HUD Consolidated Plan and Strategies Five-Year Plan FY 2015 – FY 2019 (January 1, 2015 – December 31, 2019) Annual Plan FY 2015 (January 1, 2015 – December 31, 2015) City of Lakewood, Ohio DRAFT October, 2014 Prepared with the assistance of the Cuyahoga County Planning Commission
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HUD Consolidated Plan and Strategies
Five-Year Plan FY 2015 – FY 2019
(January 1, 2015 – December 31, 2019)
Annual Plan FY 2015
(January 1, 2015 – December 31, 2015)
City of Lakewood, Ohio
DRAFT
October, 2014
Prepared with the assistance of the Cuyahoga County Planning Commission
TABLE OF CONTENTS
City of Lakewood, Ohio FY 2014 - 2018 CONSOLIDATED PLAN EXECUTIVE SUMMARY ES-05 EXECUTIVE SUMMARY .................................................................TO BE ADDED
THE PROCESS PR-05 LEAD & RESPONSIBLE AGENCIES ....................................................................... 4
AP-50 GEOGRAPHIC DISTRIBUTION .............................................................................133
AP-65 HOMELESS AND OTHER SPECIAL NEEDS ACTIVITIES .................................................135
AP-85 OTHER ACTIONS ...........................................................................................136
AP-90 PROGRAM SPECIFIC REQUIREMENTS ....................................................................143
Executive Summary
ES-05 Executive Summary - 91.200(c), 91.220(b)
1. Introduction
Executive Summary To Be Added Prior to Final Submission
2. Summary of the objectives and outcomes identified in the Plan
3. Evaluation of past performance
4. Summary of citizen participation process and consultation
process
5. Summary of public comments
6. Summary of comments or views not accepted and the reasons
for not accepting them
7. Summary
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The Process
PR-05 Lead & Responsible Agencies - 91.200(b)
1. Describe agency/entity responsible for preparing the Consolidated Plan and those responsible for administration of each
grant program and funding source The following are the agencies/entities responsible for preparing the
Consolidated Plan and those responsible for administration of each grant program and funding source.
Agency Role Name Department/Agency
CDBG Administrator LAKEWOOD Dept. of Planning &
Development
ESG Administrator LAKEWOOD Dept. of Planning &
Development Table 1 – Responsible Agencies
Narrative
This document discusses the Community Development Block Grant funds received directly
by Lakewood, Ohio. It is also part of a submission to HUD by the Cuyahoga Housing
Consortium which represents the following five jurisdictions: Cleveland Heights, Euclid,
Lakewood, Parma, and the Cuyahoga County Urban County.
The Cuyahoga Housing Consortium
In 1991, the City of Cleveland Heights, the City of Euclid, and the Cuyahoga County
Department of Development, then representing 43 communities known as the Cuyahoga
County Urban County, received approval from HUD to form the Cuyahoga Housing
Consortium. Over the next several years, both the City of Lakewood and the City of Parma
received HUD approval to join the Consortium. Including subsequent additions to the
Cuyahoga County Urban County, the Consortium currently represents about 850,000 persons in 55 communities, or two-thirds of all Cuyahoga County residents.
The Consortium is governed by a seven-member Board comprised of the Mayors of
Cleveland Heights, Euclid, Lakewood, and Parma, along with the three Cuyahoga County
appointees. These jurisdictions formed a consortium to enable them to receive HOME funds
jointly from HUD. By creating the Consortium, the amount of money allocated to the group
exceeds the funding that could be obtained by the individual jurisdictions. Cumulatively,
that decision has garnered millions of federal dollars for local housing programs. Actions
taken as the Cuyahoga Housing Consortium do not affect CDBG allocations or allocations of other federal funds to individual members.
In addition to the ability to receive HOME funds, the Consortium takes advantage of the fact
that 55 Cuyahoga County communities are working together as part of the Consolidated
Planning process. The Consortium uses this opportunity to ensure broader planning and
coordination regarding affordable housing issues throughout Cuyahoga County. The
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following CDBG entitlement communities are not members of the Consortium and file Consolidated Plan documents directly with HUD: Cleveland and East Cleveland.
The Consolidated Plan approach is the means to meet the submission requirements for the
Community Development Block Grant (CDBG), HOME Investment Partnerships (HOME),
Emergency Solutions Grant (ESG), and Housing Opportunities for Persons with AIDS (HOPWA) formula programs, the four formula programs available to jurisdictions:
Community Development Block Grant (CDBG). These funds are used for a
variety of community development, neighborhood revitalization, and economic
development programs, with the intent of assisting low and moderate income people
and improving deteriorated areas.
HOME Investment Partnerships Program (HOME). These funds are used
specifically for housing-related projects, such as first-time homebuyer assistance and
housing rehabilitation. The funds are received directly from HUD by the Cuyahoga
Housing Consortium on behalf of its five partner jurisdictions. The Cuyahoga County
Urban County is the lead administrative entity.
Emergency Solutions Grant (ESG). Based upon HUD formulas, only Lakewood
and the Cuyahoga County Urban County receive ESG funds directly from HUD. These
funds are intended to assist persons and families who are homeless or at-risk of
homelessness. The funds can be spent in any community in Cuyahoga County.
Housing Opportunities for Persons With AIDS (HOPWA). Within Ohio, only the
State of Ohio, Cincinnati, Cleveland, Columbus, and Dayton receive HOPWA funds
from HUD. Funding in Cuyahoga County and surrounding counties is handled through
the City of Cleveland. The funds can be spent in any community in Cuyahoga
County.
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Consolidated Plan Public Contact Information Daniel Wyman, Development Officer City of Lakewood, Department of Planning & Development 12650 Detroit Avenue Lakewood, Ohio 44107 Telephone: 216-529-7680
This question intentionally left blank. Please refer to other responses in this section.
Provide a concise summary of the jurisdiction’s activities to enhance coordination between public and assisted housing providers and
private and governmental health, mental health and service agencies
(91.215(I)).
The following are several examples of existing coordination between public and assisted
housing providers and private and government health, mental health, and service agencies
in Cuyahoga County that have the potential to involve residents of Consortium jurisdictions:
While being treated for mental health issues requiring a stay in an institutional
setting, persons may be located in either a public or private facility. Upon release,
those in public facilities are more likely to be at-risk of homelessness. The Alcohol,
Drug Addiction and Mental Health Services (ADAMHS) Board of Cuyahoga County,
through its network of provider agencies, works to retain and add housing units for
persons that are part of the mental health system caseload. The housing units
include public or assisted housing, depending upon the circumstances of the person
involved.
There are also persons released from physical health institutions at-risk of
homelessness, such as persons who have lost employment during their hospital stay,
have insufficient savings to pay ongoing housing and housing-related costs during
their hospital stay, and do not have a support network to assist them. Social workers
at physical health institutions have access to resources such as United Way of
Greater Cleveland’s 211/First Call For Help, an information clearinghouse staffed 24-
hours-a-day to provide information on a variety of health, housing, and human
service needs. In addition to United Way and its more than 100 partner
organizations, the Cleveland/Cuyahoga County Office of Homeless Services is also
available to assist in an effort to prevent homelessness from occurring.
Cuyahoga Metropolitan Housing Authority police officers participate in a training
program to better handle social problems they confront, such as poverty, domestic
violence, drug abuse, and child welfare. The project is a partnership that includes
CMHA, Case Western Reserve University, Partnership for a Safer Cleveland, and Kent
State University. For example, officers will be able to refer at-risk youth and their
families to social services agencies to address their problems. Counselors will
respond within 72 hours for mental health, substance abuse, and child welfare
needs.
Describe coordination with the Continuum of Care and efforts to address the needs of homeless persons (particularly chronically
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homeless individuals and families, families with children, veterans,
and unaccompanied youth) and persons at risk of homelessness
Housing providers, health and service agencies in Cuyahoga County have a long record of
collaborating to address the needs of homeless persons, including the chronically homeless,
families with children, veterans, and unaccompanied youth, as well as persons at risk of
homelessness. The following are selected projects.
Guaranteed Access to Shelter
The Cleveland/Cuyahoga County Continuum of Care (CoC) and government officials, county
and city departments, and non-profit housing and service providers guarantee everyone has
access to emergency shelter, or, if a shelter is full, transportation and space at another facility.
HousingFirst Initiative (HFI)
HFI is a successful public/private partnership effort to develop permanent supportive
housing and end chronic homelessness countywide. HFI moves chronically homeless
persons into stable housing and then links the person to comprehensive support services
on-site. About 80% of residents remain in their apartments, with almost all engaged in
services. The rate of emergency room visits and hospitalizations has been substantially
reduced. About 20% of the residents move on to more independent housing situations and/or reunite with family. Only a small percentage of persons return to a shelter.
Hospital Protocols for the Homeless
One difficulty for shelters, hospitals, and homeless persons who are hospitalized is when the
patient is about to be discharged. If the patient has recovered sufficiently, the hospital
cannot continue to keep him/her, however a shelter often does not have the medical
expertise or appropriate accommodations to care for someone with more extensive medical
needs. Through the Care Alliance and the CoC, a coalition of shelter providers, hospital
social work staff and administrators, and local foundations implemented screening
guidelines at time of discharge. If the patient is homeless at discharge but does not meet
ten basic, functioning measures, the hospital sends the patient to a nursing home or
alternative care facility until such time as the person can be safely discharged to a non-medical living situation.
211/First Call for Help
The United Way of Greater Cleveland administers this 24-hour/7 day-a-week hot line. This
resource, developed collaboratively by United Way and social service providers, allows
anyone, including homeless persons or persons at risk of homelessness, to call with
questions regarding service needs and receive an answer or a referral on the spot. United Way also provides a searchable internet database, available free at any library.
Discharge Policies
The McKinney-Vento Act requires State and local governments to develop and implement
Discharge Coordination Policies and Protocols to ensure that a person being discharged from
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a publically funded institution or system of care, such as health care facility, foster care or
other youth facility, or correction program and institution, is not discharged into
homelessness. The CoC has adopted existing State policies and procedures or developed its own policies and procedures to address this need.
Cuyahoga County Office of Re-Entry
The Cuyahoga County Office of Re-entry addresses the needs of persons returning to
Cuyahoga County from the Ohio Department of Rehabilitation and Correction. In
collaboration with the City of Cleveland, United Way, and local foundations, comprehensive
re-entry strategies include housing, behavioral health, and employment support. For
youths, the Ohio Department of Youth Services' (ODYS) written policy is to return youth to
their own home, if possible. Release planning for all youth begins within 60 days of admission to the facility and continues for the duration of commitment.
Describe consultation with the Continuum(s) of Care that serves the
jurisdiction's area in determining how to allocate ESG funds, develop performance standards and evaluate outcomes, and develop funding,
policies and procedures for the administration of HMIS
Funding Allocation
The City of Lakewood receives Emergency Solutions Grant funding. The City and Lakewood
Community Services Center (LCSC), the sub-recipient for Lakewood’s ESG funds, have a
long history of partnership with the Cleveland/Cuyahoga County Continuum of Care (CoC).
The Strategic Plan section of this Five-Year Plan describes goals, objectives and strategies
for addressing homelessness. The Plan references the CoC’s Blue Print for Change which
states: “… the CoC has developed an approach to transform the current community
response to homelessness to emphasize prevention and rapid re-housing.” Among the specific strategies included in the Blue Print for Change plan are:
Implement a Centralized or Coordinated Intake System whereby all persons seeking
shelter are assessed immediately to determine if there are any potential options to
shelter.
Within the shelter system provide assessment and linkages to case management and
mainstream social services.
Utilize rapid re-housing resources to reduce the length of shelter stays.
Lakewood Community Services Center utilizes the city of Lakewood's ESG funds to address
the priorities stated above.
Performance Standards and Outcome Evaluation
LCSC utilizes ServicePoint, the CoC’s HMIS-compliant electronic data collection software. In
2013 LCSC passed the CoC’s Homeless Management Information System (HMIS) Security &
Confidentiality Audit. The Cleveland/Cuyahoga County Office of Homeless Services is the
Systems Administrator for HMIS. Agencies receiving ESG sub-awards are required to
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participate in the HMIS. The HUD-required (16) data elements are entered for every client
accessing ESG services, except victims of domestic violence. Exit data is also collected.
HMIS data enables outcomes to be evaluated based on the following measures:
Diversion: 20% of persons/households, seeking shelter will be successfully diverted
to alternative, safe housing.
Length of Stay: Implementing rapid exit strategies shortens the Average Length of
Stay (ALOS) by 10%. The ALOS benchmark will be determined based on the 2011
Annual Homeless Assessment report (AHAR).
Return to Shelter: Utilizing the 2011 AHAR, the benchmark for the percentage of
persons returning to shelter from CoC funded services will be established. ESG
participants returning to shelter will be tracked in HMIS and demonstrate a reduction
of 5%.
2. Describe Agencies, groups, organizations and others who
participated in the process and describe the jurisdictions consultations with housing, social service agencies and other
entities
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Table 2– Agencies, groups, organizations who participated
1 Agency/Group/Organization Alcohol Drug Addiction & Mental Health Services Board of Cuyahoga
County
Agency/Group/Organization Type Housing
Services - Housing
Services-Children
Services-Elderly Persons
Services-Persons with Disabilities
Services-Persons with HIV/AIDS
Services-Victims of Domestic Violence
Services-Health
Services-Education
Services-Employment
Services - Victims
Health Agency
Other government - County
What section of the Plan was addressed by
Consultation?
Non-Homeless Special Needs
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Cuyahoga Housing Consortium members and the Continuum of
Care have policy and program discussions with this agency on an
ongoing basis to address the needs of county residents.
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2 Agency/Group/Organization Cleveland/Cuyahoga County Office of Homeless Services
Agency/Group/Organization Type Housing
Services - Housing
Services-Children
Services-Elderly Persons
Services-Persons with Disabilities
Services-Persons with HIV/AIDS
Services-Victims of Domestic Violence
Services-homeless
Services-Health
Services-Education
Services-Employment
Services - Victims
Other government - County
What section of the Plan was addressed by
Consultation?
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Cuyahoga Housing Consortium members work with OHS staff, its
Advisory Board, and committees on an ongoing basis to coordinate
the needs of homeless and at-risk homeless county residents.
1. Summary of citizen participation process/Efforts made to broaden citizen participation
Summarize citizen participation process and how it impacted goal-setting
The five Consortium jurisdictions take actions to encourage citizen participation. For
example, jurisdictions conduct outreach on a communitywide basis through various media,
such as community based newspapers and newsletters, electronic newsletters, mailings,
websites, and public access cable channels. Outreach is also expanded through members of
citizen advisory committees or special interest groups, as well as program subrecipients.
Outreach is also conducted at community facilities, such as posting notices at recreation
centers, senior centers, libraries, and municipal buildings. These actions increase
opportunities for residents throughout a community to participate in the process, including low-moderate-income residents, minorities, and residents in HUD-assisted housing.
Consortium jurisdictions also undertake the following types of actions to encourage citizen
involvement:
Translation services for non-English speaking residents.
Meeting locations and office space housing Consortium jurisdiction staffs are
accessible to persons with disabilities.
Meetings, hearings and other public activities are scheduled at convenient times and
locations to increase attendance.
Reasonable and timely access is provided to information and records relating to the
Consolidated Plan and use of HUD funding.
Each Consortium jurisdiction has a Citizen Participation Plan, available on request.
The Cuyahoga County Department of Development, as the lead administrative entity for the
Cuyahoga Housing Consortium, was responsible for overseeing the development of this
Five-Year Consolidated Plan, with assistance from the Cuyahoga County Planning
Commission.
Table 4 shows the public comment process undertaken by Lakewood. The two public
meetings were publicized in a newspaper of general circulation within the community.
Citizens were invited to provide comments via telephone, mail, or email. During the 30-day
public comment period, copies of the Five-Year Consolidated Plan document were available
in public places, such as government offices and libraries. If the capacity existed,
jurisdictions also posted the document on their City website and provided a link for comment submission.
All public meetings were held on weekday evenings or weekdays during the day. All
jurisdictions linked the public meetings for the Five-Year Consolidated Plan and the FY 2015
Annual Plan, which provided continuity for discussing both short-term and long-term
timeframes. Also, jurisdictions with a Citizen Advisory Committee (CAC) coupled the public
meetings for the Five-Year Consolidated Plan to the public meetings of their CAC, which
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were in the process of receiving presentations from organizations and making funding recommendations for the FY 2015 Annual Plan.
All public meetings were held at well-known, ADA-accessible local facilities. At each public
meeting, the Five-Year Consolidated Plan was listed and discussed as a separate agenda
item. Discussions included ackground information, data, and priorities. Time was allotted for audience questions.
The staffs of Consortium jurisdictions provide technical assistance to groups developing
proposals for funding assistance under the Consolidated Plan. Offers of technical assistance
are included as part of application materials, published notices, and/or made verbally during
group meetings. Staffs also provide contact information on their websites. Technical
assistance, on a one-on-one basis, often includes explanations concerning programs, potential projects, application procedures, or application content.
Citizen Participation Outreach Sort
Order Mode of Outreach
Target of Outreach
Summary of response/attendance
Summary of comments
received
Summary of comments not accepted and reasons
1 Newspaper Ad
Non-targeted/ broad community
The City published public notices in the Sun-Post Herald on July 24, 2014 and August 21, 2014 describing the Consolidated Plan and proposed Annual Action Plan, listing the public hearing dates of July 30 and August 27, 2014, and inviting citizen review and comment.
N/A N/A
2 Public Hearing
Non-targeted/ broad community
FY 2015-19 Five-Year Consolidated Plan and FY 2015 Annual Action Plan, July 30, 2014, Lakewood City Hall, 6:30 PM
No comments were received at the public meeting
N/A
3 Public Hearing
Non-targeted/ broad community
FY 2015-19 Five-Year Consolidated Plan and FY 2015 Annual Action Plan, August 27, 2014, Lakewood City Hall, 6:30 PM
No comments were received at the public meeting
N/A
4 Newspaper Ad
Non-targeted/ broad community
The City published a public notice in the Sun-Post Herald on Thursday, October 9, 2014, describing the Consolidated Plan and proposed Annual Action Plan, announcing the start of the 30-day comment period, inviting citizen review and comment, and announcing the October 27, 2014 public hearing.
N/A N/A
Table 4 – Citizen Participation Outreach
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Needs Assessment
NA-05 Overview
Needs Assessment Overview
Lakewood, Ohio, a community of 24,615 households and 52,329 persons (2007-11
American Community Survey), is located in northwestern Cuyahoga County. According to
data from HUD mandated tables, since 2000 the City has lost about 8% of both its
population and its households (Table NA-1). While the median income ($43,139) has
increased since 2000, (2007-11 CHAS), 45% of all households have incomes 80% or less of
the HAMFI (Table NA-2). The 2007-11 ACS showed that while poverty citywide was 15%, it varied by Census Tract (Map-Poverty Rate).
The percentages of all households whose incomes were 80% or less of the HAMFI varied
depending on household type (Table NA-2). Of the 8,395 small family households, 35%
(2,900 households) had incomes that were 80% or less. Of the 5,385 household containing
at least one elderly person 62 years or older, almost 60% (3,215 households) had incomes
that were 80% or less. Of the 1,165 large family households, about 34% (400 households)
had incomes that were 80% or less. Of the 2,681 households with one or more children six years or younger, almost 50% (1,337 households) had incomes that were 80% or less.
Housing affordability is one of the most prevalent housing problems in Lakewood. Median
rent, at $584 and median housing value, at $138,500, while similar to the county medians,
still pose a financial burden for households with lower incomes. Cost burden (spending more
than 30% of income for housing) and severe cost burden (spending more than 50% of
income for housing) is illustrated in Table NA-3. As shown, 3,800 households (2,725
renters and 1,075 owners) had a cost burden of >30% and 4,190 households (3,190
renters and 1,000 owners) had a cost burden of >50%. Of the households with a cost
burden of >30%, 3,300 households (2,570 renters and 730 owners) had incomes that were
80% or less of the HAMFI. Of the households with a cost burden of >50%, 4,145
households (3,190 renters and 955 owners) had incomes that were 80% or less. Small
family households, the elderly, and other households with incomes that were 80% or less of the HAMFI experienced the greatest burden.
Table NA-7 shows that very few households experienced overcrowding, but of the 162
households who did, 139 were renters and 23 were owners. Most of the renters (129
households) and all of the owners (23 households) who experienced overcrowding had incomes that were 80% or less of the HAMFI. Most were single family households.
Substandard housing, where the unit lacked complete plumbing or kitchen facilities, was
also uncommon. When it did occur, it affected both renters (230 households) and owners
(45 households) (Table NA-3). Investment in the housing stock however, is still needed.
The main period of housing construction in Lakewood was pre-1950, and almost 72% of the
housing units were built during this time period. These units are now 65 years old or over,
and may require systems replacement and a significant rehabilitation investment.
Disproportionate need by minority racial or ethnic group in terms of substandard units,
overcrowding, or cost burden at any income level were not issues in Lakewood.
For very low-income families, the elderly, and the disabled living in Lakewood, public
housing, whether it is subsidized units or Housing Choice Vouchers (HCV), provides an
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affordable housing choice. No rental units that are used by holders of HCVs within Lakewood
are expected to be lost due to events such as demolition or conversion to homeownership.
Lakewood will continue to work in concert with, and support the priorities of the
Cleveland/Cuyahoga Continuum of Care (CoC). Lakewood Christian Service Center, the city’s Emergency Services Grant (ESG) recipient, is a member of the CoC.
According to the National Alliance to End Homelessness (NAEH), “homelessness is one of
our nation’s most misunderstood and vexing social problems.” It is also an issue that cuts
across race, age, gender, marital status, family composition, and geography, causing
“families with children, single adults, teenagers, and elderly individuals…to struggle with
[its] devastating effects.” While an individual’s reasons for homelessness may be varied and
complex, the National Alliance to End Homelessness stated that “research shows people are
homeless [mainly] because they can’t find housing they can afford.”
Specific data are not available on the nature and extent of homelessness in Lakewood: by
types of households; by the "number of persons becoming and exiting homelessness each
year" and the "number of days that persons experience homelessness"; by race and
Hispanic/Latino origin; by number and type of families in need of assistance (families with
children and the families of veterans); or for unsheltered and sheltered homeless. Please
refer to the corresponding section in the Cuyahoga Housing Consortium Consolidated Plan
for a discussion of homelessness by these types of households in Cuyahoga County as a
whole.
LCSC does, however, indicate numbers of people/households served by the programs they offered:
Since January 2012, LCSC has offered Breathing Room, Emergency Shelter Services, a
rent-free, furnished and equipped 2-bedroom apartment, which is available for up to 30
days to Lakewood residents who have become homeless. In 2012, Breathing Room provided
temporary housing to 27 individuals. Services increased in 2013 to 45 individuals (15 adults
and 30 children). There were 13 individuals (6 adults and 7 children) served by YTD June 2014.
LCSC uses ESG Homeless Prevention funds to assist clients with their housing search and
placement, case management services, and financial assistance for rent and/or utilities to
extremely low income households at-risk of homelessness. YTD June 2014, of the 211
Lakewood individuals who applied for ESG homeless assistance, 148 (70%) met the eligibility guidelines and received assistance.
LCSC provides case management services, which can range from a 1-time referral to
ongoing services for mental health, chemical dependency, housing, employment, welfare,
domestic violence or some combination of these barriers to stability. Case management
services were received by 956 unduplicated LCSC clients (15.8%) in 2013 and 1,600
unduplicated LCSC clients (35.2%) by June 2014. In response to an ever-increasing number
of clients who present with more complex barriers to stability, LCSC formed a strategic
alliance with Murtis Taylor Human Services System in March 2013 to locate mental health
professionals at the LCSC site. The program now provides free mental health services to 35 LCSC clients who had no access to this assistance in the past.
Through their ongoing relationships, LCSC social workers are able to identify those clients
who are able and willing to participate in the jobs program. LCSC recently partnered with
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Towards Employment to establish the Networks Job Resource Center. In just three and a
half months, 41 LCSC job-seeking clients were referred to the on-site Center, and 5
individuals have successfully gained employment.
Monthly, LCSC provides emergency food at the Center’s food pantry to 2,200–2,500
individuals who meet the Ohio Department of Jobs and Family Services income qualifications
(200% of the Federal Poverty Standard or lower). YTD June 2014, there were 6,199
unduplicated individuals served, a 6.5% increase over YTD June 2013.Because qualified
individuals can receive a 3-day supply of emergency food every 30 days, these 6,199 individuals accounted for 28,058 service events during calendar 2013.
Homeless Needs Assessment
Population Estimate the # of persons experiencing homelessness
on a given night
Estimate the # experiencing
homelessness each year
Estimate the #
becoming homeless each year
Estimate the # exiting
homelessness each year
Estimate the # of days persons
experience homelessness
Sheltered Unsheltered
Persons in Households with Adult(s) and Child(ren)
Persons in Households with Only Children
Persons in Households with Only Adults
Chronically Homeless Individuals
Chronically Homeless Families
Veterans
Unaccompanied Child
Persons with HIV
Table 5 - Homeless Needs Assessment
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If data is not available for the categories "number of persons
becoming and exiting homelessness each year," and "number of days that persons experience homelessness," describe these
categories for each homeless population type (including chronically homeless individuals and families, families with children, veterans
and their families, and unaccompanied youth):
Specific data are not available on the nature and extent of homelessness in Lakewood by
types of households. Please refer to the corresponding section in the Cuyahoga Housing
Consortium Consolidated Plan for a discussion of homelessness by types of households in
Cuyahoga County as a whole.
Specific data are not available on the nature and extent of homelessness in Lakewood for
the categories "number of persons becoming and exiting homelessness each year," and
"number of days that persons experience homelessness," by population type. Please refer to
the corresponding section in the Cuyahoga Housing Consortium Consolidated Plan for a
discussion of homelessness for the categories "number of persons becoming and exiting
homelessness each year," and "number of days that persons experience homelessness," by population type in Cuyahoga County as a whole.
Nature and Extent of Homelessness: (Optional)
Race: Sheltered: Unsheltered (optional)
White
Black or African American
Asian
American Indian or Alaska
Native
Pacific Islander
Ethnicity: Sheltered: Unsheltered (optional)
Hispanic
Not Hispanic
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Estimate the number and type of families in need of housing
assistance for families with children and the families of veterans.
In Cuyahoga County, the extensive network of public, private, and non-profit agencies that
comprise the Cleveland/Cuyahoga County Continuum of Care (CoC) work in concert to meet
the needs of homeless persons, actively promoting an approach that focuses on preventing
and ending homelessness and rapidly returning people who have become homeless to
housing. Particular emphasis is placed on assisting chronically homeless individuals and
families, families with children, veterans and their families, and unaccompanied youth
(under 18). The CoC utilizes ServicePoint, the Homeless Management Information System
(HMIS) developed to tabulate client demographic and outcome data for all agencies that comprise the CoC.
Specific data are not available on the nature and extent of homelessness by race and
Hispanic/Latino origin in Lakewood. Please refer to the corresponding section in the
Cuyahoga Housing Consortium Consolidated Plan for a discussion of homelessness by race and Hispanic/Latino origin in Cuyahoga County as a whole.
While numbers are not available, it is evident that LCSC serves at least two ethnic groups.
Their application to the City of Lakewood for ESG funding states “LCSC works closely with
Catholic Charities’ Migration and Refugee Services to provide translation services when
needed. Client Grievance and Confidentiality written policies are available in Spanish and Arabic.”
Specific data are not available on the nature and extent of homelessness by number and
type of families in need of assistance for families with children and the families of veterans
in Lakewood. Please refer to the corresponding section in the Cuyahoga Housing Consortium
Consolidated Plan for a discussion of homelessness by number and type of families in need
of assistance for families with children and the families of veterans in Cuyahoga County as a whole.
Describe the Nature and Extent of Homelessness by Racial and
Ethnic Group Specific data are not available on the nature and extent of homelessness by race and
Hispanic/Latino origin in Lakewood. Please refer to the corresponding section in the
Cuyahoga Housing Consortium Consolidated Plan for a discussion of homelessness by race
and Hispanic/Latino origin in Cuyahoga County as a whole.
Describe the Nature and Extent of Unsheltered and Sheltered
Homelessness. Specific data are not available on the nature and extent of homelessness for unsheltered
and sheltered homeless in Lakewood. Please refer to the corresponding section in the
Cuyahoga Housing Consortium Consolidated Plan for a discussion of homelessness for
unsheltered and sheltered homeless in Cuyahoga County as a whole.
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NA-50 Non-Housing Community Development Needs - 91.415, 91.215 (f)
Describe the jurisdiction’s need for Public Facilities:
The quality of public facilities is directly correlated with the economic prosperity, health,
safety, and livability of a city’s neighborhoods and commercial districts. Lakewood’s public
facilities needs are varied and extensive, and have historically exceeded available resources.
The city strives to maintain safe, functional, and healthy neighborhoods by providing high quality, dependable facilities, especially in low- and moderate-income areas.
Public facilities improvements enhance enhance quality of life, arrest blight, and increase
safety in low-moderate income neighborhoods. Consistently maintaining and continuously
increasing the quality, variety, safety, accessibility, and availability of public parks and
recreational facilities that adequately serve the needs of low-moderate income people is a high priority need in Lakewood.
Public facilities projects are planned and implemented by Lakewood’s Department of Public
Works; coordinated, to the greatest extent feasible, to realize economies of scale, and
minimize resident inconvenience; and completed as funding allows.
Projects to be funded during the consolidated planning period will include, but not
necessarily be limited to, Park Improvements, Recreation Facilities, and Other Public Facility Needs in Lakewood’s designated low-mod and slum blight areas.
How were these needs determined?
Public facilities needs are determined and prioritized utilizing data gathered and analyzed
during development of the city’s Consolidated Plan and its annually updated 5-year Capital
Improvements Plan; through periodic audits conducted by city staff and outside consultants; and through consultation with a broad array of stakeholders including:
Resident comments received via public meetings/hearings and through Lakewood’s
ongoing Community Vision citizen engagement process;
Lakewood’s Department of Public Works which continuously monitors and assesses
the city’s public facilities according to their condition, public safety, accessibility,
usage rates, demand, population served, location, and equity;
Input from elected officials.
CDBG-assisted public facilities projects are reviewed by a registered professional engineer
or architect who issues a report sufficient in scope to analyze the need, determine the most
appropriate solution alternatives, provide estimated construction and non-construction costs, and recommend the required funding level of funding.
Describe the jurisdiction’s need for Public Improvements:
The quality of public infrastructure is directly correlated with the economic prosperity,
health, safety, and livability of a city’s neighborhoods and commercial districts. Lakewood’s
public infrastructure needs are varied and extensive, and have historically exceeded
available resources. The city strives to maintain safe, functional, and healthy neighborhoods
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by providing high quality, dependable infrastructure, especially in low- and moderate-income areas.
Public infrastructure improvements enhance quality of life, arrest blight, and increase safety
in low-moderate income neighborhoods. Consistently maintaining and continuously
increasing the quality, variety, safety, accessibility, and availability of roadways, water lines,
and sidewalks that adequately serve the needs of low-moderate income people is a high priority need in Lakewood.
Among the Cleveland region’s oldest communities, Lakewood’s designated low-moderate
income and slum blight areas are served by aging, dilapidated water, storm and sanitary sewer mains; road systems; and sidewalks in critical need of repair or replacement.
Many of Lakewood’s roadways are in dire need of resurfacing or replacement. Such projects
provide enduring safety, accessibility and beautification benefits. Moreover, many of the
city’s water mains are also in dire need of repair or replacement. Original, primarily cast
iron water lines, many over a century old, are prone to leakage and/or rupture; require
frequent, expensive maintenance; cause service disruptions; can introduce harmful bacteria into the water supply; and cannot provide sufficient fire protection for city residents.
Public infrastructure projects are planned and implemented by Lakewood’s Department of
Public Works; coordinated, to the greatest extent feasible, to realize economies of scale,
and minimize resident inconvenience; and completed as funding allows.
Projects to be funded during the consolidated planning period will include, but not
necessarily be limited to, Park Improvements, Recreation Facilities, and Other Public Facility Needs in Lakewood’s designated low-mod and slum blight areas.
How were these needs determined?
Public improvements needs are determined and prioritized utilizing data gathered and
analyzed during development of the city’s Consolidated Plan and annually updated 5-year
Capital Improvements Plan; through periodic audits conducted by city staff and outside consultants; and through consultation with a broad array of stakeholders including:
Resident comments received via public meetings/hearings and through Lakewood’s
ongoing Community Vision citizen engagement process;
Lakewood’s Department of Public Works which continuously monitors and assesses
the city’s public infrastructure according to its condition, public safety, accessibility,
usage rates, demand, population served, location, and equity.
Input from elected officials.
CDBG-assisted public improvements projects are reviewed by a registered professional
engineer or architect who issues a report sufficient in scope to analyze the need, determine
the most appropriate solution alternatives, provide estimated construction and non-
construction costs, and recommend the required funding level. Street resurfacing projects
prioritized based on a visual inspection of pavement distress and a composite score generated by the Ohio Department of Transportation’s Pavement Condition Rating System.
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Describe the jurisdiction’s need for Public Services:
Lakewood strives to maintain safe, functional, and healthy citizens and neighborhoods by
providing high quality, dependable services. Public services activities are planned and
administered by Lakewood’s Department of Human Services and several external not-for-profit agencies.
The provision of excellent public services, particularly for the city’s most vulnerable
residents (low-moderate income households, special needs populations, persons at or below
the poverty level, those at risk of homelessness, the un- and under-employed, people with
physically challenges, seniors, persons lacking access to health care, victims of domestic
violence) who depend disproportionately on these programs, is a High Priority need in Lakewood.
The city’s public services needs are varied and extensive, and have historically exceeded
available resources. In recent years, struggling local and national economies and increased
unemployment have intensified the need for these services. As such, Lakewood will continue
to allocate the maximum allowable 15% of its annual CDBG funding to essential Public Services during the five-year consolidated planning period.
Public Services that will receive CDBG assistance during the five year consolidated planning
period will include, but not necessarily be limited to, Senior Case Management, Youth
Services, Child Care Scholarship Assistance, Employment Training, Healthcare, and Other
Public Services including Housing Outreach, Food Pantry, Case Management for LMI Persons, and Victim Advocacy).
How were these needs determined?
Public services needs are determined and prioritized utilizing Census and other demographic
data gathered and analyzed during development of the city’s Consolidated Plan; through consultation with a broad array of stakeholders including:
Resident comments received via public meetings/hearings and through Lakewood’s
ongoing Community Vision citizen engagement process;
Lakewood’s Department of Human Services (one of the few remaining independent
municipal departments of its kind in the region);
CDBG Public Services and ESG sub-recipients and other social service agencies;
The Cleveland-Cuyahoga County Continuum of Care;
Input from elected officials.
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Housing Market Analysis
MA-05 Overview
Housing Market Analysis Overview:
Lakewood, a built-out first ring suburb of Cleveland, saw most of its housing construction
occur pre-1950. The 2007-11 ACS data showed 27,808 housing units in Lakewood, a 2%
decrease since 2000. Of these units, almost 89% (24,615 units) were occupied and 11%
(3,193 units) were vacant (Map-Vacancy Rate). Of the occupied housing units, about
42% (10,397 units) were owner occupied, while 58% (14,218 units) were renter-occupied.
Owner and renter occupancy varied by Census Tract (Maps-Percent Owner- and Renter-Occupied Housing Units).
Table MA-1 showed that about 39% of all units (10,695 units) in Lakewood were single-
family (detached or attached) housing units, 25% (7,077 units) were 2-4 units, 12% (3,367
units) were 5-19 units, and 24% (6,625 units) were structures with 20 or more units. As
shown on Maps-Percent Structures with 5-19 and 20 or More Housing Units, percentages of structures with a large number of units varied by Census Tract.
Unit size (number of bedrooms) showed considerable variation by tenure. Larger units were
more common among owners, with 80% of all units (8,294 units) having 3 or more
bedrooms (Table MA-2). Only 17% of all owner units had 2 bedrooms (1,719 units), and
3% had 1 bedroom (342 units). Only 42 units had zero bedrooms. Conversely, only 14% of
all renter-occupied units had 3 or more bedrooms (2,008 units), 41% had 2 bedrooms
(5,883 units), 38% had 1 bedroom (5,426 units), and 6% had zero bedrooms (901 units).
The number of units with 3 or more bedrooms, regardless of tenure, varied by Census Tract (Maps-Percent Owner and Renter Units with 3 or More Bedrooms).
While very few housing units were considered substandard, the main period of housing
construction in Lakewood was pre-1950, when almost 72% of the housing units were built
(Table MA-8). These units are now at least 65 years old, and may require systems
replacement and a significant rehabilitation investment. Furthermore, of the 23,783 housing
units built before 1980, 119 units were occupied by families with children (Table MA-9).
Because lead wasn’t banned from paint until 1978, these children could be at risk for lead paint poisoning.
Table MA-3 showed that the median home value in Lakewood, $136,500, increased about
16% since 2000. The median contract rent, $589, increased 20%. Changes varied by
Census Tract (Maps Median Home Value, Change in Median Home Value, Median
Contract Rent, and Change in Median Contract Rent). When rent paid is examined by
category, almost 65% of all rents paid were $500-$999 (Table MA-4). Another 30% were less than $500. The remaining 5% were $1,000 or more.
Housing affordability is an issue for many owner and renter households in Lakewood (Table
MA-5). Only 5% (685 rental units) are affordable to renter households at 30% HAMFI
(Map-Percent Renter Units Affordable at 30% HAMFI). About 29% (4,035 rental
units) are affordable to renter households at 50% HAMFI (Map-Percent Renter Units
Affordable at 50% HAMFI). About 66% (9,085 rental units) are affordable to renter
households at 80% HAMFI (Map-Percent Renter Units Affordable at 80% HAMFI). No data is available for renter households at 100% HAMFI.
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Owner units are even less affordable to low income households. While no data is available
for owner households at 30% HAMFI, about 8% (460 owner units) are affordable to owner
households at 50% HAMFI (Map-Percent Owner Units Affordable at 50% HAMFI).
Approximately 39% (2,360 owner units) are affordable to owner households at 80% HAMFI
(Map-Percent Owner Units Affordable at 80% HAMFI). Only 53% (3,194 owner units)
are affordable to owner households at 100% HAMFI (Map-Percent Owner Units
Affordable at 100% HAMFI).
Vacancy Rate
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Percent Owner Occupied Housing Units
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Percent Renter Occupied Housing Units
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Percent Structures with 5 to 19 Units
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Percent Structures with 20 or More Units
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Percent of Owner Units with 3 or More Bedrooms
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Percent of Renter Units with 3 or More Bedrooms
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Median Home Value
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Change in Median Home Value
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Median Contract Rent
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Change in Median Rent
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Percent of Renter Units Affordable to 30% HAMFI
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Percent of Renter Units Affordable to 50% HAMFI
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Percent of Renter Units Affordable to 80% HAMFI
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Percent of Owner Units Affordable to 50% HAMFI
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Percent of Owner Units Affordable to 80% HAMFI
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Percent of Owner Units Affordable to 100% HAMFI
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MA-05 Tables MA-1 through MA-4
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MA-05 Tables MA-5 through MA-8
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MA-05 Tables MA-9 through MA-10
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MA-30 Homeless Facilities and Services - 91.410, 91.210(c)
Introduction
In Cuyahoga County, the extensive network of public, private, and non-profit agencies that comprise the Cleveland/Cuyahoga
County Continuum of Care (CoC) work in concert to meet the needs of homeless persons, actively promoting an approach that
focuses on preventing and ending homelessness and rapidly returning people who have become homeless to housing. Particular
emphasis is placed on assisting chronically homeless individuals and families, families with children, veterans and their families,
and unaccompanied youth (under 18). The network includes providers of housing and services for the homeless, as well as
governmental departments and area non-profit agencies that provide services and link persons to mainstream benefits, helping
the homeless find, and retain, housing. Housing facilities for the homeless include emergency shelters, transitional housing
programs, safe havens, and permanent supportive housing, as well as public housing and Housing Choice (Section 8) vouchers.
While the CoC provides housing and services to the homeless throughout Cuyahoga County, most of the current housing inventory is physically located in the City of Cleveland.
The Lakewood Community Services Center (formerly known as Lakewood Christian Service Center) was founded in 1982 by
twelve Lakewood churches as a cooperative response to the needs of Lakewood residents. As one of the non-profit agencies
that comprise the CoC, LCSC’s mission, priorities, and activities are aligned with the mission and priorities of the CoC.
Additionally, LCSC partnered with the CoC on its Rapid-Rehousing initiative; utilizes ServicePoint, the Homeless Management
Information System (HMIS) developed to tabulate client demographic and outcome data for all agencies that comprise the CoC;
and supports the Progressive Engagement model favored by HUD and the CoC. The goal of this model is to move families and
individuals out of homelessness within 30 days. Until August 31, 2014, when HUD discontinued funding for supportive services, LCSC received HUD Supportive Housing Program (SHP) funds, which were managed by the CoC.
LCSC is the City’s designated recipient of the FY14 $145,000 Emergency Solutions Grant (ESG) to help prevent Lakewood
individuals and families from becoming homeless and address the needs of those who have become homeless. LCSC is the point
of access for Lakewood residents who qualify for the City of Lakewood's ESG funds for one-time rent and/or utility assistance to
prevent homelessness, offers very short term temporary housing in a fully-furnished two bedroom apartment to qualified
Lakewood residents who at are imminent risk of homelessness or who have become homeless, assists the homeless with
securing and maintaining stable housing anywhere in western Cuyahoga County, refers clients to organizations and agencies for
specific additional services, such as health care, mental health and chemical dependency counseling, early childhood and youth
services, educational assistance, and employment services. Additionally, new partnerships have been established between LCSC
and Murtis Taylor Human Services System (to provide behavioral health services at LCSC) and Towards Employment, Inc. (to
provide employment services through Networks Job Resource Center).
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Facilities Targeted to Homeless Persons Emergency Shelter Beds Transitional
Describe mainstream services, such as health, mental health, and employment services to the extent those services are use to complement services targeted to homeless persons.
The CoC provides housing and services to the homeless throughout Cuyahoga County, however most of the current housing
inventory is physically located in the City of Cleveland. LCSC’s program, Breathing Room, is one program that provides a rent-
free, furnished and equipped two-bedroom apartment for up to 30 days to Lakewood residents who at are imminent risk of
homelessness or who have become homeless, but have the financial means to secure appropriate housing by the end of their
stay. In addition to providing shelter, LCSC offers these families on-site programs, supportive services, case management,
emergency food, and support for ongoing household stability. Having the ability to remain in their hometown provides an
element of comfort and stability to individuals/households during a period of crisis. Children can continue to attend the same
school, friends and family are close by, and transportation options for work, school, and/or shopping are familiar.
LCSC refers clients to organizations and agencies for specific additional services, such as health care, mental health and
chemical dependency counseling, early childhood and youth services, and educational assistance and employment services.
LCSC and Murtis Taylor Human Services System are collaborating to provide behavioral health services at LCSC. Additionally, LCSC links clients to all available benefits, such as food stamps, WIC, and the Social Security Office.
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List and describe services and facilities that meet the needs of homeless persons, particularly chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth. If the services and facilities are listed on screen SP-40 Institutional Delivery Structure or screen MA-35 Special Needs Facilities and Services, describe how these facilities and services specifically address the needs of these populations.
LCSC’s program, Breathing Room, is one program that provides a rent-free, furnished and equipped two-bedroom apartment
for up to 30 days to Lakewood residents Lakewood residents who at are imminent risk of homelessness or who have become
homeless, but have the financial means to secure appropriate housing by the end of their stay. In addition to providing shelter,
LCSC offers these families on-site programs, supportive services, case management, emergency food, and support for ongoing
household stability. Having the ability to remain in their hometown provides an element of comfort and stability to
individuals/households during a period of crisis. Children can continue to attend the same school, friends and family are close
by, and transportation options for work, school, and/or shopping are familiar. Having a 30-day respite from the financial burden of paying rent, utilities, and food has a positive impact on an individual or family who is dealing with a crisis.
In the event that demand for the unit exceeds the availability, LCSC staff work with the client(s) to develop an alternative
temporary housing solution with family or friends, or another non-profit agency that provides housing. Agencies with which
LCSC has a long-standing relationship include, Emerald Network Development Corporation (EDEN), Cuyahoga Metropolitan
Housing Authority, the Veteran’s Administration, Frontline Services, the Centers for Families and Children, Lutheran Metropolitan Ministries, and Catholic Charities.
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MA-45 Non-Housing Community Development Assets - 91.410, 91.210(f)
Introduction
Cuyahoga County is the center of the largest metropolitan area in Ohio. Industrial growth
in the 19th century was stimulated by the Civil War, which increased demand for
machinery, railroad equipment, and ships. Greater Cleveland has long been known as a
durable goods manufacturing area. Following the national trend, however, Cleveland has
been shifting to a more services-based economy. Greater Cleveland is a world corporate
center for leading national and multinational companies in industries including transportation, insurance, retailing, utilities, and commercial banking and finance.
Major Employment Sectors
The City of Lakewood has about 19,700 workers who live in the community and about 9,700
jobs in the city. The largest employment sectors based on share of jobs are Education and
Health Care Services (30%), Arts, Entertainment, and Accommodations (17%), and Retail Trade (14%). These three sectors represent almost 6,000 jobs.
The diversity of Lakewood’s economy is also evident in that the next four largest
employment sectors based on share of jobs – Finance, Insurance, Real Estate; Professional,
Scientific, Management Services; Other Services; and Manufacturing – represent 600 to more than 800 jobs each.
Workforce and Infrastructure Needs of the Business Community
An educated and appropriately trained workforce, along with overall workforce educational
attainment and ongoing training, are all priorities. In Lakewood, these needs particularly
apply to the education, health care, and manufacturing sectors, where technical knowledge
and continually updated training are important.
Multiple interstate freeway interchanges and commercial arterial roads are both important
to the local economy in Lakewood. Roadway investment is an ongoing need for the
industrial and commercial districts. In a fully built-out city such as Lakewood, there is also a need for buildings or sites ready to meet the expansion and relocation plans of companies.
Planned Investments
The primary initiative being implemented during the planning period that promises
significant economic impact is Lakewood’s Madison on the Move (MOM) Streetscape Project.
This comprehensive, multi-year effort will concentrate more than $6,000,000 in local,
regional, public, and private sector investments along three miles of Madison Avenue, one
of Lakewood’s important commercial thoroughfares. MOM will create a more multi-modal,
economically vibrant corridor through road resurfacing, water main replacement,
streetscape enhancements, public facility improvements, upgraded traffic signalization, and strengthened cycling and pedestrian networks.
Workforce Skills and Education
The 2007-2011 ACS data emphasized the correlation of education and employment, along
with the generational change occurring in Lakewood. One-fifth of Lakewood residents age
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65 years and over have educational attainment of less than a high school degree, compared
to 6% of residents age 25-44. In addition, for the most recent twelve month period,
Lakewood residents with a Bachelor’s degree earned 73% more than a person with only a high school degree.
Workforce Training Initiatives
There are a variety of workforce training initiatives and opportunities available for Lakewood
residents and workers that focus on health care and other employment sectors, including
programs at the University of Akron – Lakewood, Cuyahoga Community College and
OhioMeansJobs. Also, the Northeast Ohio Council on Higher Education works with the
business community to align higher education curricula with employer needs. Finally, Team
NEO is a regional organization that focuses on Northeast Ohio business attraction and expansion.
Labor Force Total Population in the Civilian Labor Force 31,839
Civilian Employed Population 16 years and
over 28,913
Unemployment Rate 9.19
Unemployment Rate for Ages 16-24 31.62
Unemployment Rate for Ages 25-65 6.84
Table 8 - Labor Force Data Source:
2007-2011 ACS
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Occupations by Sector Number of
People
Management, business and
financial 8,351
Farming, fisheries and forestry
occupations 1,127
Service 3,101
Sales and office 7,375
Construction, extraction,
maintenance and repair 1,331
Production, transportation and
material moving 910
Table 9 – Occupations by Sector Data Source:
2007-2011 ACS
Travel Time Travel Time Number Percentage
< 30 Minutes 18,677 68%
30-59 Minutes 7,509 27%
60 or More Minutes 1,369 5% Total 27,555 100%
Table 10 - Travel Time Data Source:
2007-2011 ACS
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Education:
Educational Attainment by Employment Status (Population 16 and Older) Educational Attainment In Labor Force
Civilian
Employed
Unemployed Not in Labor
Force
Less than high school graduate 1,313 186 566
High school graduate (includes
equivalency) 4,696 756 1,593
Some college or Associate's degree 6,757 668 1,409
Bachelor's degree or higher 11,165 501 1,236
Table 11 - Educational Attainment by Employment Status Data Source:
2007-2011 ACS
Educational Attainment by Age Age
18–24
yrs
25–34
yrs
35–44
yrs
45–65
yrs
65+ yrs
Less than 9th grade 50 111 197 264 330
9th to 12th grade, no diploma 909 382 330 781 901
High school graduate, GED, or
alternative 1,586 2,029 1,465 3,551 1,810
Some college, no degree 1,612 2,091 1,729 2,796 1,168
Associate's degree 265 807 519 916 152
Bachelor's degree 1,133 3,833 1,991 2,707 803
Graduate or professional degree 107 1,286 1,202 1,883 581 Table 12 - Educational Attainment by Age
Data Source:
2007-2011 ACS
Educational Attainment – Median Earnings in the Past 12 Months Educational Attainment Median Earnings in the Past 12 Months
Less than high school graduate 15,572
High school graduate (includes
equivalency) 23,310
Some college or Associate's degree 30,485
Bachelor's degree 40,239
Graduate or professional degree 56,171
Table 13 - Median Earnings in the Past 12 Months Data Source:
2007-2011 ACS
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Based on the Business Activity table above, what are the major
employment sectors within your jurisdiction?
The City of Lakewood has about 19,700 workers who live in the community and about 9,700
jobs in the city. The largest employment sectors based on share of jobs are Education and
Health Care Services (30%), Arts, Entertainment, and Accommodations (17%), and Retail
Trade (14%). Even though many Lakewood residents work in other communities, these
three sector still result in a net influx of workers into the community and represent almost 6,000 jobs.
The diversity of Lakewood’s economy is also evident in that the next four largest
employment sectors based on share of jobs still equal 30% of all jobs: Finance, Insurance,
Real Estate (9%), Professional, Scientific, Management Services (8%), Other Services (7%),
and Manufacturing (6%). These four sectors represent between 600 and more than 800 jobs each.
Describe the workforce and infrastructure needs of the business
community:
Workforce Needs
Cuyahoga County’s Economic Development Plan has quoted Federal Reserve Bank of
Cleveland research outlining the importance of education and innovation in the income
growth of a region. Innovation creates jobs and improves productivity, but it requires an
educated and appropriately trained workforce. Improving the overall educational attainment
of the Cuyahoga County workforce, as well as ongoing training for new and veteran workers
is also a priority. In Lakewood, these needs particularly apply to the education, health care,
and manufacturing sectors, where technical knowledge and continually updated training are
important.
Infrastructure Needs
Interstate 90 is situated along the southern boundary of Lakewood, and the roadway
includes four interchanges serving the city. The industrial district of Lakewood is located in
the southeast corner of the community along Berea Road. The city’s two principal
commercial thoroughfares, Detroit Avenue and Madison Avenue, are both oriented in an
east/west direction and run the entire length of the city. Additional commercial areas are located on West 117th Street, as well as portions of Sloane Avenue and Warren Road.
Roadway investment is an ongoing need for the business districts. Well maintained roads
result in less cumulative wear to vehicles of employees, customers, and freight
haulers/delivery firms. In commercial districts, roadway work must be supplemented with
improvements to sidewalks and parking areas, as well as items such as street furniture and plantings, in order to create an inviting shopping area.
The City of Lakewood has an ongoing capital plan for infrastructure investments. Funding
sources include municipal funds, along with the Ohio Public Works Commission annual grant
program.
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Cuyahoga County’s Economic Development Plan has also recognized the need for sites
ready to meet the expansion and relocation plans of companies. Some sites need
environmental remediation, while others are obsolete in terms of modern manufacturing
layout. In response, the County is working to increase funding toward the goal of having more sites ready for development when needed.
Describe any major changes that may have an economic impact,
such as planned local or regional public or private sector investments or initiatives that have affected or may affect job and
business growth opportunities during the planning period. Describe any needs for workforce development, business support or
infrastructure these changes may create.
The primary initiative being implemented during the planning period that promises
significant economic impact is Lakewood’s Madison on the Move (MOM) Streetscape Project.
This comprehensive, multi-year effort will concentrate more than $6,000,000 in local,
regional, public, and private sector investments along three miles of Madison Avenue, one
of Lakewood’s four slum-blight designated Commercial Improvement Target Area boundary roads.
Madison on the Move will create a more multi-modal, economically vibrant corridor through
road resurfacing, water main replacement, streetscape enhancements, public facility
improvements, upgraded traffic signalization, and strengthened cycling and pedestrian
networks. Beyond sorely needed street resurfacing, MOM integrates targeted accessibility
improvements including installation of transit waiting environments in the city’s most transit
dependent neighborhoods as well as pedestrian and cyclist amenities including sharrows,
benches, trash receptacles, and bike racks. Lakewood residents have been actively involved
in the project from its inception through participation in the Mobility Committee of the city’s
Community Vision Master Plan development process and public hearing comments. CDBG-
funded activities critical to MOM’s success include Commercial Property Revitalization, Infrastructure Improvements, and Public Facilities Improvements.
How do the skills and education of the current workforce correspond
to employment opportunities in the jurisdiction?
Workers employed in Lakewood are a combination of persons who also reside in Lakewood
or travel into the city for work. Regardless of a worker’s home community, the workforce issues are similar. The dominant issue is the ongoing need for more education and training.
Tables 5 and 6, which show data from the 2007-11 American Community Survey,
emphasize the correlation of education and employment, along with the generational
change that is occurring in Lakewood. Looking at the ratio of employed to unemployed
persons in the labor force, roughly one out of seven persons with a high school degree or
less were unemployed. The number of unemployed persons dropped to one-in-ten for
persons with some college or Associate’s degree, and one-in twenty-five for persons with a bachelor’s degree or higher.
The attainment of additional education beyond high school is beneficial to the health care
field and many other employers in Lakewood and nearby communities. Generationally,
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21% of Lakewood residents age 65 years and over have educational attainment of less than
a high school degree, compared to 6% of residents age 25-44. Conversely, 54% of
Lakewood residents age 25-44 have an Associate’s, Bachelor’s, or graduate/professional
degree, compared to only 27% of residents age 65 and over. In addition, ACS data also
showed that for the most recent twelve month period, Lakewood residents with a Bachelor’s
degree earned 73% more than a person with only a high school degree ($40,239 vs.
$23,310).
Describe any current workforce training initiatives, including those supported by Workforce Investment Boards, community colleges and
other organizations. Describe how these efforts will support the jurisdiction's Consolidated Plan.
A broad variety of workforce training initiatives and opportunities are available to Lakewood
residents and workers that focus on multiple employment sectors including:
Cuyahoga Community College (CCC): CCCs Workforce and Economic Development
Division focuses on employee training programs and professional development. The Center
of Health Industry Solutions offers 10 programs, multiple information technology programs,
and courses in accounting, finance, business, and teaching/education. CCCs Corporate
College provides professional training and development customized for individual
businesses. Programs are delivered either off-site at the company facility or on-site at one of the Corporate College campuses.
University of Akron – Lakewood: This new branch of the university, located in downtown
Lakewood, offers a variety of courses and programs. UA Lakewood is also a hub for distance
learning courses taught through the main university campus. Lakewood offerings include general education, social work, education, nursing, and business administration.
OhioMeansJobs|Cleveland-Cuyahoga County (OMJ|CC): A collaborative workforce
system of the City of Cleveland and Cuyahoga County that assists both employers and job
seekers. The Area 3 Workforce Investment Board (WIB) serves as the advisory body for the
City of Cleveland and Cuyahoga County Departments of Workforce Development. The
system uses a demand-based model driven by employer needs. Both on-the-job training
and new hire programs exist. The Workforce Investment Act (WIA) Certified Training
Providers includes healthcare training.
Northeast Ohio Council on Higher Education (NOCHE): NOCHE's 16-county coverage
area encompasses about 30 higher education institutions with more than 226,000 degree-
seeking students and grant more than 35,000 certificates and degrees annually. NOCHE
focuses on talent development programs linking the higher education and business
communities to enhance college access and completion; address workforce needs; and
promote and facilitate experiential learning, which connects classroom learning with
professional practice for students and improves recruitment and retention efforts for
employers.
Team NEO: A regional, private-sector organization that focuses on business attraction and
expansion into 18 Northeast Ohio counties. Team NEO emphasizes the strong regional
history of innovation and traditional manufacturing has evolved into advanced
manufacturing and focuses on the following key industries in the Cleveland region:
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aerospace and aviation, automotive, biomedical/medical devices, food processing,
headquarters and professional services, instruments/controls and electronics, information
technology, metal production and fabrication, oil and gas, and polymers and materials.
Goodwill Industries of Greater Cleveland and East Central Ohio: Provides a
comprehensive set of services designed to improve employment skills including: vocational
evaluation, career counseling, work-related skills training, jobs search, and the Center for Entrepreneurial Success.
Employment Services Program: Administered by Lakewood Community Services Center
(LCSC), this CDBG-funded program provides direct, intensive employment services for low-
moderate income individuals already participating in LCSCs food and housing programs.
Clients undergo a thorough assessment to identify strengths, abilities, experiences,
challenges and barriers; work closely with an Employment Specialist to create and
implement an Individualized Employment Plan; and participate in a Job Club that focuses on job readiness, search and interviewing skills; networking; and resume writing.
Does your jurisdiction participate in a Comprehensive Economic Development Strategy (CEDS)?
No
If so, what economic development initiatives are you undertaking that may be coordinated with the Consolidated Plan? If not, describe
other local/regional plans or initiatives that impact economic growth.
Other local/regional plans or initiatives that impact economic growth:
Economic Development Plan - Cuyahoga County
This plan, updated annually by Cuyahoga County government, focuses on the areas of
innovation, investment, collaboration, and education as themes for County economic
development decisions. Although primarily intended to be implemented with funds other
than dollars provided by HUD, the Plan emphasizes that investments should create high-
quality, well-connected places, ensure access to and preparation for jobs and careers, and
accelerate business growth. The Consolidated Plan Strategic Plan goals, using HUD funds,
reinforce these investment objectives of the Cuyahoga County Economic Development Plan. http://development.cuyahogacounty.us/en-US/EDCPlan-ExeSummary-053111.aspx
Rebuilding as One: A Common Sense Approach to Housing In Cuyahoga County - Northeast Ohio First Suburbs Consortium
This 2013 report outlines issues and strategies to address housing issues, particularly in the
Cuyahoga County suburbs that geographically form the first ring of development beyond
Cleveland. Building on the Cuyahoga County Economic Development Plan goal of creating
high-quality, well-connected places that provide our residents with great communities to
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live, work, and play, the report emphasizes strategies focusing on the four policy areas of
preserving older housing stock, reducing vacancy and blight, tax base strengthening, and
promoting stability. The Consolidated Plan Strategic Plan goals focus significant housing
funds on investment in existing housing through rehabilitation and homebuyer programs
plus code enforcement, which reinforce the strategies of the Rebuilding as One report.
Funded by a HUD/USDOT/USEPA Partnership for Sustainable Communities Initiative grant,
this twelve county regional project guided by 33 organizations developed a vision for the
future of Northeast Ohio. The eight objectives include promoting investment in established
communities, developing the regional economy with accessible employment opportunities,
and enhancing the regional transportation network. The Consolidated Plan Strategic Plan
goals focus on investing funds in housing, businesses, and infrastructure in developed
neighborhoods, commercial districts, and industrial areas, which reinforce the goals of Vibrant NEO 2040. http://vibrantneo.org
Western Reserve Plan - Cuyahoga County
This 2012 document approved by Cuyahoga County government is a framework for
addressing the issue of consolidating and improving service delivery among the many
communities in the county. The plan contains 12 key areas including incorporating
economic inclusion as a guiding principle in economic development strategies, adopting
collaborative approach to the foreclosure crisis and its aftermath, and aligning and
coordinating public and private resources to address human service needs. The Consolidated
Plan Strategic Plan goals focus on investing funds in economic opportunities, housing
programs, and public services for low-and moderate-income individuals and families, which
reinforce the goals of the Western Reserve Plan. http://www.westernreserveplan.org
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MA-50 Needs and Market Analysis Discussion
Are there areas where households with multiple housing problems are concentrated? (include a definition of "concentration")
HUD defines “housing problems” as one or more of the following:
Substandard Housing (Lacking complete plumbing or kitchen facilities)
Overcrowded (Housing more than 1.01 persons per room excluding bathrooms, porches,
foyers, halls or half rooms)
Housing Cost Burden (Housing costs that are more than 30% of the household’s total
gross income. For renters, cost includes rent paid plus utilities. For owners, cost includes mortgage payments, taxes, insurance, and utilities.)
Household Has No/Negative Income (Households whose income is zero or negative due to self-employment, dividends, and net rental income.
A “concentration” of multiple housing problems can be defined as households who
experience multiple housing problems at a greater rate (10 percentage points or greater)
than the households for the City of Lakewood as a whole. The CPD Maps Reports for
Lakewood, prepared by HUD, showed that of the 24,800 households in Lakewood, 39.2%
(9,721 households) had one or more of the “housing problems” listed above. Cost burden
was the major problem cited by most of the households having one or more “housing
problems.” Only very small percentages of households lived in housing that was substandard or in over-crowded conditions.
Map-Concentration of ELI with Any Housing Problems showed that there was a 49.2%
or greater (39.2% plus 10 percentage points) concentration of Extreme Low Income (ELI)
households with one or more housing problems. This concentration occurred in all census
tracts in Lakewood except CT 1607, CT 1608 and CT 1616. Maps-Percent and
Concentration of LI With Any Housing Problems showed that there was a 49.2% or
greater concentration of Low Income (LI) households with one or more housing problems.
This concentration occurred in in all census tracts except CT 1605, CT 1608, CT 1609, CT
1610, CT 1613, and CT 1616. Maps-Percent and Concentration of MI With Any
Housing Problems showed that there was a 49.2% or greater concentration of Moderate
Income (MI) households with one or more housing problems. This concentration occurred in CT 1602, CT 1615, CT 1617, and CT 1618.
Are there any areas in the jurisdiction where racial or ethnic minorities or low-income families are concentrated? (include a
definition of "concentration")
A concentration of racial/ethnic persons or low-income households can be defined as
person/household racial or income types that occur in an area at a greater rate (10
percentage points or greater) than the person/household types for the City of Lakewood as a whole.
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Of the 52,674 persons in Lakewood, 5.99% (3,154 persons) were Black or African
American. Using the above-cited definition of “concentration,” there was not a 15.99% or
greater “concentration” of Black or African Americans living in any Census Tracts in Lakewood (Maps-Percent and Concentration of Black or African Americans):
Of the 24,800 households in Lakewood, 28.7% of households with incomes 0-50% of HAMFI
(3,975 Extreme Low Income [ELI] Households with incomes that were 0-30% of HAMFI and
3,085 Low Income [LI] Households with incomes that were 31-50% of HAMFI). Using the
above-cited definition of “concentration,” there was a 38.7% or greater “concentration” of
Low Income Households (households with incomes 0-50% of HAMFI) living in the following Census Tracts (Map-Concentration of Low Income Households):
Low Income Households:
CT 1605, located in the northeast central part of the city (44%/785 Households)
CT 1606.02, located in the northeast part of the city (42%/640 Households)
CT 1616, located in the southeast part of the city (46%/450 Households)
CT 1617, located in the southeast part of the city (40%/390 Households)
CT 1618, located in the southeast part of the city (60%/330 Households)
What are the characteristics of the market in these areas/neighborhoods?
The households living in the areas of “concentration” listed above have median incomes that
are significantly below the City’s median household income of $43,139 (2007-11 ACS).
There are also higher poverty and unemployment rates than the citywide rates of 15.07% poverty and 8.16% unemployment.
In terms of housing, most of the areas of “concentration” listed above exhibited higher
vacancy rates than the citywide rate, which was about 11%. Only about one-fifth of the
areas listed had percentages of older rental housing stock built before 1950 that exceeded
the citywide percentage of about 72%. Median contract rent and median home values were
generally lower when compared to citywide figures. All of the areas listed exhibited median
rents that were below the City’s median rent of $589. Most of all home values in the areas listed were below the City’s median value of $136,500.
Are there any community assets in these areas/neighborhoods?
To Be Completed Prior to Final Submission
Are there other strategic opportunities in any of these areas?
To Be Completed Prior to Final Submission
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Percent of ELI Households With Any Housing Problems
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Concentration of ELI Households With Any Housing Problems
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Percent of LI Households With Any Housing Problems
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Concentration of LI Households With Any Housing Problems
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Percent of MI Households with Any Housing Problems
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Concentration of MI Households With Any Housing Problems
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Percent of Black or African Americans
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Concentration of Black or African Americans
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Concentration of Low Income Households
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Strategic Plan
SP-05 Overview
Strategic Plan Overview
The FY 2015-19 Plan outlines Lakewood’s five-year priorities, anticipated financial
resources, partners, and programs to address the needs outlined in Needs Assessment and
Market Analysis. The five-year framework is linked to the FY 2015 Annual Plan, which
describes activities to be implemented. The annual activities and long-term goals/priorities
must meet one of HUD’s statutory objectives: providing decent affordable housing, creating
a suitable living environment, or expanding economic opportunities (attachment). In
addition to meeting a statutory objective, HUD expects activities to reflect at least one
outcome: availability/accessibility, affordability, or sustainability (attachment).
PRIORITY NEEDS
Lakewood has identified four High priority needs for the next five years:
Affordable Housing: maintain and create homeownership, which is key for neighborhood
stability. Work will focus on rehabilitation activities, down-payment assistance, and a limited amount of new construction.
Non-homeless Persons with Special Needs: improve the condition and energy efficiency
of housing and offer services to assist persons to remain in their home, focused on elderly,
frail elderly, and persons with physical disabilities. See Homelessness priority for domestic violence victims.
Non-Housing Community Development: revitalize commercial/industrial areas with
infrastructure/public facility investments and economic development programs to retain and attract residents and offer a desirable environment for businesses to invest.
Homelessness: prioritize funding for homelessness prevention activities and emergency
shelter space, linked with case management services. These activities will improve
household stability and assist individuals and families toward self-sufficiency. Victims of domestic violence will be a priority for services.
Public Housing was noted as a Low priority need due to the agencies that assist persons in a countywide system.
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ANTICIPATED FINANCIAL RESOURCES
The City will utilize various funding sources to address priorities. The main sources will be
CDBG funds as an entitlement community, and HOME funds as a Cuyahoga Housing Consortium member.
PARTNERS
The City’s “institutional delivery structure” will use City departments, along with non-profit
organizations for community development, housing services, public services, and fair housing programs.
GOALS AND PROGRAMS
Lakewood has identified five goals, through which programs will be implemented during the next five years:
Improve, Maintain, and Expand Affordable Housing: provide programs for renters and
owners, including down-payment assistance, rehabilitation, new construction,
weatherization/energy efficiency, and correction of building code violations. Eligible areas will receive building code enforcement services.
Revitalize Residential Neighborhoods: improve the physical condition, health, and
safety of neighborhoods with projects such as improvements to rights-of-way, water and/or sewer lines, and/or public facilities. The City may demolish blighted structures.
Increase Economic Opportunities: provide public infrastructure improvements to aid
economic development; assist for-profit commercial or industrial firms with rehabilitation,
removal of blighted structures or conditions in commercial districts, and/or new construction
activities designed to create or retain jobs; eliminate substandard or blighted building conditions.
Provide Needed Public Services: focus on the elderly, frail elderly, and persons with
physical disabilities to improve the condition and energy efficiency of housing, as well as
services to assist persons to remain in their homes. See Homelessness goal for domestic violence victims.
The City will also assist service activities on issues such as – but may not be limited to –
children/youth, employment, food assistance, health, and homebuyer/foreclosure
counseling, and fair housing.
Reduce Homelessness and At-Risk Homelessness: assist individuals or families who
are homeless or at-risk of homelessness. Prevention activities will target extremely low
income renters (0% - 30% MFI) with services such as limited rent and utility assistance,
along with case management. The emergency shelter component will provide short-term
shelter for persons displaced by eviction, environmental issues (utility shut off, uninhabitable housing), or domestic violence, along with case management services.
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OTHER STRATEGIES
The Strategic Plan discusses other strategies for the next five years regarding lead-based paint hazards and anti-poverty, plus a description of procedures to monitor activities.
Geographic Area Table 14 - Geographic Priority Areas
General Allocation Priorities Describe the basis for allocating investments geographically within the state
HUD describes a “locally designated area” as an area where geographically targeted
revitalization efforts are carried out through multiple activities in a concentrated and
coordinated manner. Furthermore, target areas allow grantees to communicate a higher
priority for one or more areas over the jurisdiction as a whole and to call out priority needs
and goals for specific geographic areas (eCon Planning Suite Desk Guide, February 14, 2014 version, page 155).
Based on the above definition, the City of Lakewood does not direct any assistance solely on
the basis of geographic areas. Many programs have eligibility requirements based upon
characteristics of the individual or family, such as age or age and income. Program
eligibility regarding specific buildings often involves the extent of the repair needs of the structure, which is commonly referred to as the “slum/blight” status.
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SP-25 Priority Needs - 91.415, 91.215(a)(2)
Priority Needs Table 15 – Priority Needs Summary
1 Priority Need
Name
Affordable Housing
Priority Level High
Population Extremely Low
Low
Moderate
Large Families
Families with Children
Elderly
Geographic
Areas
Affected
Citywide
Associated
Goals
Improve, Maintain, and Expand Affordable Housing
Description The City of Lakewood will prioritize housing-related funding on
maintaining and creating homeownership, which is important to
neighborhood stability. Rehabilitation activities will ensure that housing
is safe and meets the needs of existing homeowners. Downpayment
assistance, focused toward qualified renters, will create new
homeowners. Strategically located new construction of single-family
homes will be available for purchase only by owner-occupants.
The City of Lakewood will also undertake rental rehabilitation activities,
which will improve the quality and safety of renter-occupied housing
units.
Basis for
Relative
Priority
A High Level priority was chosen for homeownership and rehabilitation
activities in order to maintain and improve neighborhood stability. The
recent recession has increased the number of homeowners in need of
assistance to maintain and repair their properties, which can be
addressed through a rehabilitation program. In addition, many renters
are homeownership candidates through downpayment assistance
and/or new construction program. The rental rehabilitation program
will improve the quality and safety of housing units. Weatherization
work is available for income-eligible owners and renters through the
State of Ohio's Home Weatherization Assistance Program, which will
lower overall housing costs.
2 Priority Need
Name
Non-homeless Persons with Special Needs
Priority Level High
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Population Elderly
Frail Elderly
Persons with Physical Disabilities
Victims of Domestic Violence
Geographic
Areas
Affected
Citywide
Associated
Goals
Provide Needed Public Services
Description The City of Lakewood has rated the elderly, frail elderly, persons with
physical disabilities, and victims of domestic violence as a priority for
housing assistance. The City will fund programs to improve the
condition and energy efficiency of housing, as well as services to assist
persons to remain in an independent living situation. Victims of
domestic violence will be provided with short-term housing solutions
(see also the Homelessness goal).
Basis for
Relative
Priority
A High Priority level was chosen because the elderly, persons with
physical disabilities, and victims of domestic violence are among the
most vulnerable segments of the population.
The remaining special populations are not checked because programs
and services for these groups originate with other public agencies and
nonprofit organizations. The City will consider certifications of
consistency for other entities' applications for Federal assistance.
3 Priority Need
Name
Non-Housing Community Development
Priority Level High
Population Non-housing Community Development
Geographic
Areas
Affected
Citywide
Associated
Goals
Revitalize Residential Neighborhoods
Increase Economic Opportunities
Provide Needed Public Services
Description The City of Lakewood has rated infrastructure needs, public facility
needs, and commercial/industrial revitalization as priorities for
funding. As an older community, Lakewood must reinvest in its public
infrastructure and facilities to continue to retain and attract residents
and offer a desirable environment for business employees. The City
must also work creatively with businesses to maintain and expand the
community's employment base.
Basis for
Relative
Priority
A High Priority level was chosen because these types of projects
encourage reinvestment in neighborhoods by property owners. These
types of projects also assist in the revitalization of commercial areas,
which leads to job retention and creation.
4 Priority Need
Name
Homelessness
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Priority Level High
Population Extremely Low
Large Families
Families with Children
Individuals
Families with Children
Mentally Ill
Chronic Substance Abuse
veterans
Persons with HIV/AIDS
Victims of Domestic Violence
Geographic
Areas
Affected
Citywide
Associated
Goals
Reduce Homelessness and At-Risk Homelessness
Description The City of Lakewood will prioritize homelessness-related funding for
both homelessness prevention activities and the provision of
emergency shelter space, linked with case management services.
These activities will improve household stability and assist individuals
and families toward self-sufficiency. Victims of domestic violence will
be a priority for services.
As part of these activities, the following types of persons may be
served as part of case management services, although they are not a
specific target for services: persons with mental health issues,
substance abuse issues, persons who are military veterans, and/or
persons with HIV/AIDS.
Basis for
Relative
Priority
A High Priority level was chosen because homeless persons and
extremely low-income persons at-risk of homelessness are a
vulnerable segment of Lakewood's population, and requests for
services illustrate that there is an ongoing need. These programs will
provide services within Lakewood for Lakewood residents.
5 Priority Need
Name
Public Housing
Priority Level Low
Population Public Housing Residents
Geographic
Areas
Affected
Associated
Goals
Description There are no public housing units in Lakewood. Programs to assist
public housing residents are administered on a countywide level
through the Cuyahoga Metropolitan Housing Authority and the Parma
Public Housing Agency.
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Basis for
Relative
Priority
A Low Priority level was chosen because this housing need is
addressed by other agencies on a countywide basis.
The 5-year Consolidated Plan for 2015 - 2019 must identify the federal, state, local, and private resources expected to be
available to the City of Lakewood to address priority needs and specific objectives identified in the Strategic Plan. Lakewood is a
direct entitlement community for the HUD-funded Community Development Block Grant (CDBG) and Emergency Solutions
Grant (ESG) programs and receives an annual allocation from each. Resources the city anticipates receiving during the FY15 through FY19 consolidated planning period appear below.
Anticipated Resources Program Source
of
Funds
Uses of Funds Expected Amount Available Year 1 Expected
Amount
Available
Reminder
of
ConPlan
$
Narrative
Description Annual
Allocation:
$
Program
Income:
$
Prior Year
Resources:
$
Total:
$
CDBG public -
federal
Acquisition
Admin and
Planning
Economic
Development
Housing
Public
Improvements
Public Services 1,700,000 250,000 0 1,950,000 6,800,000
CDBG Funds will
leverage private
funding, as well as
additional public
funds from local,
state, federal funding
sources.
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Program Source
of
Funds
Uses of Funds Expected Amount Available Year 1 Expected
Amount
Available
Reminder
of
ConPlan
$
Narrative
Description Annual
Allocation:
$
Program
Income:
$
Prior Year
Resources:
$
Total:
$
ESG public -
federal
Conversion and
rehab for
transitional
housing
Financial
Assistance
Overnight
shelter
Rapid re-
housing (rental
assistance)
Rental
Assistance
Services
Transitional
housing 140,000 0 0 140,000 560,000
ESG funds are
matched at least
dollar for dollar by
eligible sources per
program
requirements.
Table 16 - Anticipated Resources
Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied
To maximize the effort and impact of federal funds, Lakewood is responding proactively, assertively, and definitively to
dramatic cuts from nearly every source (federal CDBG, ESG, and HOME funding; the state of Ohio Local Government Fund;
property tax revenues) and the near exhaustion of its federal stimulus funding (HPRP, CDBG-R, NSP) by requiring sub-
recipients to commit significant leveraged and matching resources toward total project costs. Moreover, CDBG and ESG
typically represent a relatively small percentage of the total resources necessary to complete a given activity or project.
Lakewood requires all sub-recipients to leverage or match city resources with those garnered from other eligible sources
including, but not limited to, non-CDBG/ESG federal funds, municipal General Fund monies, lending institutions, foundations,
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government entities (county or state), earned revenue, volunteer time (valued at $10/hour or the market rate for professional services), and in-kind donations.
ESG sub-recipients must meet or exceed (and sufficiently document) provision of the program’s required dollar-for-dollar match from eligible sources.
If appropriate, describe publically owned land or property located within the state that may be
used to address the needs identified in the plan
N/A
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SP-40 Institutional Delivery Structure - 91.415, 91.215(k) Explain the institutional structure through which the jurisdiction will carry out its
consolidated plan including private industry, non-profit organizations, and public
institutions.
Responsible Entity Responsible Entity
Type
Role Geographic Area
Served
City of Lakewood -
Division of Aging
Government public services Jurisdiction
City of Lakewood -
Division of Building
and Housing
Government Planning Other
City of Lakewood -
Division of
Community
Development
Government Economic
Development
Non-homeless
special needs
Ownership
Rental
Jurisdiction
City of Lakewood -
Division of Early
Childhood
Government public services Jurisdiction
City of Lakewood -
Department of
Planning and
Development
Government Economic
Development
Planning
Jurisdiction
City of Lakewood -
Department of Public
Works
Government neighborhood
improvements
public facilities
Domestic Violence
Center
Non-profit
organizations
public services Jurisdiction
Housing Research &
Advocacy Center
Non-profit
organizations
Planning Jurisdiction
LakewoodAlive Non-profit
organizations
Ownership
public services
Jurisdiction
Lakewood
Community Services
Center
Non-profit
organizations
public services Jurisdiction
North Coast Health Non-profit
organizations
public services Jurisdiction
Table 17 - Institutional Delivery Structure
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Assess of Strengths and Gaps in the Institutional Delivery System
As stated in the HUD Desk Guide instructions, the entries in Table 15 represent the lead
agency and other entities that will have a major role in administering funding activities during the next five years, rather than a list of all potential subrecipients.
The institutional structure through which Lakewood administers federal funds and programs
is comprised of a diverse coalition of partners the City has built to facilitate the achievement
of its Consolidated Plan goals and objectives. Lakewood’s Citizen Advisory Committee and
city residents are continuously involved in decisions regarding the allocation and
expenditure of federal funds via the Citizen Participation Process. In addition to Lakewood
residents, this institutional structure encompasses subrecipients (city departments/divisions
and external not-for-profit organizations), regional entities, social service agencies, faith-
based organizations, private lenders, developers, municipalities (particularly those bordering Lakewood), and government (county, state, federal) agencies.
The City has qualified partners capable of carrying out their activities. There are no major
gaps in the institutional delivery system.
Availability of services targeted to homeless persons and persons with HIV and mainstream services
Homelessness
Prevention Services
Available in the
Community
Targeted to
Homeless
Targeted to
People with HIV
Homelessness Prevention Services
Counseling/Advocacy X X
Legal Assistance X X
Mortgage Assistance X X
Rental Assistance X X
Utilities Assistance X X
Street Outreach Services
Law Enforcement X X
Mobile Clinics X X
Other Street Outreach
Services X X
Supportive Services
Alcohol & Drug Abuse X X
Child Care X X
Education X X
Employment and
Employment Training X X
Healthcare X X
HIV/AIDS X X
Life Skills X X
Mental Health Counseling X X
Transportation X X
Other
Table 18 - Homeless Prevention Services Summary
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Describe how the service delivery system including, but not limited to, the services listed above meet the needs of homeless persons
(particularly chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied
In Table 16, "Available in the Community" and "Targeted to Homeless" have been answered based on a countywide response, rather than a response for a single jurisdiction.
The Cleveland/Cuyahoga County Office of Homeless Services (OHS), a division within
Cuyahoga County government, serves all 59 communities in Cuyahoga County. The OHS
coordinates the Cleveland/Cuyahoga County Continuum of Care, an extensive network of
public, private, and non-profit agencies that facilitate and/or provide, either directly or
indirectly, assisted housing, health services, and/or social services to persons in Cuyahoga
County who are homeless or at-risk of homelessness, including chronically homeless
individuals and families, families with children, veterans and their families, and unaccompanied youth.
Institutional Delivery Structure Serving Persons with HIV/AIDS
The HIV column in Table 16 was left blank because the jurisdiction is not the HOPWA
grantee for this metropolitan area. The HOPWA program is administered by the City of
Cleveland Office of HIV/AIDS Services on behalf of the five-county metropolitan area, which
receives primary funding from:
Federal HIV Prevention Grant - Ohio Department of Health (ODH) through the
Centers for Disease Control and Prevention (CDC)
Community Development Block Grants (CDBG) - Cleveland City Council
Housing Opportunities for Persons with AIDS (HOPWA) - U.S. Department of Housing
and Urban Development (HUD)
STD Prevention Grant - Ohio Department of Health (ODH) through the Centers for
Disease Control and Prevention (CDC)
These public funds are combined with grants and private sector resources to enable
coordination and direction of the overall response to HIV/AIDS in Cleveland, Cuyahoga
County, and the metropolitan area in cooperation with community-based organizations,
governmental bodies, advocates, and people living with HIV/AIDS. More information is
available from the City of Cleveland Department of Public Health.
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Describe the strengths and gaps of the service delivery system for
special needs population and persons experiencing homelessness, including, but not limited to, the services listed above
SPECIAL NEEDS POPULATIONS – SERVICE DELIVERY SYSTEM
Strengths
The Cuyahoga Housing Consortium jurisdictions and its partners listed previously in this
section will continue to utilize their experience in providing housing-related programs and
public services to special needs populations such as the elderly, frail elderly, and persons
with physical disabilities. These activities would provide improvements or services to assist
persons to remain in their homes or improve the accessibility of the community’s facilities
and/or infrastructure.
For persons with mental disabilities, developmental disabilities, alcohol or other drug
addictions, or HIV/AIDS, Cuyahoga County has a strong network of public agencies and
nonprofit organizations that provide housing and support services to persons with special
needs. In turn, these agencies and organizations work to leverage other state and local
funds, plus financial support from foundations, companies, and individuals, to carry out their
programs. These providers constantly work to balance community needs, priorities, available funds, and the ability to deliver programs in a cost effective manner.
Gaps
In terms of special needs populations, the primary obstacle to fully addressing the needs
outlined in the Five-Year Plan is the overall level of funds available. Recent federal and state
budget issues related to social service programs may jeopardize the model that has been
created to combine affordable housing for special needs populations with needed social services.
HOMELESS – SERVICE DELIVERY SYSTEM
Strengths
The Cleveland/Cuyahoga County Continuum of Care (CoC), a network of local government,
business and non-profit organizations is coordinated through the Cleveland/Cuyahoga
County Office of Homeless Services. The CoC has reached a consensus on the causes and
problems of the homeless; made recommendations for effective solutions to prevent, and
more efficiently serve, the homeless and potentially homeless; and is implementing
methods to promote and adopt an effective countywide coordinated commitment to meet
the needs of the homeless.
Gaps
The 2014 HUD NOFA response by the Cleveland/Cuyahoga County Continuum of Care (CoC) noted strengths and gaps in the institutional structure and service delivery system:
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Transition by Individuals Out of Permanent Supportive Housing Units
Transition by individuals out of the HousingFirst Initiative permanent supportive housing
units to more independent, stable housing has been slower than anticipated.
Maintaining the Level of Housing Stability in Permanent Housing
In 2013, 98% of participants remained in, or exited to, permanent housing, however the total number of participants is expected to rise.
Increase the Income of Project Participants
In 2013, 56% of participants accessed non-employment income sources, but that
percentage could be larger.
Increase the Employment Income of Project Participants
The overall employment rate in 2013 for exiting CoC program participants was 16%. In
addition to the challenges to finding employment in the current economy, the HUD
emphasis on rapid re-housing shifts staff focus from helping clients get jobs while in shelter
as a threshold for accessing permanent housing, to leaving shelter to PH as quickly as
possible.
Increase the Percentage of Persons Accessing Mainstream Benefits
In 2013, 73% of participants in CoC funded projects obtained mainstream benefits.
Assist Households with Children Through Rapid Re-housing with McKinney-Vento
Act Funds
Currently, families with children are not assisted with rapid re-housing using McKinney-Vento Act funding.
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Provide a summary of the strategy for overcoming gaps in the
institutional structure and service delivery system for carrying out a strategy to address priority needs
SPECIAL NEEDS POPULATIONS – SERVICE DELIVERY SYSTEM
With the primary gap being the overall level of available funding, the Cuyahoga Housing
Consortium jurisdictions and its partners listed previously in this section will continue to
seek additional sources of funds to supplement dollars available through HUD and assist more persons.
Locally, significant funding is created by two countywide human services levies, which
voters have recently renewed and increased. These property tax levies provide funding to
meet the needs of residents countywide, including persons with special needs. Agencies and
organizations that receive these funds also work to leverage other public funds, plus financial support from foundations, companies, and individuals.
HOMELESS – SERVICE DELIVERY SYSTEM
The 2014 HUD NOFA response by the Cleveland/Cuyahoga County Continuum of Care (CoC)
noted strategies for overcoming gaps in the institutional structure and service delivery system:
Transition by Individuals Out of Permanent Supportive Housing Units
The CoC is working to implement a focused “move on” policy in the HousingFirst Initiative
projects to encourage 20% of current residents to move to more independent, stable
housing each year, including a partnership with the Cuyahoga Metropolitan Housing
Authority regarding Housing Choice Vouchers.
Maintaining the Level of Housing Stability in Permanent Housing
The CoC has created Housing Retention Specialist positions, who are involved in all cases
where clients are at risk of termination or eviction. The intervention is intended to prevent
the loss of housing or assistance, assure compliance with re-inspection requirements to
maintain eligibility, and/or reconnect the clients with case management and other
community stabilization assistance.
Increase the Income of Project Participants
Improving the percentage of participants receiving income from entry to exit will be
accomplished through focused efforts to assess and link clients more quickly. Through
Coordinated Assessment and Intake, the CoC will be better able to assess clients at shelter entrance to identify current income sources and potential benefit sources.
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Increase the Employment Income of Project Participants
By emphasizing support during the rapid re-housing process, a person is able to leave the
shelter without employment, and link with resources in the community to maintain housing
through employment. During the shelter stay, the CoC will promote more collaboration with
County Jobs and Family Services to link clients with Child Care vouchers; Work Force
Development, for training that can be started while the client is in shelter; and using Motivational Interviewing to help clients identify job options.
Increase the Percentage of Persons Accessing Mainstream Benefits
The CoC will attempt to increase this percentage by continuing the strategy of using the
Coordinated Assessment & Intake tool, which identifies client eligibility for income supports
and mainstream benefits. This is particularly helpful for veterans and chronically homeless persons.
Assist Households with Children Through Rapid Re-housing with McKinney-Vento Act Funds
Households with children will start to be funded using McKinney-Vento Act funds. First,
households with children will remain a priority population. Second, more federal and local
money will be directed toward this program. Third, reducing the average time from shelter
entry to rapid re-housing exit will enable more families to be assisted. The former average
shelter wait time, 62 days, has been reduced to 52 days. The goal is to reduce shelter stays
to 30 days or less through improved coordination among shelter staff, families, and Housing Locator staff.
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SP-45 Goals - 91.415, 91.215(a)(4) Goals Summary Information
Sort
Order
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs
Addressed
Funding Goal Outcome Indicator
1 Improve,
Maintain, and
Expand Affordable
Housing
2015 2019 Affordable
Housing
Affordable
Housing
Rental units rehabilitated:
50 Household Housing
Unit
Homeowner Housing
Rehabilitated:
300 Household Housing
Unit
Direct Financial Assistance
to Homebuyers:
85 Households Assisted
2 Revitalize
Residential
Neighborhoods
2015 2019 Non-Housing
Community
Development
Non-Housing
Community
Development
Public Facility or
Infrastructure Activities
other than Low/Moderate
Income Housing Benefit:
15000 Persons Assisted
Buildings Demolished:
30 Buildings
3 Increase
Economic
Opportunities
2015 2019 Non-Housing
Community
Development
Non-Housing
Community
Development
Facade
treatment/business
building rehabilitation:
35 Business
4 Provide Needed
Public Services
2015 2019 Non-Homeless
Special Needs
Non-Housing
Community
Development
Non-homeless
Persons with
Special Needs
Non-Housing
Community
Development
Public service activities
other than Low/Moderate
Income Housing Benefit:
42735 Persons Assisted
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Sort
Order
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs
Addressed
Funding Goal Outcome Indicator
5 Reduce
Homelessness and
At-Risk
Homelessness
2015 2019 Homeless Homelessness Homeless Person
Overnight Shelter:
200 Persons Assisted
Homelessness Prevention:
1250 Persons Assisted
Table 19 – Goals Summary
Goal Descriptions
1 Goal Name Improve, Maintain, and Expand Affordable Housing
Goal
Description
The City will administer several programs that improve, maintain, and expand owner- and renter-occupied
housing including severla rehabilitation financing mechanisms; first-time homebuyer down payment
assistance; home re-construction; and home weatherization.
2 Goal Name Revitalize Residential Neighborhoods
Goal
Description
The City will administer activities to improve the physical condition, health, and safety of residential
neighborhoods with projects such as improvements to rights-of-way, water and/or sewer lines, and/or
public facilities. The City may also fund activities to demolish blighted structures.
3 Goal Name Increase Economic Opportunities
Goal
Description
The City will administer the following types of programs which will increase economic opportunities in
Lakewood: provide public infrastructure improvements to aid economic development; assist for-profit
commerical or industrial companies with rehabilitation, removal of blighted structures or conditions in
commercial districts, and/or new construction activities designed to create or retain jobs; eliminate
substandard or blighted building conditions.
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4 Goal Name Provide Needed Public Services
Goal
Description
The City will administer programs related to the elderly, frail elderly, and persons with physical disabilities
as priorities. The City will administer programs to improve the condition and energy efficiency of housing,
as well as services to assist persons to remain in an independent living situation. For victims of domestic
violence, see the Homelessness-related goal.
The City will also assist service activities that maintain and improve neighborhood and household stability,
such as - but not limited to - programs related to children/youth, health, employment, food assistance, and
homebuyer/foreclosure counseling.
The City will also provide fair housing services for both the rental and home purchase markets, along with
tenant/landlord services.
5 Goal Name Reduce Homelessness and At-Risk Homelessness
Goal
Description
The City of Lakewood will assist individuals or families who are homeless or at-risk of homelessness.
Homelessness prevention activities will target extremely low income renters (0% - 30% MFI) with services
such as limited rent and utility assistance, along with case management. The emergency shelter
component will provide up to four weeks of temporary shelter for persons displaced by eviction,
environmental issues (utility shut off, uninhabitable housing), or domestic violence, along with case
management services.
Estimate the number of extremely low-income, low-income, and moderate-income families to
whom the jurisdiction will provide affordable housing as defined by HOME 91.315(b)(2)
Through HOME funding received via the Cuyahoga Housing Consortium, the City of Lakewood estimates approximately 80
extremely low-income, low-income and moderate-income families will be assisted through programs that promote affordable
housing.
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SP-60 Homelessness Strategy - 91.415, 91.215(d)
Will be Completed Prior to Final Submission
Introduction
Describe the jurisdictions one-year goals and actions for reducing and ending homelessness including reaching out to homeless
persons (especially unsheltered persons) and assessing their individual needs.
Addressing the emergency shelter and transitional housing needs of
homeless persons.
Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their
families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the
period of time that individuals and families experience homelessness, facilitating access for homeless individuals and
families to affordable housing units, and preventing individuals and
families who were recently homeless from becoming homeless again.
Helping low-income individuals and families avoid becoming
homeless, especially extremely low-income individuals and families and those who are: being discharged from publicly funded
institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and
corrections programs and institutions) or, receiving assistance from public or private agencies that address housing, health, social
Actions to address LBP hazards and increase access to housing without LBP hazards
The Cuyahoga County Board of Health (CCBH), in cooperation with the Cleveland Public
Health Department for residents of that city, operates as the clearinghouse for state and
federal lead testing requirements for children, local statistics, local resources and contact
information, and best practice strategies to improve testing rates. The Greater Cleveland
Lead Advisory Council (GCLAC) was created in 2005 to bring together more than sixty
agencies representing diverse sectors of the community such as parents of lead poisoned
children, medical providers, contractors, local, state, and federal government officials and
environmental and child health advocates to work toward the common goal of reducing lead
poisoning through public education, testing, and remediation. GCLAC joined with the
Greater Cleveland Asthma Coalition in 2011 to create the Healthy Homes Advisory Council
of Greater Cleveland to continue their efforts on a countywide basis, including within
Consortium jurisdictions.
How are the actions listed above integrated into housing policies and procedures?
To integrate the LBP issue into housing programs, several agencies operate programs
countywide (Cleveland operates its own programs). A program that directly creates lead
safe housing units meeting HUD guidelines is the Cuyahoga County Lead Safe Program. The
program is available in suburban Cuyahoga County to income-eligible homeowners and
renters with a child age five or under living in the home or regularly attending paid home
day care in the home. The scope of work is determined by a free Lead Risk Assessment
prepared by the CCBH. The remediation work is completed by a state licensed lead
abatement contractor and inspected by the CCBH. The program is administered by the
Cuyahoga County Department of Development. This county program was the first in the
U.S. to win the U.S. EPA 2006 Children’s Environmental Health Excellence and Recognition Award.
In addition, rehabilitation programs operated by Consortium jurisdictions can also be used for the abatement of lead hazards.
Consortium jurisdictions have implemented HUD’s Lead Safe Housing Rule, providing
educational materials, abatement of lead-based paint hazards, and safe work site practices,
depending upon the specific activity. Also, Consortium jurisdiction staffs have been trained to administer lead paint remediation work.
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SP-70 Anti-Poverty Strategy - 91.415, 91.215(j)
Jurisdiction Goals, Programs and Policies for reducing the number of Poverty-Level Families
“Poverty level” is defined as an annual income level, adjusted for family size and number of
children. In 2013, a 1-person household (under age 65) was considered in poverty if annual
income was below $12,119; a 3-person family with 2 children under age 18 was considered in poverty if annual income was below $18,769.
With such a low level of income, the method to reduce the number of families living below
the poverty line is to create additional employment opportunities.
Consortium jurisdictions use, and often combine, a variety of funds for job creation and
retention projects, such as CDBG funds from HUD, State of Ohio programs, municipal or
county funds, private sector financing, and private sector equity. Many communities have
also used Cuyahoga County’s Brownfield Redevelopment Fund for both identification of
environmental problems and their remediation. The sources of funds often vary based upon
the type, size, and location of the project. Projects can range from large investments with
regional impact down to small projects that help revitalize local retail or industrial space and employment in an immediate area.
In addition to projects that construct or rehabilitate space, many Consortium communities
actively publicize “buy local” programs as a way to stimulate shopping at local, independent
businesses. Several jurisdictions also maintain updated website-based lists of retail and
office space available for lease or sale, which supplements the efforts of property owners to
market their spaces.
In 2011, Cuyahoga County developed a comprehensive Five-Year Economic Development
Plan that has shaped a policy agenda and defined priorities and strategies for economic
growth. The Plan has been coupled with the $100 million Cuyahoga County Western Reserve
Fund to make investments. The County Executive’s Office, County Council, and the
Economic Development Commission identified specific areas of investment: Innovation;
Commercial Property Redevelopment; and Business Growth and Attraction. Cuyahoga
County also uses significant non-federal revenue streams for growth and development for the benefit of residents countywide.
Education and Training
A prerequisite for a higher paying job to move families above the poverty level is the
appropriate education and/or job training. Within the metropolitan Cleveland area there are
numerous organizations that provide education, vocational training, and job training. For
example, the Ohio Means Jobs|Cleveland-Cuyahoga County is a collaborative system that
helps local employers meet their hiring and training needs and assists job seekers to find
work. Educational institutions also provide a substantial amount of workforce education and
training. For example, Cuyahoga Community College has classes and programs tailored to
job training for individuals, workforce training for organizations, corporate training for
companies, and professional development for individuals.
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Financial Literacy
Increasing the ability of low- and moderate-income families to maximize their income is also
important. A number of Consortium jurisdictions support organizations that work to improve
citizen’s financial literacy and money management skills. In addition, County departments
work with organizations to inform residents of the Earned Income Tax Credit, a refundable federal income tax credit for low- to moderate-income working households.
Public Transportation
Consortium jurisdictions work with the Greater Cleveland Regional Transit Authority and the
Metropolitan Planning Organization, NOACA, to maintain and increase the supply of
convenient, accessible public transportation options essential for people to obtain and retain
employment and access educational and training opportunities.
How are the Jurisdiction poverty reducing goals, programs, and policies coordinated with this affordable housing plan
The City of Lakewood uses combinations of its HUD-related funding, State of Ohio funding,
local public funds and programs, along with philanthropic and private section dollars, to
provide affordable housing programs to reduce housing cost burden, which is frequent
among households whose income is near the poverty line. For example, low interest or
deferred rehabilitation loans, weatherization programs, and utility discounts based on
household income reduce overall housing costs and makes available money for other necessities or to help pay toward educational programs or training.
When feasible, the City also takes advantage of blending rehabilitation, development, and
transit opportunities. Lakewood is a built-out community, meaning that in the future,
development will occur on previously developed sites instead of on undeveloped tracts of
land. As noted by the Center for Neighborhood Technology’s H+T Affordability Index,
transportation costs associated with the location of housing have a demonstrable impact on
a household’s economic bottom line. Access to reliable public transportation for employment
and necessities, with decreasing reliance on an automobile, will further reduce household expenditures.
Administratively, the City enforces applicable federal regulations that create economic
opportunity and sustain a living wage, such as Davis-Bacon, minority and women business
equal opportunity compliance, and Section 3 of the National Affordable Housing Act. Section
3 sets goals for the participation of qualified low- and moderate-income businesses and workers for HUD-funded construction projects.
More broadly, the City participates in regional efforts that strive to prevent or reduce
poverty, such as the Northeast Ohio Sustainable Communities Consortium. Objectives in the
NEOSCC report, Vibrant NEO 2040, include promoting investment in established
communities, develop the regional economy with accessible employment opportunities, and enhance the regional transportation network.
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SP-80 Monitoring - 91.230
Describe the standards and procedures that the jurisdiction will use to monitor activities carried out in furtherance of the plan and will
use to ensure long-term compliance with requirements of the programs involved, including minority business outreach and the
comprehensive planning requirements
The City monitors, audits, and evaluates all activities to ensure compliance with
programmatic regulations, timeliness of expenditures, and achievement of identified
outcomes.
Lakewood has developed a comprehensive sub-recipient monitoring system, the terms of
which are included in all Grant Agreements with non-profit agencies and Memoranda of Understanding with City departments:
"taking appropriate action when performance problems arise, such as those actions
described in 24 CFR Section 570.91O; the City will conduct an annual on-site review with
each sub-recipient for conformance with all terms of their agreement; issue a written
monitoring report including findings, actions required to resolve noncompliance clearly
documenting the areas monitored and conclusions reached which is shared with the agency;
opportunity to respond and/or clarify issues and timeline to do so; the on-site review shall
include testing of financial transactions, a review of source documentation, a review for
compliance with OMB Circulars A-110, A-122, A-133 and other applicable federal regulations, general accounting, budgeting, and financial management."
Lakewood's Development Officer (DO) conducts annual on-site monitoring of all sub-
recipients, complemented by periodic desk monitoring. On-site monitoring ensures all sub-
recipients have implemented required financial controls, maintain beneficiary data files,
understand and acknowledge the regulations and requirements tied to their funds, and
receive the technical assistance needed to be successful. The goal is continuous quality
improvement that makes compliance as thorough, user-friendly, and efficient as possible.
Intelligence gathered during monitoring visits is a key factor in the assessment of future funding applications.
Should concerns arise, sub-recipients are informed immediately in writing by the City. They
must acknowledge receipt of this information in writing, provide an assessment, and a plan
to address concerns. The DO will determine the nature, extent, and duration of technical
assistance required, and a timeline for corrective action is developed and agreed-upon by
both parties. Probationary status is conferred on the sub-recipient until the issue(s) have
been resolved.
Sub-recipients are required to submit monthly performance reports as a condition of
reimbursement for eligible expenses, and program accomplishment data is entered into
IDIS on at least a quarterly basis. Each invoice submitted for reimbursement is examined
for accuracy, cost eligibility, and appropriateness to the goods and/or services purchased
and then signed by the DO prior to processing. Sub-recipient timeliness is also gauged
throughout the program year to ensure a consistent pace of expenditures. Monitoring visits
stress the importance of timeliness and the importance of drawing down funds at an
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acceptable rate. Lakewood's sub-recipient contracts are used as a management tool and include sanctions for failing to meet these requirements.
In terms of minority business outreach, the Consortium jurisdictions have equal opportunity
programs in place related to both public purchasing and contracts. In addition, the
jurisdictions encourage minority-owned businesses to become registered contractors, as
well as seek qualified minority-owned business as applicants for various economic
development programs. In addition, Consortium jurisdictions file semi-annual minority
business reports to HUD, tracking contractual awards to minority business enterprises.
In terms of ongoing comprehensive planning, the Consortium jurisdictions utilize the staffs
of the Cuyahoga County Planning Commission, the Case Western Reserve University/Mandel
School of Applied Social Sciences, and the Cuyahoga County Land Reutilization Corporation
to research housing needs and issues, as well as develop data reports for Consortium
ESG funds are matched at least dollar for dollar by eligible sources per program requirements.
Table 20 - Expected Resources – Priority Table
Lakewood - 2015 Annual Action Plan - DRAFT 113
Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how
matching requirements will be satisfied.
To maximize the effort and impact of federal funds, Lakewood is responding proactively,
assertively, and definitively to dramatic cuts from nearly every source (federal CDBG, ESG,
and HOME funding; the state of Ohio Local Government Fund; property tax revenues) and
the near exhaustion of its federal stimulus funding (HPRP, CDBG-R, NSP) by requiring sub-
recipients to commit significant leveraged and matching resources toward total project
costs. Moreover, CDBG and ESG typically represent a relatively small percentage of the total
resources necessary to complete a given activity or project.
Lakewood requires all sub-recipients to leverage or match city resources with those
garnered from other eligible sources including, but not limited to, non-CDBG/ESG federal
funds, municipal General Fund monies, lending institutions, foundations, government
entities (county or state), earned revenue, volunteer time (valued at $10/hour or the
market rate for professional services), and in-kind donations.
ESG sub-recipients must meet or exceed (and sufficiently document) provision of the
program’s required dollar-for-dollar match from eligible sources.
If appropriate, describe publically owned land or property located
within the jurisdiction that may be used to address the needs identified in the plan.
N/A
Lakewood - 2015 Annual Action Plan - DRAFT 114
Annual Goals and Objectives
AP-20 Annual Goals and Objectives - 91.420, 91.220(c)(3)&(e)
Goals Summary Information
Sort
Order Goal Name Start
Year End Year
Category Geographic Area
Needs Addressed
Funding Goal Outcome Indicator
1 Improve, Maintain, and Expand Affordable Housing
2015 2019 Affordable Housing
Affordable Housing Non-homeless Persons with Special Needs
CDBG: $313,500
Rental units rehabilitated: 10 Household Housing Unit Homeowner Housing Rehabilitated: 59 Household Housing Unit Direct Financial Assistance to Homebuyers: 17 Households Assisted
2 Revitalize Residential Neighborhoods
2015 2019 Non-Housing Community Development
Non-Housing Community Development
CDBG: $601,500
Public Facility or Infrastructure Activities other than Low/Moderate Income Housing Benefit: 2295 Persons Assisted Buildings Demolished: 6 Buildings Housing Code Enforcement/Foreclosed Property Care: 950 Household Housing Unit
3 Provide Needed Public Services
2015 2019 Non-Homeless Special Needs Non-Housing Community Development
Affordable Housing Non-homeless Persons with Special Needs Non-Housing Community Development
CDBG: $255,000
Public service activities other than Low/Moderate Income Housing Benefit: 8547 Persons Assisted
Funding $0 – Unexpended carry forward funds will be utilized.
Description A vital component of the city’s comprehensive community
development strategy, the Nuisance Demolition Program utilizes
Lakewood’s Nuisance Ordinance to acquire and raze structures
that imminently threaten public health and safety; depress
property values in otherwise stable neighborhoods; and are not
structurally and/or financially suitable for rehabilitation through
city-administered housing programs. The nuisance process
mandates notification of all interested parties regarding code
violations and provision of a reasonable time period to correct
them. If no action is taken within the specified time period the
structure is demolished at city expense.
Target Date 12/31/2015
Estimate the number and type of families that will benefit from the proposed activities
Non-Applicable
Location Description To Be Determined
Planned Activities Please refer to the Project Description above.
24 Project Name LMI Case Management Services
Target Area
Goals Supported Provide Needed Public Services
Needs Addressed Non-homeless Persons with Special Needs
Non-Housing Community Development
Funding CDBG: $20,000
Description Supports the provision of Case Management Services - with a
keen focus on housing stability and sustained self-sufficiency -
for low-moderate income Lakewood residents earning between
30% - 80% AMI who are over-income for ESG-funded services
yet have serious, complex barriers to self-sufficiency.
Target Date 12/31/2015
Estimate the number and type of families that will benefit from the proposed activities
Approximately 1,500 low-moderate income households will
benefit from this activity during FY15.
Location Description Lakewood Community Services Center
14230 Madison Avenue
Lakewood, OH 44107
Planned Activities Please refer to the Project Description above.
25 Project Name ESG15 Lakewood
Target Area
Lakewood - 2015 Annual Action Plan - DRAFT 132
Goals Supported Reduce Homelessness and At-Risk Homelessness
Needs Addressed Homelessness
Funding $140,000
Description Support ESG-eligible Emergency Shelter and Homelessness
Prevention services for very-low income Lakewood residents. A
small portion of Lakewood's annual ESG allocation, significantly
below the program's 7.5% cap, is utilized for program
administration.
Target Date 12/31/2015
Estimate the number and type of families that will benefit from the proposed activities
Approximately 40 extremely-low income households will benefit
from Emergency Shelter services and approximately
250 extremely-low income households will benefit from
Homelessness Prevention Services during FY15.
Location Description Lakewood Community Services Center
14230 Madison Avenue
Lakewood, OH 44107
Planned Activities Please refer to the Project Description above.
Lakewood - 2015 Annual Action Plan - DRAFT 133
AP-50-Geographic Distribution - 91.420, 91.220(f)
Description of the geographic areas of the entitlement (including
areas of low-income and minority concentration) where assistance will be directed.
Geographic areas of the entitlement where assistance will be directed include:
Areas of Low-Moderate Income Concentration
According to the 2006-2010 American Community Survey, Lakewood's (14) CDBG-eligible
block groups include: 160602-3, 160602-2, 1615-1, 1617-1, 1607-1, 1614-4, 1612-1,
1618-1, 1605-2, 1605-3, 1614-2, 1617-2, 1612-3, and 1615-4 and are comprised of
15,320 residents, 9,480 (61.9%) of whom are low-moderate income.
Slum-Blight Designated Areas
Lakewood's HUD-approved Slum Blight Areas (SBAs) include:
Commercial Improvement Target Area (CITA): encompasses the entirety of Detroit Avenue,
Madison Avenue, Berea Road, and West 117th Street in Lakewood.
Residential Improvement Target Area (RITA): comprised of approximately twenty (25)
residential street sections dispersed throughout the city and certified on the basis of tax and
slum-blight survey data.
Citywide Availability
Low-Moderate Income Limited Clientele (LMC) activities are available citywide to income-
eligible residents in need.
Low-Moderate Income Housing (LMH) activities maintain, improve, and expand affordable
housing occupied by income-eligible households city-wide, regardless of geographic
location.
Areas of Minority Concentration
A concentration of racial/ethnic persons or low-income households can be defined as
person/household racial or income types that occur in an area at a greater rate (10
percentage points or greater) than the person/household types for the City of Lakewood as
a whole. Of the 52,674 persons in Lakewood, 5.99% (3,154 persons) were Black or African
American. Using this definition of “concentration,” there is not a 15.99% or greater
“concentration” of Black or African Americans living in any of Lakewood's Census Tracts.
Lakewood - 2015 Annual Action Plan - DRAFT 134
Rationale for the priorities for allocating investments geographically
Lakewood's rationale for allocating investments geographically is determined by the
following CDBG National Objective and activity eligibility requirements:
Low-Mod Income Area (LMA) activities are restricted to Lakewood's fourteen (14) CDBG-eligible Block Groups.
Slum Blight Area (SBA) activities are concentrated in Lakewood's HUD-approved Commercial Improvement Target Area (CITA) and Residential Improvement Target Area (RITA).
Slum-Blight Spot Basis (SBS) activities including Lakewood's Nuisance Demolition and Nuisance Rehabilitation programs address severely distressed residential properties outside of designated SBAs that pose a threat to public health and safety; exert a blighting influence; and depress property values.
Low-Moderate Income Limited Clientele (LMC) activities are available to income-eligible residents citywide, regardless of geographic location. (also applies to ESG-funded activities).
Low-Moderate Income Housing (LMH) activities maintain, improve, and expand affordable housing occupied by income-eligible households city-wide, regardless of geographic location.
Low-Moderate Income Job Creation (LMJ) activities target businesses citywide with special emphasis on the city’s Commercial Improvement Target Area corridors.
Lakewood - 2015 Annual Action Plan - DRAFT 135
AP-65 Homeless and Other Special Needs Activities - 91.420, 91.220(i) (To Be Inserted Prior to Final Submission)
Introduction
Describe the jurisdictions one-year goals and actions for reducing
and ending homelessness including reaching out to homeless persons (especially unsheltered persons) and assessing their
individual needs.
Addressing the emergency shelter and transitional housing needs of homeless persons.
individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to
permanent housing and independent living, including shortening the period of time that individuals and families experience
homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and
families who were recently homeless from becoming homeless again.
Helping low-income individuals and families avoid becoming
homeless, especially extremely low-income individuals and families and those who are: being discharged from publicly funded
institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and
corrections programs and institutions) or, receiving assistance from public or private agencies that address housing, health, social
services, employment, education, or youth needs.
Lakewood - 2015 Annual Action Plan - DRAFT 136
AP-85 Other Actions - 91.420, 91.220(k)
Actions planned to address obstacles to meeting underserved needs.
Strategies deployed by the city to overcome the obstacle of limited financial resources
include:
Prudent administration and the expenditure of HUD funding under the careful
management of Planning & Development Department staff and the active
involvement/oversight of the Citizens Advisory Committee;
In response to funding reductions, all Lakewood departments and divisions are
becoming more efficient through the application of technology; organic staff
attrition; and an intentional reduction in the number of directors and managers in
favor of more, high quality line staff that provide excellent customer service for
residents;
Lakewood’s citywide LEAN Six Sigma Initiative, predicated on "kaizen" (a Japanese
word meaning "many small changes for the better") is deconstructing, carefully
analyzing, and remaking city departments and divisions to achieve continuous
process improvements, heightened efficiency, decreasing waste, and reducing costs.
The ongoing, aggressive pursuit of non-federal resources to bolster housing and
community development programs as evidenced by providing CDBG funding support
for a part-time Grant Writer. Lakewood’s Development Officer also has more than
(15) years of successful government, foundation and corporate fundraising
experience;
Strategically managing and scheduling infrastructure projects to realize economies of
scale and lower costs as evidenced by the Department of Public Works’ routine
negotiation of volume discounts on materials by simultaneously implementing
multiple, complementary projects;
Allocating the maximum 15% of Lakewood’s annual CDBG award to fund Public
Services activities that address identified needs of underserved populations;
Requiring sub-recipients to leverage CDBG and match ESG dollars with as much of
their own and other resources as possible;
Ensuring CDBG-funded economic development and housing rehabilitation loans
maximize opportunities to leverage private homeowner funds;
Creatively combining federal funding sources (e.g. CDBG and HOME) and partnering with not-for-profit developers like Habitat for Humanity to enable otherwise financially infeasible affordable housing projects;
Utilizing the power of technology to increase efficiency and productivity and operate
on as “paperless” as basis as possible.
Lakewood - 2015 Annual Action Plan - DRAFT 137
Ongoing efforts to stabilize neighborhoods and increase housing affordability that mitigate, to the greatest extent feasible, the impact of insufficient financial resources include:
Financing the rehabilitation, development, and reconstruction of decent, safe,
accessible affordable owner- and renter-occupied housing units with particular focus
on high priority sub-populations identified in the Consolidated Plan;
Partnering with local, regional, and national organizations to address issues of
foreclosure and abandonment and demolishing as many nuisance structures as
possible
Aggressively pursuing the goals and objectives of and funding resources for the city’s
Housing Forward Initiative as well economic development projects in commercial
districts along Madison and Detroit avenues that together are revitalizing
neighborhoods, stimulating the local economy, and spurring job growth;
Increasing housing affordability by integrating, to the greatest extent feasible,
accessibility, safety, and energy efficiency measures into city-funded housing
construction and rehabilitation projects;
Implementing aggressive, comprehensive building code enforcement and offering
low-interest loans and outright grants for income-eligible residents enabling them to
bring their homes up to code and current standards.
Actions planned to foster and maintain affordable housing.
The following Lakewood programs foster and maintain affordable housing for income-eligible
residents with specific emphasis on CDBG-eligible LMAs and SBAs and High Priority sub-
populations.
Repair, Accessibility & Maintenance Program
Low-Interest Housing Rehabilitation Loan & Grant Program (including temporarily
and permanently deferred loan payment options)
HOME- & CDBG-Funded First-Time Homeowner Down Payment Assistance
HOME-Funded Housing Rehabilitation Loans
HOME-Funded Housing Rehabilitation Program
Weatherization Assistance
NSP-Funded Home Rehabilitation Program
Housing Outreach & Advocacy Services
Paint Rebate Program
Lakewood also continues to support critical Public Services programs for LMI residents and
special needs populations with the maximum allowable 15% of the city's annual CDBG
award including health care, childcare subsidies, employment services, and a food pantry.
These programs reduce overall living expenses enabling households to devote a greater
portion of their disposable income toward housing expenses.
Lakewood - 2015 Annual Action Plan - DRAFT 138
Actions planned to reduce lead-based paint hazards.
Lakewood recognizes that lead poisoning disproportionately impacts LMI families, many of
whom live in dilapidated housing and cannot afford to properly remediate lead hazards. As
such, the following actions will be taken to evaluate and reduce lead-based paint hazards
with the goal of reducing the number of child lead poisoning cases.
Diligent enforcement of all federal lead regulations as well as city ordinances that
strictly regulate the removal, containment, and disposal of lead paint debris.
Lakewood is in full compliance with Title X of the Housing and Community
Development Act of 1992, which amended the Lead-Based Paint Poisoning
Prevention Act of 1971, thereby implementing sections 1012 and 1013;
Public awareness and education regarding the health risks associated with lead
exposure and how to remediate them;
Lakewood’s Division of Health administers a city-funded child lead testing program.
Parents may also access these services through the Cuyahoga County Department of
Health or have children tested by a private physician or clinic;
All applicants for city-funded home rehab assistance receive written information
about lead paint titled “What Everyone Should Know About Lead Paint Poisoning and
Lead Paint: A Threat to Your Child.” If a child less than six years of age lives in the
property he/she must be lead tested;
All Division of Community Development Project Specialists, who are responsible for
inspecting city-funded rehabilitation work, are state-licensed Lead Risk Assessors
and check for defective paint surfaces during the required inspection process;
All painting contractors on city-funded projects are required to complete Lead-Safe
Work Practices training and must file a certificate of completion with the city prior to
beginning work. Moreover, they are required to contain paint debris, completely tarp
surrounding surface areas, and remove and properly dispose of paint chips on a daily
basis. Sandblasting, power washing, and machine sanding are prohibited.
Contractors participating in the city’s Lead Remediation Program must be licensed by
the State of Ohio;
Lakewood Ordinance 28-93 strengthened paint removal regulations for both
contractors and individual homeowners. It states that no mechanical or power
method of removing paint can be used if the concentration of lead equals or exceeds
1mg/cm, the current federally-recognized maximum acceptable concentration;
Lakewood - 2015 Annual Action Plan - DRAFT 139
City construction management staff are thoroughly and continuously educated
regarding lead-based paint requirements, particularly in the context of federal
housing programs;
Every effort is made to garner leveraged and matching funds to support the city’s
lead abatement efforts including significant Cuyahoga County Lead Abatement
Program resources;
All units occupied by persons receiving ESG rental assistance with children less than
seven (7) years of age receive a lead inspection.
All rental housing units receiving ESG rental assistance occupied by families with
children less than 6 years of age receive lead safety inspections and the city’s
emergency shelter space, renovated with ESG resources, is also certified as lead
safe.
Actions planned to reduce the number of poverty-level families.
Lakewood aspires to create and maintain a community of support that provides a high
quality of life and a solid platform for success and upward mobility. The city utilizes its
CDBG, ESG, and HOME funding as well as resources leveraged from other public and private
sources to reduce the number of impoverished families; prevent additional households from
falling into or becoming entrenched in poverty; and stemming the tide of intergenerational
poverty.
Lakewood’s multi-dimensional anti-poverty framework is comprised of, but not limited to,
the following strategies and predicated on creating economic opportunities then empowering
people to access them. Particular emphasis is placed on the community’s most vulnerable
residents – the elderly, children, the disabled, single-mothers, victims of domestic violence,
the homeless, and those at imminent risk of homelessness.
Expand Lakewood’s economic base to revitalize neighborhoods, invigorate
communities, and generate employment opportunities that help lower-income
families become self-sufficient and both obtain and sustain affordable housing;
Invest in proven Public Services programs that create a strong social safety net and
directly serve the needs of impoverished and working poor residents including early
childhood programs vital to breaking the cycle of poverty;
Implement cutting-edge economic development strategies utilizing both federal and
non-federal resources to attract, retain, and expand local businesses and improve
job opportunities for low-income residents;
Facilitate homeownership among lower-income households as an asset-building
strategy and platform for upward mobility;
Offer low-income residents deferred loans and outright grants to implement
emergency repairs that prevent homelessness;
Lakewood - 2015 Annual Action Plan - DRAFT 140
Promote and provide resources to achieve greater energy efficiency that lowers
utility bills for low-income residents including referring eligible households to
programs that offer free or subsidized weatherization services;
Expand public transportation options that enable lower-income people to obtain and
retain employment and access educational and training opportunities;
Enforce federal programs and policies that create economic opportunity and sustain a
living wage (Section 3, Davis Bacon, MBE);
Evaluate federal funding proposals on their capacity to alleviate poverty;
Participate fully in regional anti-poverty efforts including the Cleveland/Cuyahoga
Continuum of Care and the Northeast Ohio Sustainable Communities Consortium;
Ensure housing units are lead safe to prevent the devastating health and financial
consequences of childhood lead poisoning;
Continue to attract local accessible, affordable higher education options for lower-
income residents seeking to climb the socio-economic ladder (e.g. University of
Akron Lakewood);
Enforce fair housing laws to ensure equal housing opportunity without regard to race,
color, religion, nation origin, age, gender, or disability;
Continue to engage lower-income residents in anti-poverty planning, policy
development, service delivery, and program evaluation.
Finally, while Lakewood utilizes 100% of its ESG funds and the maximum 15% of its CDBG
resources to fund activities that serve non-homeless special needs populations, and persons
at-risk of and experiencing homelessness, these services are primarily provided by
organizations working on a countywide basis through the Cleveland/Cuyahoga County
Continuum of Care (C of C) and receive significant ongoing financial support from a
countywide health and human services property tax levy.
Actions planned to develop institutional structure. Lakewood’s Department of Planning & Development (DPD) is the lead entity responsible for
planning, administering, monitoring, evaluating, and submitting reports regarding the city’s
federally-funded programs. Funded activities are implemented by experienced sub-
recipients comprised of city departments/divisions and local not-for-profit agencies selected
through a competitive public process overseen by Lakewood’s Citizen Advisory Committee
(CAC). The city’s Development Officer is charged with accurately and efficiently
administering federal funds in accordance with all applicable rules and regulations.
Lakewood - 2015 Annual Action Plan - DRAFT 141
Lakewood administers federal funds and programs are administered in partnership with a
diverse coalition of partners including sub-recipients (city departments/divisions and
external not-for-profit agencies); regional entities; social services agencies; faith-based
organizations; private lenders; developers; municipalities (particularly those bordering
Lakewood); and government (county, state, federal) agencies. Lakewood’s Citizen Advisory
Committee (CAC) and city residents are continuously apprised of and involved in decisions
regarding the allocation and expenditure of federal funds.
Lakewood’s Mayor, a graduate of Northwestern University’s Kellogg School of Management,
is a devotee of Kaizan. Japanese for "improvement" or "change for the better," Kaizan is a
set of practices that focus upon continuous improvement of processes in manufacturing,
engineering, and business management. The city received a grant from the Ohio Local
Government Innovation Fund to train all staff in Lean Six Sigma techniques. The application
of these principles is increasing efficiency and decreasing waste citywide.
Lakewood is committed to acquiring the fundamental, contextual data required to make
sound planning and resource allocation decisions. This is demonstrated by Housing Forward,
the city’s comprehensive, long-term strategic housing initiative. Fundamental to ongoing
community development efforts, it serves as a critical blueprint upon which to base planning
decisions that is unquestionably improving the city’s ability to effectively target the
allocation of federal and other resources and increase their impact in the community.
Through Housing Forward, all of the city’s approximately 12,700 one-, two- and three-
family residential structures, including the over 4,000 structures in low-mod areas, are
visually inspected and assigned a condition rating approximately every 18 months. Owners
of properties with code violations are notified regarding improvements and repairs
necessary to bring their homes up to code and those who qualified were encouraged to
participate in both CDBG-funded and other community-based home repair programs. When
re-surveyed after 6 months, the city’s 1,741 problem properties had been reduced by nearly
50% to 910.
Actions planned to enhance coordination between public and private housing and social service agencies.
Because identifying and meeting the needs of low-income and homeless populations and
effectively addressing High Priority Consolidated Plan housing and non-housing community
development needs requires intense communication and cooperation among public, private,
and not-for-profit organizations, Lakewood places great emphasis on creating, maintaining,
and nurturing a strong network of local, regional, state, national, and international
partnerships.
The city enjoys effective working relationships with a broad cross-section housing,
community development, and social services agencies, enabling staff to gather and benefit
from a variety of perspectives, attain novel problem solving insights, build upon successful
efforts, and leverage additional resources. The diverse coalition built to facilitate the
achievement of Consolidated Plan goals and objectives encompasses faith-based
organizations, social services providers, private lenders, developers, and government
agencies.
Lakewood - 2015 Annual Action Plan - DRAFT 142
In accordance with Con Plan requirements, Lakewood consults with the following types of
public and private agencies, groups, and organizations during its five- and one-year
planning processes: Affordable Housing, Homelessness, Economic Development, Health
Care, Mental Health/Addiction, Social Services, Victim Advocacy, Employment, Youth,
Senior Citizen, Education, Lead Safe Housing, Fair Housing, Business Community,
Institutions & Systems of Care, Municipalities, and Metropolitan/Regional Bodies.
Finally, Lakewood’s Madison on the Move Streetscape Project is an outstanding example of
inter-governmental and inter-organizational partnership that has garnered substantial
federal, state, county, city, and private funding and relies on partnerships with local,
regional, state and federal agencies. Lakewood citizens are deeply and continuously
involved in the project’s planning and implementation through participation in the Mobility
Committee of the Community Vision Master Plan development process.
Lakewood - 2015 Annual Action Plan - DRAFT 143
Program Specific Requirements AP-90 Program Specific Requirements - 91.420,
91.220(l)(1,2,4)
Community Development Block Grant Program (CDBG) Reference 24 CFR 91.220(l)(1)
Introduction
Projects planned with all CDBG funds expected to be available during the year are identified
in the Projects Table. The following identifies program income that is available for use that
is included in projects to be carried out.
Program Income data will be included prior to final submission.
Program Income
1. The total amount of program income that will have been received before the start of
the next program year and that has not yet been reprogrammed
2. The amount of proceeds from section 108 loan guarantees that will be used during the
year to address the priority needs and specific objectives identified in the grantee's
strategic plan.
3. The amount of surplus funds from urban renewal settlements
4. The amount of any grant funds returned to the line of credit for which the planned use
has not been included in a prior statement or plan
5. The amount of income from float-funded activities
Total Program Income:
Other CDBG Requirements
1. The amount of urgent need activities 0
2. The estimated percentage of CDBG funds that will be used for activities
that benefit persons of low and moderate income. Overall Benefit - A
consecutive period of one, two or three years may be used to determine
that a minimum overall benefit of 70% of CDBG funds is used to benefit
persons of low and moderate income. Specify the years covered that
include this Annual Action Plan. 88.64%
Lakewood - 2015 Annual Action Plan - DRAFT 144
Emergency Solutions Grant (ESG) Reference 91.220(l)(4)
Include written standards for providing ESG assistance.
To Be Attached Prior to Final Submission.
Available Upon Request from Lakewood's Department of Planning & Development.
If the Continuum of Care (CoC) has established centralized or coordinated assessment system that meets HUD requirements, describe that centralized or coordinated assessment system.
The CoC implemented Coordinated Assessment & Intake (CA/I) for Men in FY 2009, and for single women and families system wide in FY 2012. CA/I enables the CoC to use limited resources most effectively, by matching client need with CoC resources. CA/I permits a single door of entry at which a standardized HMIS assessment form is utilized, promoting consistency and quality of data entry and outcomes. CA/I enables every household seeking shelter to have the opportunity to be assessed for Diversion – an intervention to keep the household from entering the shelter system. CA/I assures that all CoC funded beds are available and being used by literally homeless persons. CA/I permits the CoC to assess housing barriers for each household and recommend an exit housing plan to be implemented by the receiving shelter; CA/I enables the CoC to track the RRH and PSH referrals as referred by CA/I. CA/I has been a mechanism for eliminating barriers to CoC funded shelters and TH programs.
Identify the process for making sub-awards and describe how the ESG allocation available to private nonprofit organizations (including community and faith-based organizations).
Lakewood’s Citizens Advisory Committee (CAC) is the cornerstone of the city’s public engagement process. Created by statute per CDBG regulations (§ 91.105), the CAC is comprised of (17) members appointed jointly by the Mayor (9 members) and City Council (8 members). The CAC reviews and prioritizes ESG funding requests submitted by external not-for-profit agencies according to standardized criteria that ensure proposed activities effectively address the needs of the homelessness and those at-risk of homelessness; comply with federal requirements and regulations; and comport with Lakewood’s Five Year Plan. All applicants must submit a written application including, but not limited to: data-based statement of community need, descriptions of proposed activities and the requesting entity, demonstration of organizational experience and capacity to responsibly and transparently administer federal funds in compliance with HUD regulations, key documents (audit/financials, annual report, Articles of Incorporation, proof of non-profit status, licenses and accreditations, board list), a detailed program budget (including matching and/or leveraged funds), evidence of compliance with CDBG/ESG requirements (National Objective, activity eligibility and performance measure/outcome), and conformity with Consolidated Plan goals and objectives, performance measurement approach, anticipated benefits/outcomes, project timeline and staffing plan.
Lakewood - 2015 Annual Action Plan - DRAFT 145
Applicants must also defend their written proposals with a 15-minute oral presentation
before the Committee explaining proposed uses for federal funds. Following each
presentation, Committee members ask questions or request additional information
regarding the proposed activity.
CAC ESG allocation recommendations are submitted to City Council for deliberation and
approval by formal resolution. Following Council approval, funding recommendations are
incorporated into the city’s One-Year Action Plan for submission to HUD as the city’s official
request for ESG funding for the upcoming fiscal year.
If the jurisdiction is unable to meet the homeless participation requirement in 24 CFR 576.405(a), the jurisdiction must specify its
plan for reaching out to and consulting with homeless or formerly homeless individuals in considering policies and funding decisions
regarding facilities and services funded under ESG.
Per § 576.405(b) of the ESG Interim Rule, Lakewood and its sub-recipients consult with
homeless and formerly homeless individuals and families in considering and making policies
and decisions regarding ESG-funded facilities, services, and other assistance. In addition,
these constituencies are deeply involved in the jurisdiction’s Continuum of Care homeless
planning process.
Sub-recipients are required to actively and routinely solicit client feedback on services
received at their facilities through surveys and opportunities to provide anonymous
comments and suggestions. They also must provide for the participation of not less than
one homeless or formerly homeless individual on their board of directors or an equivalent
body. If the agency is unable to meet this requirement, it must develop and implement a
plan to consult with homeless or formerly homeless individuals in making decisions
regarding proposed uses of ESG funds.
Describe performance standards for evaluating ESG.
Lakewood will carefully document and track via the HMIS each program participant’s
circumstances at program entry, the amount and type of services provided, and the
household’s situation at program exit. Following consultation with the CoC, the following
Performance Indicators will be used to gauge the effectiveness of its ESG-funded programs.
Number of Households Receiving Assistance
Number of Households Prevented from Becoming Homeless
Number of Households Covered by the HMIS
Percentage of Participants Obtaining Other Appropriate Benefits
Percentage of Participants Obtaining Other Appropriate Supportive Services
Percentage of Participants with Reduced Barriers to Housing Stability
Percentage of Participants with Increased Housing Options & Related Services
Percentage of Participants Stably Housed at 12 Months
Percentage of Participants with Same or Increased Income