N Second Street Treatment Service Treatment Focus *
Yakima County — Courthouse, Room ADATSA Assessment Center DUI
Assessment B -18 Yakima, WA Assessment Outpatient
Service DUI 98901 Phone (509)
And ADATSA 574 -2749
39 0947 00 128 N Second Street Miscellaneous On -Line Reporting
Yakima County — Courthouse, Room Treatment Service Treatment Focus *
TASC Yakima B- Yakima, WA 98901 TASC
County Phone (509) 574 -
Assessment 2749
And Referral
1
Service
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Housing Opportunities for People with AIDS (HOPWA)
pP P � )
1 *Please also refer to the HOPWA Table in the Needs.xls workbook.
1. The Plan includes a description of the activities to be undertaken with its HOPWA
' Program funds to address priority unmet housing needs for the eligible
population. Activities will assist persons who are not homeless but require
supportive housing, such as efforts to prevent low- income individuals and
families from becoming homeless and may address the housing needs of persons
t who are homeless in order to help homeless persons make the transition to
permanent housing and independent living. The plan would identify any
obstacles to meeting underserved needs and summarize the priorities and
specific objectives, describing how funds made available will be used to address
identified needs.
2. The Plan must establish annual HOPWA output goals for the planned number of
households to be assisted during the year in: (1) short-term rent, mortgage and
utility payments to avoid homelessness; (2) rental assistance programs; and (3)
in housing facilities, such as community residences and SRO dwellings, where
' funds are used to develop and /or operate these facilities. The plan can also
describe the special features or needs being addressed, such as support for
persons who are homeless or chronically homeless. These outputs are to be
' used in connection with an assessment of client outcomes for achieving housing
stability, reduced risks of homelessness and improved access to care.
' 3. For housing facility projects being developed, a target date for the completion of
each development activity must be included and information on the continued
use of these units for the eligible population based on their stewardship
requirements (e.g. within the ten -year use periods for projects involving
1 acquisition, new construction or substantial rehabilitation).
4. The Plan includes an explanation of how the funds will be allocated including a
description of the geographic area in which assistance will be directed and the
rationale for these geographic allocations and priorities. Include the name of
each project sponsor, the zip code for the primary area(s) of planned activities,
amounts committed to that sponsor, and whether the sponsor is a faith -based
1
and /or grassroots organization.
5. The Plan describes the role of the lead jurisdiction in the eligible metropolitan
statistical area (EMSA), involving (a) consultation to develop a metropolitan -wide
strategy for addressing the needs of persons with HIV /AIDS and their families
living throughout the EMSA with the other jurisdictions within the EMSA; (b) the
' standards and procedures to be used to monitor HOPWA Program activities in
order to ensure compliance by project sponsors of the requirements of the
program.
1 6. The Plan includes the certifications relevant to the HOPWA Program.
3 -5 Year Strategic Plan HOPWA response:
' Not applicable to Yakima.
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Specific HOPWA Objectives
P Objectives
Describe how Federal, State, and local public and private sector resources that
are reasonably expected to be available will be used to address identified needs
for the period covered by the strategic plan.
3 -5 Year Specific HOPWA Objectives response: 1
Not applicable to Yakima.
OTHER NARRATIVE
Include any Strategic Plan information that was not covered by a narrative in any
other section.
1
1
1
1
1
1
1
1
1
1
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1 GLOSSARY
Affordable Housing: Affordable housing is generally defined by HUD as housing
where the occupant is paying no more than 30% of gross income for gross housing
costs, including utility costs. The City's definition is: "The monthly expenditure for
' housing including mortgage /rent repayment, insurance, taxes, utilities, and
maintenance shall not exceed 38% of the gross household income and where the
amount for mortgage /rent repayment alone does not exceed 30% of gross
' household income."
AIDS and Related Diseases: The disease of acquired immunodeficiency syndrome
or any conditions arising from the etiologic agent for acquired immunodeficiency
1 syndrome.
Alcohol /Other Drug Addiction: A serious and persistent alcohol or other drug
addiction that significantly limits a person's ability to live independently.
Assisted Household or Person: For the purpose of identification of goals, an
' assisted household or person is one, which, during the period covered by the action
plan, will receive benefits through Federal funds, either alone or in conjunction with
the investment of other public or private funds. The program funds providing the
benefit(s) may be from any funding year or combined funding years.
A renter is benefited if that person takes occupancy of affordable housing that is
newly acquired, newly rehabilitated, or newly constructed, and /or receives rental
' assistance through new budget authority. An existing homeowner is benefited during
the year if the home's rehabilitation is completed. A first time homebuyer is
benefited if a home is purchased during the year. A homeless person is benefited
' during the year if the person becomes an occupant of transitional or permanent
housing. A non - homeless person with special needs is considered as being benefited,
however, only if the provision of supportive services is linked to the acquisition,
rehabilitation, or new construction of a housing unit and /or the provision of rental
1 assistance during the year.
Households or persons who will benefit from more than one program activity must be
' counted only once. For inclusion in the goals, the housing unit must, at a minimum,
satisfy the HUD Section 8 Housing Quality Standards (see 24 CFR section 882.109).
' Brownfield: Abandoned, idled, or under - utilized industrial and commercial facilities
where expansion or redevelopment is complicated by real or perceived
environmental contamination.
' CDBG: Community Development Block Grant is a federal program authorized under
Title I of the Housing and Community Development Act of 1974, with the primary
objective of developing viable urban communities, by providing decent housing
t opportunities and a suitable living environment and expanding economic
opportunities, principally for persons of low and moderate - income.
Committed: Generally means there has been a legally binding commitment of funds
1
to a specific project to undertake specific activities.
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Cost Burden > 30 %: The extent to which gross housing costs, including utility
costs, exceed 30% of gross income, based on data published by the US Census
Bureau. '
Cost Burden > 50% (Severe Cost Burden): The extent to which gross housing
costs, including utility costs, exceed 50% of gross income, based on data published
by the US Census Bureau.
Disabled Household: A household composed of one or more persons, at least one
1 of whom is an adult (a person of at least 18 years of age), who has a disability. A
person shall be considered to have a disability if the person is determined to have a
physical, mental or emotional impairment that: (1) is expected to be of long -
continued and indefinite duration, (2) substantially impeded his or her ability to live
independently, and (3) is of such a nature that the ability could be improved by more
suitable housing conditions.
A person shall also be considered to have a disability if he or she has a '
developmental disability as defined in the Developmental Disabilities Assistance and
Bill of Rights Act (42 U.S.C. 6001 - 6006). The term also includes the surviving
member or members of any household described in the first sentence of this
paragraph who were living in an assisted unit with the deceased member of the
household at the time of his or her death.
Disproportionate Need of Racial /Ethnic Groups: A "disproportionate need"
defined for purposes of the Consolidated Plan is if a particular group is five
percentage points or greater than the need for the population as a whole.
Economic Independence and Self - Sufficiency Programs: Programs undertaken
by Public Housing Agencies (PHAs) to promote economic independence and self-
sufficiency for participating families. Such programs may include Project Self -
Sufficiency and Operation Bootstrap programs that originated under earlier Section 8
rental certificate and rental voucher initiatives, as well as the Family Self- Sufficiency
program. In addition, PHAs may operate locally developed programs or conduct a
variety of special projects designed to promote economic independence and self -
sufficiency.
Elderly Household: For HUD rental programs, a 1 or 2 person household in which ,
the head of the household or spouse is at least 62 years of age.
Elderly Person: A person who is at least 62 years of age. '
Existing Homeowner: An owner occupant of residential property who holds legal
title to the property and who uses the property as his /her principal residence. '
Extremely Low - Income: Households whose incomes do not exceed 30% of the
median area income for the area, as determined by HUD, with adjustments for
smaller and larger families and for areas with unusually high or low- incomes or
where needed because of prevailing levels of construction costs or fair market rents.
Family: See definition in 24 CFR 812.2 (The National Affordable Housing Act '
definition required for used in the Consolidated Plan; rule differs from the Census
definition). The Bureau of Census defines a family as a householder (head of
3 -5 Year Strategic Plan 140 Version 2.0 '
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household) and one or more other persons living in the same household who are
related by birth, marriage, or adoption (see also "Homeless Family ").
Family Self- Sufficiency (FSS) Program: A program enacted by Section 554 of the
National Affordable Housing Act, which directs Public Housing Agencies (PHAs) and
Indian Housing Authorities (IHAs) to use Section 8 assistance under the rental
certificate and rental voucher programs, together with public and private resources
supportive services, enabling participating to provide suppor se c b g p p g families to achieve economic
' independence and self- sufficiency.
First -Time Home Buyer: An individual or family who has not owned a home during
the 3 -year period preceding the HUD - assisted purchase of a home that must be used
as the principal residence of the home buyer, except that any individual who is a
displaced homemaker (as defined in 24 CFR 92) or a single parent (as defined in
24 CFR 92) may not be excluded from consideration as a first -time home buyer on
the basis that the individual, while a homemaker or married, owned a home with his
or her spouse or resided in a home owned by the spouse.
FmHA: The Farmers Home Administration or programs it administers.
' For Rent: Year round housing units that are vacant and offered /available for rent
(US Census definition).
For Sale: Year round housing units that are vacant and offered /available for sale
only (US Census definition).
' Frail Elderly: An elderly person who is unable to perform at least 3 activities of daily
living (i.e. eating, dressing, bathing, grooming, and household management
' activities). (See 24 CFR 889.105.)
Group Quarters: Facilities providing living quarters not classified as housing units
(US Census definition). Examples include prisons, nursing homes, dormitories,
military barracks, and shelters.
HOME: The HOME Investment Partnerships Program, which is authorized by Title II
' of the National Affordable Housing Act.
Homeless Family: A family that includes at least one parent or guardian and one
' child under the age of 18, a homeless pregnant woman, or a homeless person in the
process of securing legal custody of a person under the age of 18.
Homeless Individual: An unaccompanied youth (17 years or younger) or an adult
(18 years or older) without children.
Homeless Youth: Unaccompanied person 17 years of age or younger who is living
I in situations described by terms "sheltered" or "unsheltered."
HOPE 1: The HOPE for Public and Indian Housing Home Ownership Program, which
is authorized Tile IV Subtitle A of the National Affordable Housing Act.
I by Title ,Sub t a ab s g
HOPE 2: The HOPE for Home Ownership of Multifamily Units Program, which is
authorized by Title IV, Subtitle B of the National Affordable Housing Act.
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HOPE 3: The HOPE for Home Ownership of Single Family Homes Program, which is
authorized by Title IV, Subtitle C of the National Affordable Housing Act.
Household: One or more persons occupying a housing unit (US Census definition).
See also "Family."
Housing Problems: Households with housing problems include those that: (1) 1
occupy units meeting the definition of Physical Defects; (2) meet the definition of
Overcrowded; and (3) meet the definition of Cost Burden Greater than 30 %.
Housing Unit: An occupied or vacant house, apartment, or a single room (SRO
housing) intended as separate living quarters (US Census definition).
Institutions /Institutional: Group quarters for persons under care or custody. (US
Census definition)
Large Related: A household of 5 or more persons, which includes at least 1 person 1
related to the householder by blood, marriage, or adoption.
Lead -Based Paint Hazard: Any condition that causes exposure to lead from lead- 1
contaminated dust, lead- contaminated soil, lead- contaminated paint deteriorated or
present in accessible surfaces, friction surfaces, or impact surfaces that would result
in adverse human health effects as established by the appropriate Federal agency
(Residential Lead -Based Paint Hazard Reduction Act of 1992 definition).
LIHTC: (Federal) Low - Income Housing Tax Credit.
Low - Income: Households whose incomes do not exceed 80% of the median income
for the area, as determined by HUD adjustments for smaller and larger families,
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except that HUD may establish income ceilings higher or lower than 80% of the
median for the area on the basis of HUD's findings that such variations are necessary
because of prevailing levels of construction costs or fair market rents, or unusually
high or low family incomes. NOTE: HUD income limits are updated annually and are
available from local HUD offices.
Low - Income Concentrations: Locally defined as any area (block group) where the
percentage of low- income persons is 51% or greater.
Moderate - Income: Households whose incomes are between 81% and 95% of the 1
median income for the area, as determined by HUD, with adjustments for smaller
or larger families, except that HUD may establish income ceilings higher or lower
than 95% of the median for the area on the basis of HUD's findings that such
variations are necessary because of prevailing levels of construction costs or fair
market rents, or unusually higher or low family incomes (This definition is different
than that for the CDBG Program).
Non - Elderly Household: A household that does not meet the definition of "Elderly 1
Household," as defined above.
Non - Homeless Persons with Special Needs: Includes frail elderly persons, 1
persons with AIDS, disabled families, and families participating in organized
programs to achieve economic self- sufficiency.
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I Non - Institutional: Group quarters for persons not under care or custody (US
n definition
Ce sus sed ). u
I Occupied Housing Unit: A housing unit that is the usual place of residence of the
occupant(s).
1 Other Household: A household of 1 or more persons that does not meet the
definition of a Small Related household, Large Related household, or Elderly
I household.
Other Vacant: Vacant year round housing units that are not For Rent or For Sale.
This category would include Awaiting Occupancy or Held.
I Overcrowded: A housing unit containing more than 1 person per room (US Census
definition).
1 Owner: A household that owns the housing unit it occupies. (US Census definition)
Physical Defects: A housing unit lacking complete kitchen or bathroom (US Census
1 definition).
Project -Based (Rental) Assistance: Rental Assistance provided for a project, not
t for a specific tenant. Tenants receiving project -based rental assistance give up the
right to that assistance upon moving from the project.
I Public Housing CIAP: Public Housing Comprehensive Improvement Assistance
Program.
Public Housing MROP: Public Housing Major Reconstruction of Obsolete Projects.
I Racial /Ethnic Minority Concentrations: Locally defined as any area (block group)
where the total minority population is greater than twice the citywide average.
I Rent Burden > 30% (Cost Burden): The extent to which gross rents, including
utility costs, exceed 30% of gross income, based on data published by the U.S.
I Census Bureau.
Rent Burden > 50% (Severe Cost Burden): The extent to which gross rents,
including utility costs, exceed 50% of gross income, based on data published by the
I U.S. Census Bureau.
Rental Assistance: Rental assistance payments provided as either project -based
I rental assistance or tenant -based rental assistance.
Renter: A household that rents the housing unit it occupies, including both units
I rented for cash and units occupied without cash payment of rent (US Census
definition)
Renter Occupied Unit: Any occupied housing unit not owner occupied, including
I units rented for cash and those occupied without payment of cash rent.
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Rural Homelessness Grant Program: Rural Homeless Housing Assistance
Program, which is authorized by Subtitle G, Title IV of the Stewart B. McKinney
Homeless Assistance Act.
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Section 215: Section 215 of the Title II of the National Affordable Housing Act.
Section 215 defines "affordable" housing projects under the HOME program.
Service Needs: The particular services identified for special needs populations,
which typically include transportation, personal care, housekeeping, counseling,
meals, case management, personal emergency response, and other services to
1
prevent premature institutionalization and assist individuals to continue living
independently.
Severe Cost Burden: See Cost Burden > 50 %.
Severe Mental Illness: A serious and persistent mental or emotional impairment
that significantly limits a person's ability to live independently.
Sheltered: Families and persons whose primary nighttime residence is a supervised
publicly or privately operated shelter, including emergency shelters, transitional
1
housing for the homeless, domestic violence shelters, residential shelters for
runaways and for the homeless youth, and any hotel /motel /apartment voucher
arrangement paid because the person is homeless. This term does not include
persons living doubled -up or in overcrowded or substandard conventional housing.
Any facility offering permanent housing is not a shelter nor are its residents
homeless.
Small Related: A household of 2 to 4 persons that includes at least 1 person related
to the householder by birth, marriage, or adoption.
Substandard Condition and not Suitable for Rehab: By local definition, dwelling
units in such poor condition as to be neither structurally nor financially feasible for
rehabilitation.
1
Substandard Condition but Suitable for Rehab: By local definition, dwelling units
that do not meet standard conditions but are both financially and structurally feasible
for rehabilitation. This does not include units that require only cosmetic work,
correction of minor livability problems, or maintenance work.
Substantial Amendment: A major change in an approved plan. It involves a I
change to the 3 -year strategy, which may be occasioned by a decision to undertake
activities or programs inconsistent with that strategy.
Substantial Rehabilitation: Rehabilitation of residential property at an average 1
cost for the project in excess of $25,000 per dwelling unit.
Supportive Housing: Housing, including Housing Units and Group Quarters, which
1
have a supportive environment and include a planned service component.
Supportive Service Need in FSS Plan: The plan that PHAs administering a Family
Self- Sufficiency program are required to develop, identifying the services they will
provide to participating families and the source of funding for those services. The
supportive services may include child care; transportation; remedial education;
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I education for completion of secondary or post secondary schooling; job training,
preparation and counseling; substance abuse treatment and counseling; training in
I homemaking and parenting skills, money management, and household
management; counseling in home ownership; job development and placement;
follow -up assistance after job placement; and other appropriate service.
I Supportive Services: Services provided to residents of supportive housing for the
purpose of facilitating the independence of residents. Some examples are case
I management, medical or psychological counseling and supervision, childcare,
transportation, and job training.
Tenant -Based (Rental) Assistance: A form of rental assistance in which the
I assisted tenant may move from a dwelling unit with a right to continued assistance.
The assistance is provided for the tenant, not for the project. Year Round Housing
Units: Occupied and vacant housing units intended for year round use (US Census
I definition). Housing units for seasonal or migratory use are excluded.
Total Vacant Housing Units: Unoccupied year round housing units. (US Census
definition) Unsheltered: Families and individuals whose primary nighttime residence
I is a public or private place not designed for, or ordinarily used as, a regular sleeping
accommodation for human beings (e.g., streets, parks, alleys).
t Vacant Awaiting Occupancy or Held: Vacant year round housing units that have
been rented or sold and are currently awaiting occupancy, and vacant year round
housing units that are held by owners or renters for occasional use (US Census
I definition).
Vacant Housing Unit: Unoccupied year -round housing units available or intended
I for occupancy at any time during the year.
Very Low Income: Households whose incomes do not exceed 50% of the median
area income for the area, as determined by HUD, with adjustments for smaller and
I larger families and for areas with unusually high or low- incomes, or where needed
because of prevailing levels of construction costs or fair market rents.
I Worst -Case Needs: Unassisted, very low- income renter households who pay more
than half of their income for rent, live in seriously substandard housing (which
includes homeless people), or have been involuntarily displaced.
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