COMANCHE COUNTY Oklahoma
COMMUNITY HEALTH ASSESSMENT Initial Release December 2016
. Revised September 2017
Contents Section One Community Contributors 1 Introduction 2 Mobilizing for Action Through Planning and Partnerships MAPP 3
Section Two Community Description and Demographics 4 Mortality and Leading Causes of Deaths 5 Social Determinants of Health 5 Education, and Income 6
Section Three MAPP Assessments: Community Health Status 7 Community Themes and Strengths 8 Forces of Change 9 Local Public Health System 11
Section Four Five Priority Elements Mental Health 12 Poverty 13 Obesity 14 Violence and Crime 15 Substance Abuse (Tobacco, Alcohol, Drugs) 16 Next Steps 17
Resources References Cited Works R1 Appendix A Comanche County Demographics, US Census Bureau A1 Appendix B Comanche County State of the County Report B1 Appendix C 2014 State of the State’s Health, page 66 C1 Appendix D County Health Ranking and Roadmaps D1 Appendix E Kids Count Report E1 Appendix F Comanche County Community Themes and Strengths Survey Results F1 Appendix G Comanche County Forces of Change Survey Results G1 Appendix H Comanche County Local Public Health System Results H1 Appendix I Comanche County Asset Mapping I1
CHA Updated September 2017
Contents Continued
Resources Added – Revised September 2017
Appendix J 500 Cities Project J1 Appendix K Comanche County State of the County Health Report K1 Appendix L Lawton Consolidation Plan L1 Appendix M Lawton Consolidation Plan Aerial View M1
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Community Contributors A special thank you to all the Community Contributors who volunteer their time and energy. We are fortunate to have partners who are committed to the task of creating a state of good health in Comanche County.
Alpha Kappa Alpha Sorority Lawton Fort Sill Chamber of Commerce Cache High School Lawton Police Department Cameron University Lawton Public Library City of Lawton Lawton Public Schools Comanche County Health Department Lawton-Fort Sill Community Coalition Comanche County Juvenile Bureau Magic 95 (Fitness Revolution) Comanche County Memorial Foundation Marie Detty Youth and Family Center Comanche County Memorial Hospital MIGHT Community Development Resource Center Comanche County OSU Cooperative Oklahoma State University Family Promise Office of Partnership Engagement Farmers Market Partnerships and Possibilities Fit Kids of Southwest Oklahoma Patterson Center Fletcher City Council Platt College Food Services, Lawton Public Schools Regional AIDS Intercommunity Network Fort Sill Oklahoma Military Installation Salvation Army Great Plains Technology Center Southwestern Medical Center Indian Health Service Specialized Alternatives for Families and Youth Jim Taliaferro Community Mental Health Center Tobacco Settlement Endowment Trust (TSET) Lawton City Council United Way of Lawton-Fort Sill Lawton Community Health Center Wichita Mountains Prevention Network Lawton Family YMCA Wichita Mountains Wildlife Refuge Lawton Fire Department
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Introduction . Comanche County
In 2015 as part of an ongoing process, Comanche County once again engaged community partner’s to assess the health of the county using the Mobilizing for Action through Planning and Partnerships (MAPP) model. Organizations collected information using the following four assessments:
• Community Health Status • Community Themes and Strengths • Local Public Health System • Forces of Change . The assessments provided a comprehensive look at Comanche County’s current health outcomes, the factors affecting those outcomes, real or perceived, which influence the health of the community. The community health assessment is a systematic examination of the health status indicators for Comanche County. The ultimate goal of a community health assessment is to develop strategies to address the community's health needs and identified issues. Although there are many health related issues needing attention, after review of the data in the fall of 2015, the following areas were identified by stakeholders as the leading nine areas for improvement:
• Mental Health • Infant Mortality • Obesity • Violence and Crime • Poverty • Dental Health • Sexual Health • Injury Related Mortality • Substance Abuse (Tobacco, Alcohol, Drugs)
Following a detailed review and further discussion of these nine elements, stakeholders voted to focus on the following five priorities:
• Mental Health • Obesity • Substance Abuse (Tobacco, Alcohol, Drugs) • Violence and Crime • Poverty
This document will briefly discuss these priorities while demonstrating how and why they were chosen for health improvement in Comanche County.
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Mobilizing for Action through Planning and Partnerships (MAPP)
MAPP is a community-wide strategic planning framework for improving public health.1 MAPP helps communities prioritize their public health issues, identify resources for addressing them, and implement strategies relevant to their unique community contexts.
MAPP will help communities use broad-based partnerships, performance improvement, and strategic planning in public health practice. This approach leads to the following:
• measurable improvements in the community’s health and quality of life; • increased visibility of public health within the community; • community advocates for public health and the local public health system; • ability to anticipate and manage change effectively; and • stronger public health infrastructure, partnerships, and leadership.
The MAPP model and illustrated community roadmap: both depict the process Comanche County undertook. To initiate the MAPP process, lead organizations in the community begin by organizing themselves and recruiting participants. A shared vision and common values provide a framework for pursuing long-range community goals as shown in the following illustration:
MAPP COMMUNITY MAPP Model ROAD MAP
MAPPdMAPP MapMODEL
Illustration: http://archived.naccho.org/topics/infrastructure/mapp/framework/upload/MAPP-Brochure-
The four MAPP Assessments provide critical insights into challenges and opportunities throughout the community.1 Community Themes and Strengths Assessment identifies issues that interest the community, perceptions about quality of life and community assets. Local Public Health System Assessment measures the capacity and performance of the local public health system including all organizations and entities that contribute to the public’s health. Community Health Status Assessment assesses data about health status; qualify of life, and risk factors in the community. Forces of Change Assessment identifies forces that are or will be affecting the community or the local public health system. Using the results of the assessments, participants identify strategic issues and then formulate goals and strategies for addressing five priority areas. Conducting MAPP should create a sustained community initiative that ultimately leads to community health improvement.
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Description and Community Demographics
Comanche County is a mixed urban and rural setting located in southwest Oklahoma. Comanche County is isolated from other more populous Oklahoma counties, and as such is a central hub of activity and resources for the Southwest region of the state. The majority of the population resides in Lawton-Fort Sill (pop. 96, 655) with the remainder spread out among the rural areas of the county. The county boasts ten cities and communities as well as the Fort Sill military installation and Wichita Mountains Wildlife Refuge. Also located in Comanche County is Cameron University, the largest four year university in southwest Oklahoma. With 1,069 square miles of land, the landscape of the county is typical of the Great Plains with flat topography and gently rolling hills, while the northwest part of the county is marked by the Wichita Mountains. Interstate 44 and three major US Highways serve the county by ground, while the Lawton-Fort Sill Regional Airport serves the county by air. In terms of healthcare facilities, Comanche County has a county health department, four hospitals; the largest being county owned, followed by a privately owned hospital, an Army hospital and an Indian Health Service hospital. Other healthcare providers include a federally qualified health center, two residency programs (MD and DO), limited mental health providers, and several medical and dental clinics. See Appendix A for the following demographics:
County Population3: 124,648
o Cache o Chattanooga o Elgin o Faxon o Fletcher o Geronimo o Indiahoma o Lawton-Fort Sill o Medicine Park o Sterling
Populations by Races3: White: 66% Hispanic or Latino 13% (ethnicity not race) Black or African American: 18% American Indian & Alaska Native: 6.3% Asian: 2.7% Two or more races: 6.3%
Average Household Income3: $46,302
Persons in Poverty3: 18.6% (state: 16.6%) Children Living in Poverty (under age 18) 6: 24% (state: 22.4%)
Persons without Health Insurance under age 65 6: 19% (state 21%)
High School Graduate or Higher 3: 89.3% (state 86.7%)
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Mortality and Leading Causes of Death
According to the 2014 Oklahoma State of the County Report , Appendix B, Comanche County's leading causes of death reported to be heart disease, cancer and chronic lower respiratory disease. Infant mortality remains a concern as the rate of infant deaths worsened by 26% from the previous year; 7.8 (per 1,000 births) to 9.8 compared to the state rate of 7.6.7 The percentage of motor vehicle crash deaths with alcohol involvement in Comanche County in 2014 was 43% with a state rate of 33%. In 2015, the percentage rose to 46% with a state rate declining to 31%.6
SOCIAL DETERMINANTS OF HEALTH
Health starts in our homes, schools, workplaces, neighborhoods, and communities. We know taking care of ourselves by eating well and staying active, not smoking, getting the recommended immunizations, screening tests, and seeing a doctor when we are sick all influence our health. Our health is also determined in part by access to social and economic opportunities; the resources and support available in our homes, neighborhoods, and communities; the quality of our schools; the safety of our workplaces; the cleanliness of our water, food, air, the nature of our social interactions and relationships. Figure 1f shows some possible community consequences of not addressing social determinants.
Figure 1f: Social Determinates Why do I care? How could this affect my life? Quik Facts from US Census Comanche United Possible Effects Possible Effects Bureau County States
Population Increased-April 1, More People to support ↓ 0.08% ↑ 3.30% More competition for jobs 2010-July 1, 2014
Increase of person 65 and over More elderly needing care ↓ 0.80% ↑ 1.50% More fixed incomes April 1, 2010 to July 1, 2014
Receive a bachelor degree or Less employment opportunities ↓ 20.40% ↑ 29.30% Fewer higher paying jobs higher
Persons without health insurance Persons less likely to seek More emergency room visits ↑18.50% ↓ 12.00% under age 65 medical attention
Less workers may stagnate the Civilian labor force employed Difficult for employers to fill ↓ 55.10% ↑ 63.50% economy from 2010 to 2014 positions
Lower sales will deter new Total retail seller per capata from ↓ $10,539 ↑ $53,482 Retailors closing Business openings 2007 Persons without adequate access Buying less healthy food Persons in poverty ↑ 18.60% ↓ 14.80% to food, shelter and medical care due to cost
Population growing but not the Employment percentage change ↓ -1.70% ↑ 2.00% More unemployment workforce from 2012-2013 http://www.countyhealthrankings.org/app/#!/oklahoma/2015/rankings/comanche/county/outcomes/overall/snapshot
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Healthy People 2020 emphasizes the importance of addressing the social determinants of health by including “Create social and physical environments that promote good health for all” as one of the four overarching goals for this decade. Figure 1e depicts social determinants affecting Comanche County residents as compared to the state and nation.
Education
Education is becoming more and more recognized as an important social determinant of health, more specifically, educational attainment. Educational attainment being the years or overall schooling a person has, rather than actual instruction on a particular health topic. According to a Robert Wood Johnson Foundation Issue Brief, “Exploring the Social Determinants of Health”, adults’ educational attainment is linked with their children’s health, beginning early in life. Additionally, higher educational attainment significantly influences employment opportunities as well as increases ability to make more informed decisions about one’s health. In Comanche County, according to Census data, 89.3% of persons over the age of 25 years are high school graduates or higher with 20.4% of that same age group with a bachelor’s degree or higher. For additional information related to educational attainment, refer to Figure 1a. 9
Income
The relationship and impact between income, wealth and health goes beyond the ability to afford health insurance and medical care although this is an important consideration. The connection between income, wealth and health essentially determines what home we live in and whether we can afford to buy in a safe neighborhood. Economic resources dictate if healthier foods are purchased and available leisure time for physical activity or time with children. As mentioned previously, approximately nineteen percent of Comanche County’s population lives in poverty with twenty four percent of children living in poverty. 3,6 The percentage of the population under age 65 without health insurance in Comanche County is 19% compared to the state at 21%.6 According to CDC data reports, 16.1% of Comanche County adults reported they did not see a doctor due to cost. 5 Comanche County has an unemployment rate of 4.8%, which is higher than the state at 4.5%. 6
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MAPP Assessments: COMMUNITY HEALTH STATUS ASSESSMENT
The Community Health Status Assessment (CHSA) answers the questions, “How healthy are our residents?” and “What does the health status of our community look like?” During the community health assessment process, community partners and local public health leaders reviewed health and quality of life data to identify the health conditions, strengths, resources and health care needs of the county. The result of this phase is a strong understanding of the community’s health status, as portrayed through data from many sources.
General Health Status in Comanche County The 2014 Health Report Card ranked Comanche County 30th in the state for total mortality with a rate that is 19% higher than the nation. According to this report, Comanche County’s overall cancer rate improved yet the percentage of uninsured adults worsened. Comanche County received a grade of “F” on key health outcomes such as diabetes, childhood vaccinations, women receiving first trimester prenatal care, teen pregnancy and the minimum amount of fruits and vegetables being consumed by adults. Comanche County received only high marks in influenza and pneumonia vaccinations for senior adults. 4 Reference Appendix C. Health Reports such as the County Health Rankings and Roadmaps ranked Comanche County 43rd out of 77 counties in overall Quality of Life which included measures such as low birthweight, adults reporting poor or fair health, average number of mentally Figure 3: Violent Crime unhealthy days and physically unhealthy Violent crime in Comanche County, OK (County, State and National trends) days. Comanche County was ranked as 24th 1,100 in overall Health Outcomes and 66th in 1,000 Health Behaviors such as adult smoking, 900 800 adult obesity, alcohol impaired driving 700 deaths, excessive drinking and more. 600 Comanche County fared well when ranked th 500 7 in the state on Clinical Care measures 400 (number of primary care providers, 300 preventable hospital stays, mammography, Violent crime rate/100,000 200 etc.). 6 Reference Appendix D. 100 0 Comanche County had 722 violent 2004 2005 2006 2007 2008 2009 2010 2011 3-year Average crimes in 2011, which is significantly higher Comanche County Oklahoma United States than the state at 468 and national at 59. See 6 Source: 2015 County Health Ranking, Robert Wood Johnston Foundation figure 3 for trends. According to the Oklahoma Prevention Needs Assessment, in 2014 approximately 7% of students grades 6th – 12th in Comanche County reported carrying a handgun in the last 12 months. 14 Rates of Arrest of Juveniles for Violent Crimes measure the portion of youth arrested for violent offenses, and are displayed as an annual average number of arrests during a given year calculated for every 100,000 youth ages 10 through 17. Violent offenses include homicide, forcible rape, robbery and aggravated assault. In 2012 Comanche County had a rate of 80.1 arrests of juveniles for violent crimes which increased to a rate of 223.5 for 2014. 15
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MAPP Assessment:
COMMUNITY THEMES AND STRENGTHS ASSESSMENT
The Community Themes and Strengths Assessment answers the questions: "What is important to our community?" "How is quality of life perceived in our community?" and "What assets do we have that can be used to improve community health?" This assessment results in a strong understanding of community issues and concerns, perceptions about quality of life, and a map of community assets. See Appendix I map of community assets.
Stakeholders Discussion
A stakeholder community meeting was held in 2015. A great amount of data concerning community health was presented and shared. After brainstorming individually (Figure 4), stakeholders evaluated the data and selected the nine health priorities they felt were most significant as listed previously on page Figure 4: Community Stakeholder 2. Meeting 2015 The survey was updated based on stakeholder feedback and Brainstorming Session distributed county wide through a variety of formats and venues. . • Online through Survey Monkey • Stakeholder’s email list serve • Hard copies made available at key locations to reach the underrepresented population such as waiting rooms and public libraries • Websites and Social Media. • Promoted through local newspapers and news stations Stakeholders individually wrote concerns on sticky notes and put together under different The survey was distributed throughout the month of May. The categories as a group. (Photo taken at committee received 1,495 responses resulting in a valid sample size community meeting) for the population with a confidence interval of 95%. This assessment was based on the 2015 Comanche County Community Health Survey (CTSA).
Respondent Demographics
The demographics of the largest respondent age groups were 18-20 years of age followed by 50-59 years of age with 73.7% of all respondents being female. The top four ethnic group respondents were American Indian/Alaskan Native, Hispanic/Latino, African American/Black and White/Caucasian. Figures 6 and Table 7 information reported using the 2015 CTSA. For full report see Appendix F.
Figure 6: Most common ways reported to Table 7: Top Comanche County health problems & risky behaviors manage stress Top Health Concerns Top Risky Behaviors Poverty 49.7% Drug abuse 59.1% Pray or go to Exercise, Sexually transmitted 23.5% Alcohol abuse 46.6% church: 30.30% walk or go for a disease Child abuse/neglect 22.4% Being overweight 43.0% bike ride: 44.30% Listen to Teenage pregnancy 21.4% Unsafe sex 34.1% Mental health problems 20.9% Poor eating habits 24.4% music: 31.10% Housing that is Spend time with No annual doctor visits adequate, safe and 20.4% 12.6% Watch (dentist, eye, etc. family or affordable television or friends: 45.70% Diabetes 19.3% Dropping out of school 18.3% movies: 32.20% Homicide 19.0% Lack of exercise 22.7% Domestic violence 18.0% Tobacco use 21.2% 2015 Survey: Community Themes and Strengths Assessment 2015 Survey: Community Themes and Strengths
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Mapp Assessment: FORCES OF CHANGE ASSESSMENT
Forces of change are a broad all-encompassing category affecting the local public health system or the community that includes trends, events, and factors:
• Trends are patterns over time, such as migration in and out of a community or a growing disillusionment with government. • Factors are discrete elements, such as a community’s large ethnic population, an urban setting, or a jurisdiction’s proximity to a major waterway. • Events are one-time occurrences, such as a hospital closure, a natural disaster, or the passage of new legislation.
The Forces of Change Assessment focuses on identifying forces such as legislation, technology, and other impending changes that affect the context in which the community and its public health system operate. After asking these questions to community stakeholders, the following is a sampling of the responses that were provided:
1. Advancing technology for medical billing and electronic medical records is a challenge for all health care organizations. The transition will impact all people, processes, and finances in nearly every healthcare organization. Though the technology transition will be challenging, it will afford the opportunity to improve clinical documentation, quality management, reimbursement, fraud detection, HIPPA compliance and overall quality of care. 2. Vaccinations and Flu Shots not being up to date can pose a significant risk to the community. This risk provides health organizations and schools an opportunity to educate about the importance of vaccinations as well as open discussions about access to vaccinations for children and adults 3. Extreme weather or environmental catastrophic occurrences are always an impending possibility; however, it provides the community an opportunity to be proactive by keeping an up to date emergency disaster plan that is tested and reviewed on a regular basis. 4. National and state elections can potentially affect the community particularly regarding federal dollars for funding such as accountable healthcare. Currently each state has the option of Medicaid which is directly affected by legislation. It is important to speak up as a community by voting and contacting elected officials to influence their decisions and make sure our voice is heard. 5. Threats to health and safety can come in many forms for example: second hand smoke. It provides a proactive way for the community to anticipate and have policies and procedures in place to address various types of issues such as certified healthy organizations where smoking is not allowed on the property.
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6. Job loss, layoffs and business closings can have a devastating effect on a community which is why it is so important to address issues to build a better community to maintain a healthy economy and a favorable option to attract new businesses.
7. Childhood and adult obesity can put individuals at higher risk for high blood pressure, heart disease, diabetes, breathing and joint issues. Education on evidence based practices are available to the community and legislation for modifications or additions for city parks, sidewalks, etc. 8. Layoffs or relocation of community leaders is a great loss of experience; however, new leadership can also mean new ideas and perspectives. 9. Lack of support for education and teachers can affect the quality of education provided and the ability to maintain high quality staff. It would be beneficial for more local organizations and residents to partner with public schools to support education efforts. 10. Lack of funds can create a shortage of services, organizations and staff to provide services. It is important to speak with legislators about the importance of funding to provide access to health care and services which will ultimately save revenue used for prevention of disease. 11. The one size fits all approach leaves out the most vulnerable persons while taking a multilevel approach will encompass a larger majority. 12. Base Realignment and Closure (BRAC) would impact the socioeconomic structure of the community by eliminating jobs on Fort Sill greatly impacting area sales, income, employment and population. The community should consistently try to improve to be able to stand alone if Fort Sill were greatly reduced or closed. 13. Tobacco tax increase. History has shown it increases the quit smoking rate among current smokers and discourages youth from starting to smoke. 14. Having the time and a safe area to be physically active is limited in the community. Regular physical activity is one of the most important things you can do to control weight, heart disease, diabetes, strengthen bones, improve mental health and the ability to do daily activities for older adults. 15. Electronic cigarettes remain unregulated at the federal level. Many individuals believe it is healthier than smoking; however, the long term benefits and risks associated with e-cigarettes use are not currently known. 16. Poverty creates conditions that reduce household savings, lower learning ability, less physical and emotional wellbeing which endangers people’s health. The community and nation recognize this is an issue and are working towards strategies to alleviate or improve poverty conditions.
The Forces of Change assessment revealed that several factors are or could affect the health of our community. Each presenting opportunity to improve the community’s health or address possible future threats. For the full survey see Appendix G.
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MAPP Assessment: LOCAL PUBLIC HEALTH SYSTEM ASSESSMENT (LPHSA)
The concepts of health prevention, protection and promotion require the participation of multiple partners working as a system as illustrated in figure 8. The National Public Health Performance Standards Program (NPHPSP) is a partnership designed to improve the practice of public health and the performance of public health systems. Assessments were divided into four parts and distributed electronically to public health partners. The assessments are based on the framework of the ten Essential Public Health Services (EPHS) which represent the spectrum of activities that should be provided in any jurisdiction to create better outcomes regarding the health of residents. 27 The purpose for undertaking a performance assessment is to strengthen and improve the public health system. The LPHSA performance scoring scale is displayed in Table 10. Table 10: LPHSA Rating System For each action, an average score was calculated based on the ratings Rating Percentage provided by the group of stakeholders. Figure 11 is a summary identifying the Scale System Scores composite scores and ratings for Comanche Counties 10 EPHS objectives. No Activity 0% 1 Between Figure 11: Ten Essential Public Health Services-- Comanche County Overall Minimal 0% and 2 Activity Average 3.67 25% Between Moderate 26% and 3 Activity 50% Between Significant 51% and 4 Activity 75% Between Optimal 76% and 5 Activity 100% Source: National Association of County and City Health Officials (NACCHO)
The overall rank for Comanche
County was 3.67 which is moderate activity. This shows Comanche County has a well-rounded network of services that is committed to supporting the 10 Essential Public Health Services. For full survey questions and rankings see Appendix H.
www.nacho.org/uploads/downloadable-resources
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FIVE PRIORITY ELEMENTS
Mental Health
People’s beliefs and attitudes toward mental illness set the stage for how they interact with, provide opportunities for, and help support a person with mental illness. Attitudes and beliefs about mental illness are shaped by personal knowledge, knowing and interacting with someone living with mental illness, cultural stereotypes, and other factors.
Stigma has been described as "a cluster of negative attitudes and beliefs that motivate the general public to fear, reject, avoid, and discriminate against people with mental illness.” 24 In Comanche County 19,293 adults have mental illness with an In Comanche County an estimated 19,293 adults estimated 4,691 adults having a Serious Mental Illness.19 have mental illness with an estimated 4,691 adults having a Serious Mental Illness. 28 When stigma leads to social exclusion or discrimination, whether from mental illness or some other condition, it results in unequal access to resources that all people need to function well and adversely affecting quality of life. 24
Early Intervention Reduces Impactto fear disclosing that
they have mental health • Half of all lifetime cases of mental illness begin by age 14; three fourths by age 24 • Treatment and support are needed earlier • Screening • Brief interventions • Coordinated referrals 25
When residents were asked “What do you think are the 3 biggest health problems in Comanche County?”, 20.9% responded mental health. Comanche County reported 24.1% had poor mental health days. 4 Between the years of 2006-2012, Comanche County residents averaged 4.3 mentally unhealthy days per month among adults In Comanche County an estimated 6,147 youth 18 years and over. This is higher than the state rate of 4.1. 6 In have mental illness with an estimated 3,995 youth having a Serious Mental Illness. 28 Oklahoma, about 111,000 adults aged 18 or older (3.9% of all adults) per year in 2013-2014 had serious thoughts of suicide within the year prior to being surveyed. The percentage did not change significantly from 2010-2011 to 2013- 2014. 16 . Comanche County Community Assets
Several organizations are available for counseling and treatment. There is a Mental Health community workgroup comprised of several organizations that are committed to identifying gaps in services, improving access to services and better outcomes. Jim Taliaferro Community Mental Health Center and Lawton Community Health Center are valuable resources to the county and region as they provide counseling and mental health services to clients with or without insurance. See appendix I for map of assets.
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POVERTY
Poverty is one of the main causes of hunger in the United States. Many individuals and families have to make a trade-off between buying food and paying for other expenses such as health insurance, utility bills, medical expenses and others. Poverty affects access to nutritious meals and restricts resources to seeking healthcare; preventative, behavioral, medical, dental, etc.
Living in Poverty
Increased mortality and poor health is associated with area-level poverty even after the data are adjusted for individual risk factors. Research also shows an increase in heart disease among residents in disadvantaged neighborhoods. Neighborhoods with low socioeconomic status are less likely to have access to parks and recreation facilities or to have an environment that supports active transportation (eg, walking or biking to work), less likely to be close to commercial areas, schools, and work, and less likely to Comanche County had a no insurance coverage rate of 19% 6 have safe walkable routes to any place.20
In 2014 the most common race or ethnicity living below the poverty line in Comanche County is White, followed by Black or African American and Hispanic or Latino. 11 See figure 12. The Median household income for Comanche County is $46,302 versus $46,235 for the state. 3 Unemployment is 4.8% versus 4.5% in the state. 6 Children living in poverty is 24% under the age of 18 while the state is 22%.6 The community has a population of 23,683 uninsured for persons under the age of 65. 6 Children that are living in single-parent households in the community are 42% versus 34% for the state. 6 There are 6465 households with at least 1 of 4 severe housing problems: overcrowding, high housing costs, lack of kitchen or plumbing. 6 When residents were asked if jobs in the community pay enough to live on, 44% disagree. When asked one of the three biggest health problems considered by residents, 49.7% responded poverty. See Appendix F.
Comanche County Community Assets Figure 12: 2014 Largest race or ethnicity living in poverty County Activities include: LATS public transit is piloting a 60-day route to the Lawton Food Asian, Other, Native, Bank to increase access to the facility for those in 2.0% 1.3% 7.3% need, community and urban gardens at area Hispanic, schools, congregations, and local higher 11.6% education organizations. The local Salvation Army and other community partners have White, implemented the Bridges Out of Poverty offering Black , 52.4% workshops for those interested in breaking the 25.2% poverty cycle. A Poverty Workgroup formed as a result of the Community Health Assessment and meets on a monthly basis to develop strategies https://datausa.io/profile/geo/comanche-county-ok/ to address poverty in Comanche County. See appendix I for map of additional assets.
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OBESITY
Obesity has important consequences on our nation’s health and economy. It is linked to a number of chronic diseases, including coronary heart disease, stroke, diabetes, and some cancers. It is evident obesity has a major impact in Comanche County, considering the number one leading cause of death in the county is heart disease, which is compounded by a poor diet, physical inactivity, and tobacco use. According to Comanche County’s Health Report (County Profile) released in 2014, the rate of adult obesity was 31.4%, only 15.6% of adults consumed the daily recommended servings of fruits and vegetables, and only 31.4% achieved the recommended amount of physical activity. In addition to this, the prevalence of diabetes has risen in Comanche County to 9.3% with the state rate being 10.1%. In 2010, heart disease accounted for $51.7 million in healthcare costs alone with an additional $5 million in hospital discharges related to diabetes. Medical costs for obese individuals were estimated to be $2,741 higher than per capita spending for normal weight individuals in 2005. This economic 7 burden can be expected to increase as the cost of health care increases. . Prevalence of Childhood Obesity
Childhood obesity has been called “one of the most serious public health challenges of the 21st century” 21 and with good reason. It is the greatest health threat facing our children as it can harm nearly ever system in a child’s body – heart and lungs, muscles and bones, kidneys and digestive tract, as well as the hormones that control blood sugar and puberty.22 Over the past three decades, childhood obesity rates have tripled in the U.S., and today, the country has some of the highest obesity rates in the world. One out of six children are obese, and one out of three children is overweight. County specific childhood obesity rates are hard to gather however, according to the 2015 Youth Risk Behavior Survey, 15.3% Oklahoma adolescents were overweight with 17.3% being obese. The percentage of students who were physically active for a total of at least 60 minutes per day on all seven of the seven days before the survey was 32.2% which was down from the 2013 percentages of 38.5. Of Oklahoma students, 45.6% reported they played video or computer games or used a computer for something that was not school work three or more hours per day on an average school day.28
Comanche County Community Assets In Comanche County 31.4% adults measures Fit Kids of Southwest Oklahoma was developed in 2006 Obese. 7 to serve as a coordinating organization in an effort to create a more active and healthy community for children. The fact that the CDC and other leading health experts predict that this generation of children will be the first that will not have the same life expectancy as their parents due to the health implications of obesity is deplorable. This profound statement is the driving force behind the Fit Kids of Southwest Oklahoma Coalition. Fit Kids is comprised of many, key partners throughout the county to include: local organizations, community groups and private citizens, as well as health professionals, schools, local, county and state governmental agencies.
Comanche County has numerous resources available and actively involved in addressing obesity. To name a few: • Two Tobacco Settlement Endowment Trust (TSET) Healthy Living grants - designed to prevent cancer and cardiovascular disease by preventing and reducing tobacco use and obesity at the community level. • Certified Healthy Oklahoma Program • Fitness in Action Series - community wide resource for running, walking, biking • Farmers Market • Fort Sill Healthy Base Initiative • City of Lawton actively addressing walkability and bikeability through development of comprehensive plans. • Duty Rowe Fit Kids Fitness Trailway through the Wildlife Refuge (over $12 million dollar project) • See appendix I for map of assets.
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.VIOLENCE
Do healthy communities make a safe community or does a safe community create a healthy community? A 1979 Surgeon General's report made one of the first explicit links between public health and law enforcement: It identified violent behavior as a significant risk to health. Four years later, the Centers for Disease Control and Prevention (CDC) established the Violence Epidemiology Branch, which later became the Division of Violence Prevention. 23 Since then, law enforcement and public health agencies have increasingly recognized a shared interest in poverty, violence and other societal problems. Both fields respond to existing problems while also taking a preventive approach, stopping problems before they start.
Violence in Comanche County
Between 1998 and 2013 Comanche County had 27 intimate partner homicide victims.17 The 2015 Comanche County arrests for juveniles was 210 and 880 for adults. Of those arrests, drug related for juveniles numbered 22 while adult numbered 426; alcohol related included 4 juveniles with adults numbering 516. Violent crime in 2015 was 722 per 100,000 versus 468 in the state. The number of violent crimes in the 18 community was 905. In 2016, homicide deaths per 100,000 people was 9.6 and motor vehicle crash deaths per 100,000 was 14.9. 11
In 2014 the following students in Comanche County reported:
Family conflict by grade: th th th 6 : 49.8% 8 : 46.7% 12 : 44.8% Total 2015 arrests in Comanche County: 3,706 adults and 807 juveniles for a total of 4,513 arrests. 18 Perceived availability of handguns by grade: 6th: 26.1% 8th: 35.9% 10th: 26.7% 12th: 32.3%
Reported feeling safe at school by grade: 6th : 73.8% 8th : 66.4% 10th : 61.5% 12th: 69.1%.14
In 2014 Comanche County had 1,148 child abuse and neglect referrals accepted for investigation. 27
Comanche County Community Assets
Assets in the community include engaged Police Departments, City and Volunteer Fire Departments, Emergency Services along with other local, state and federal organizations fighting community crime and violence. There is also a workgroup made up of several organizations dedicated to examining the root causes of community violence and crime. This will enable the group to collectively deploy strategies to eliminate violence and crime from Comanche County creating a safe environment for residents. See appendix I for asset map. .
CHA Updated September 2017 Comanche County Health Assessment Section 4--Page 16
SUBSTANCE ABUSE (TOBACCO, ALCOHOL & PRESCRIPTION DRUGS)
Tobacco: Tobacco continues to be the leading preventable cause of death in Oklahoma, causing about 6,000 deaths in our state per year. Smoking kills more Oklahomans than alcohol, auto accidents, AIDS, suicides, murders and illegal drugs combined. 29 Throughout 2005-2010 31% of Comanche County adults were smokers. This is 5% less than the percentage of adult smokers reported in the 2010 County Health Report however, it is 24% more than the state rate of 25.0% across the same time period. Health care costs associated with smoking were approximately $480.4 million in Comanche County.30 Of concern are other types of tobacco use, such as smokeless tobacco and now e-cigarettes. According to the 2015 YRBS (youth Risk Behavior Survey), 31% of high school students attending public schools in Oklahoma report using some form of tobacco (cigarette, cigar, smokeless, or electronic vapor product) within 30 days of the survey. 46% have used an electronic vapor product with 24% being within 30 days of the survey. 12 . Alcohol: 46% of driving deaths in Comanche County had alcohol involvement compared to 31% for the state. 6 According to the 2015 YRBS, 15% of Oklahoma public high school students reported they drank alcohol for the first time before 13 years of age with 64% reporting they have drank alcohol. Additionally Comanche County (24.2) has a higher percentage of youth riding with a drinking driver than the State of Oklahoma (23.9). 14 In 2015 Comanche County had an excessive drinking rate of 18%, which is higher than both the state 13% and national 10%.14 Binge drinking is defined as 5 or more drinks in a row. In 2014 students reported binge drinking by the following grades 15: 6th 4.5% 10th 17.2% 8th 9.3% 12th 24.9% . Prescription Drug Abuse: According to 2010 OPNA data, Comanche County has higher percentages in every grade for non-medical use of prescription drugs compared to the State of Oklahoma 14. According to the Oklahoma Bureau of Narcotics data on non-fatal overdoses, Comanche had higher rates than the state per 1,000 people, 1.24 compared to .61. Drug poisoning deaths in 2015 in Comanche County per 100,000 6 population was 86.17. . Comanche County drug poisoning mortality Why Ending Addiction Changes Everything: estimated age adjusted range has risen from 8.1-10 in 2009 to 12.1-14 in 2014 affecting up to 17,505 10 Addiction is a complex disease, often chronic in nature, residents. which affects the functioning of the brain and body. It also causes serious damage to families, relationships, schools, workplaces and neighborhoods. The most common symptoms of addiction are severe loss of control, continued use despite serious consequences, preoccupation with using, failed attempts to quit, tolerance and withdrawal. Addiction can be effectively 2 prevented, treated and managed by healthcare professionals in combination with family or peer support. .
.Comanche. County Community Assets Comanche County currently holds a TSET Healthy Living grant with a focus on reducing tobacco use throughout the county. Additionally, Comanche County boasts of a long time community coalition, Lawton- Fort Sill Community Coalition, that engages citizens and leaders to implement reduction strategies while bolster protective factors for the most at risk populations. Specific actions to address these priority areas include: 24/7 tobacco free policy in every school system, reduction in youth smoking rates over 5 years, reduction in adult prevalence rates over 5 years, tobacco free policy on all city owned property, tobacco free city wide ordinance including e-cigs and vapor products, large businesses in Comanche County have adopted tobacco free policies. Community Advocates for Sober Teens and Able Commission partnered to provide training for LPD cadets on laws pertaining to alcohol, party dispersal, and social host. See appendix I for asset map.
CHA Updated September 2017 Comanche County Health Assessment Section 4--Page 17
, Next Steps
Continuing the MAPP process, the information contained in this document will be distributed to the Community Stakeholders. With the five areas of improvement identified, work groups will be formed around each priority area and charged with the development of goals, objectives and strategies. These efforts will be used to develop, initiate and implement a community health improvement plan.
CHA Updated September 2017 Comanche County Community Health Assessment Reference—page R1
References
1 http://archived.naccho.org/topics/infrastructure/mapp/
2 Foundation, A. (no date) Who is an addict? What is addiction? – Ayeneh foundation Website. Available at: http://ayeneh.org/nature-types/
3 Population estimates, July 1, 2015, (V2015) (no date) Available at: http://www.census.gov/quickfacts/table/PST045215/40031
4 SOSH 2014 (2014a) Available at: https://www.ok.gov/health/pub/boh/state/SOSH%202014.pdf 5 About the indicators (1950) Available at: http://wwwn.cdc.gov/CommunityHealth/info/AboutData/OK/Comanche/# 6 Rankings, C.H. (2016d) Health rankings . Available at: http://www.countyhealthrankings.org/app/oklahoma/2016/measure/factors/136/map
7 Basnet, A. (2014) Comanche 2014 . Available at: https://www.ok.gov/health2/documents/Comanche%202014.pdf
8 Region 11 epidemiological profile updated march 2012 (2012) Available at: http://www.wmpn.org/images/Coalitions/Region_11_Coalitions/Region_11_REOW/Region_11_Epidemiological_Profi le_updated_March_2012.pdf. In-text citations: (Region 11 epidemiological profile updated march 2012, 2012)
9 Bureau, U.C.S. (2010) American FactFinder . Available at: http://factfinder.census.gov/faces/nav/jsf/pages/index.xhtml 10 NCHS - drug poisoning mortality, county trends: United States, 1999–2014 | data | center for disease control (2016) Available at: https://data.cdc.gov/NCHS/NCHS-Drug-Poisoning-Mortality-County-Trends-United/pbkm-d27e
11 Photo and Smith, L. (2014) Comanche county, OK . Available at: https://datausa.io/profile/geo/comanche-county-ok/
12 Tobacco use among Oklahoma public high school students (2015) Available at: https://www.ok.gov/health2/documents/Tobacco%20Use%20-%20YRBS%202015.pdf 13 E, T.A. (2016) Indicator selection | KIDS COUNT data center . Available at: http://datacenter.kidscount.org/data
14 OPNA, Oklahoma data query system (no date) Available at: http://www.bach- harrison.com/okdataquerysystem/Indicators.aspx 15 http://datacenter.kidscount.org/data/tables/2521-arrests-of-juveniles-for-violent-crimes?loc=38#detailed/5/5266- 5342/false/869,36,868,867,133/any/8903,8904
16 Zanchi, A. and Center for Behavioral Health Statistics and Quality (2015) Behavioral health barometer: United States annual report 2014 . Available at: http://www.samhsa.gov/data/sites/default/files/2015_Oklahoma_BHBarometer.pdf
17 (2015) A report of the Oklahoma domestic violence fatality review board 2014 domestic violence homicide in Oklahoma . Available at: https://www.ok.gov/oag/documents/DVFRB%202014%20Annual%20Report.pdf
18 (2015) Oklahoma state bureau of investigation - Comanche county . Available at: https://www.ok.gov/osbi/Statistical_Analysis_Center/Data_and_Statistics/Comanche_County.html
CHA Updated September 2017 Comanche County Community Health Assessment Reference—page R2
19 QUERY (no date) Available at: http://www.odmhsas.org/eda/prevalence.htm.
20 Short, K. (2015) The supplemental poverty measure: 2014 current population reports. Available at: https://www.census.gov/content/dam/Census/library/publications/2015/demo/p60-254.pd..
21 World Health Organization. Global strategy on diet, physical activity, and health: childhood overweight and obesity.
22 Ebbeling CB, Pawlak DB, Ludwig DS. Childhood obesity: public-health crisis, common sense cure. Lancet. 2002;360:473- 82
23 YRBS health indicator monitoring sheet 2003 2015 (2003) Available at: https://www.ok.gov/health2/documents/YRBS%20Health%20Indicator%20Monitoring%20Sheet%202003-2015.pdf
24 Dahlberg, Linda L., and James A. Mercy, The History of Violence as a Public Health Issue (pdf, 12 pages), Centers for Disease Control and Prevention, National Center for Injury Prevention and Control, 2009
25 (2012) Public health advisor centers for disease control and prevention medical epidemiologist centers for disease control and prevention ORISE fellow centers for disease control and prevention. Available at: http://www.cdc.gov/hrqol/Mental_Health_Reports/pdf/BRFSS_Full%20Report.pdf
26 Pamela S. Hyde, J.D. SAMHSA Administrator (2001) A public health approach to prevention of behavioral health conditions . Available at: http://store.samhsa.gov/product/A-Public-Health-Approach-to-Prevention-of-Behavioral- Health- Conditions/SMA12-PHYDE051512. Project LAUNCH Grantees’ Spring Training Institute, May 15, 2012 (Slides)--Digital version download: http://store.samhsa.gov/shin/content//SMA12- PHYDE051512/SMA12-PHYDE051512.ppt
27 CDC (2014) The public health system and the 10 essential public health services . Available at: http://www.cdc.gov/nphpsp/essentialservices.html
28 YRBS health indicator monitoring sheet 2003 2015 (2003) Available at: https://www.ok.gov/health2/documents/YRBS%20Health%20Indicator%20Monitoring%20Sheet%202003-2015.pdf 29 Office of Planning and Research and Statistics (2015) Child abuse and neglect statistics SFY 2014. Available at: http://www.okdhs.org/OKDHS%20Report%20Library/S15034_ChildAbuseandNeglectStatistics_cwsoprs_07282015.pdf, page 6 30 Centers for Disease Control and Prevention. Annual smoking‐attributable mortality, years of potential life lost, and economic costs-United States, 1995–1999. MMWR 2002;51(14):300–303.
CHA Updated September 2017 Comanche County Community Health Assessment Appendix A--page A1
Comanche County Community Health Assessment Appendix A--page A2
Comanche County Community Health Assessment Appendix A--page A3
Comanche County Community Health Assessment Appendix A--page A4
http://www.census.gov/quickfacts/table/PST045215/40031
Comanche County Community Health Assessment Appendix B--page B1
Comanche County Community Health Assessment Appendix B--page B2
Comanche County Community Health Assessment Appendix B--page B3
Comanche County Community Health Assessment Appendix B--page B4
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Comanche County Community Health Assessment Appendix C—page C1
Comanche County Community Health Assessment Appendix C—page C2
Comanche County Community Health Assessment Appendix D—page D1
Comanche County Community Health Assessment Appendix D—page D2
Comanche County Community Health Assessment Appendix E—page E1
Comanche County Community Health Assessment Appendix E—page E2
Comanche County Community Health Assessment Appendix E—page E3
Comanche County Community Health Assessment Appendix E—page E4
Comanche County Community Health Assessment Appendix E—page E5
Comanche County Community Health Assessment Appendix E—page E6
Comanche County Community Health Assessment Appendix E—page E7
http://datacenter.kidscount.org/data/customreports/5281/any/nocompare 10/3/2016
Comanche County Community Health Assessment Appendix. F—page F1
Comanche County Themes & Strengths Survey Results
Questions, Response Percentage, Count, Agree, At a glance pictorial Disagree and Neutral
How healthy would you rate your community? Answer Options Response % Response # Healthy 12.9% 192 Neutral 52.8% 784 Unhealthy 34.3% 510
How satisfied are you with the quality of life in Comanche County? Answer Options Response % Response # Satisfied 32.5% 482 Neutral 44.3% 658 Dissatisfied 23.2% 345
Where do you currently get your local news and community information? Answer Options Response % Response # Television 82.2% 1220 Radio 38.7% 575 Newspaper-hard copy 42.3% 628 Newspaper-online 16.6% 247 Magazines-hard copy 5.1% 76 Magazines-online 2.8% 41 Social Media- 57.4% 852 Facebood,Twitter, etc. Internet blog 4.3% 64 Internet news site 33.9% 503 Other 4.1% 61
Comanche County Community Health Assessment Appendix. F—page F2
Are you able to get medical care when needed? Answer Options Yes No Response # General medical care 1362 100 1462 Teeth 1231 215 1446 Eyes 1251 188 1439
In the last year, have you or anyone in your household gone without care or used the ER because you could not get into see a doctor? Answer Options Response Response % # Yes 28.5% 419 No 71.5% 1051
How do you pay for health care? Answer Options Response Response % # Cash (no insurance) 10.6% 153 Indian Health Services 5.0% 72 Medicare 11.0% 158 Insure Oklahoma 1.0% 15 Free Health Clinic 1.9% 27 Veteran Administration 3.7% 53 Medicaid 9.5% 137 TRICARE 20.5% 295 Private Health Insurance 15.2% 219 Employer Provided Insurance 47.7% 687 Obama Care 2.5% 36
Comanche County Community Health Assessment Appendix. F—page F3
In the last year, have you or anyone in your household gone without the following due to cost? Answer Options Response % Response # Health Care (General 27.7% 379 doctor, dentist, couseling, etc.) Medication 20.3% 278 Not gone without health 67.4% 922 care or medication due to cost
Mark your level of agreement with the following statements as apply in Comanche County. Answer Options Agree Neutral Disagree There are jobs available in 806 460 183 the community. There are opportunities for 453 640 349 advancement. Jobs pay enough to live on. 244 557 641 I have access to fresh fruit 1045 298 101 and vegetables.
Mark your level of agreement with the following statements as apply in Comanche County. Answer Options Agree Neutral Disagree The community is a safe 322 470 871 place to live. Neighbors know trust, & 647 585 468 look out for one another. There are support networks for individuals and famalies. 487 104 109 (For ex. Church, family, readiness group.)
Comanche County Community Health Assessment Appendix. F—page F4
Mark your level of agreement with the following statements as apply in Comanche County. Answer Options Agree Neutral Disagree Community is a good place 467 648 327 to raise children. There is information and 646 616 170 assistance available on parenting. There is access to safe and 478 685 270 affordable child care. I am satisfied with the 435 585 410 school system. There after school 494 60 337 opportunities for school age children There are plenty of 346 530 560 recreational opportunities for children. There are plenty of non- 277 548 604 sports related activities for children. There is a park within 757 258 419 walking distance from my home.
Do you keep prescriptions medications locked? Answer Options Response % Response # Yes 39.1% 500 No 60.9% 780
Are you aware of anyone serving alcohol to minors? Answer Options Response % Response # Yes 9.0% 130 No 91.1% 1325
Comanche County Community Health Assessment Appendix. F—page F5
Oklahoma’s Social Host law puts a shared responsibility for underage drinking on the person providing the location for the gathering. Adults or minors can be cited and fined under the Social Host law. Were you aware of this law? Answer Options Response % Response # Yes 76.9% 100 No 23.1% 30
Mark your level of agreement with the following statements as apply in Comanche County. Answer Options Agree Neut Disag ral ree There are networks for support for 280 774 352 the elderly living alone. There are enough meal programs 280 774 354 for older adults. There is transportation for older 536 653 218 adults. There are elder-friendly housing 507 634 267 developments. Community is a ood place to grow 491 589 337
old.
What are the 3 things that cause you the most stress? Response Response Answer Options % # Money/finances 73.2% 1032 Work/job 53.1% 749 Family responsibilities 31.4% 443 Mental or physical health concerns 14.3% 201 Parenting/Children 17.4% 245 Major life event 15.8% 223 Relationship difficulties (friends, 19.4% 273 spouses, etc.) Unemployment 8.9% 126 School 19.1% 270 Discrimination 7.2% 102 Poor or unstable housing 4.0% 56 Sustance abuse 2.2% 31 Lack of transportation 3.2% 45 Abuse 1.3% 18
Lack of safety/Crime 22.1% 312
Comanche County Community Health Assessment Appendix. F—page F6
What are the 3 most common ways you manage your stress? Response Response Answer Options % # Exercise, walk or go for a bike ride 44.3% 629 Spend time with family or friends 45.7% 649 Read 23.1% 328 Watch television or movies 32.2% 457 Listen to music 31.1% 442 Clean or do chores 21.1% 300 Spend time doing a hobby 13.2% 188 Pray or go to church 30.3% 430 Eat 11.3% 160 Nap 12.6% 179 Meditation or yoga 3.1% 44 Drink alcohol 6.0% 85 Go for a drive 10.0% 142 Play video game or surf the internet 9.1% 129 Get a massage or spa treatment 4.4% 63 Nothing 6.1% 86 Shop 6.9% 98 Play sports 4.6% 65 Smoke 6.7% 95 See a mental health professional 2.4% 34
Gamble 1.6% 23
What do you think are the 3 biggest health problems in Comanche County? Response Response Answer Options % # Poverty 49.7% 684 Sexually transmitted disease/infection 23.5% 324 Child abuse/neglect 22.4% 308 Teenage pregnancy 21.4% 294 Mental health problems 20.9% 288 Housing that is adequate, safe and 20.4% 281 affordable Diabetes 19.3% 266 Homicide 19.0% 261 Domestic violence 18.0% 248 Heart disease and stroke 16.1% 222 Cancers 14.9% 205 High blood pressure 12.6% 173 Firearm-related injuries 9.2% 126 Again problems (arthritis, hearing loss, 8.6% 118 etc.) Motor vehicle crash injuries 6.9% 95 Dental problems 4.7% 65 Rape/sexual assault 4.6% 63 Respiration/lung disease 3.1% 43 HIV/AIDS 2.5% 34 Suicide 2.4% 33 Infectious diseases (hepatitis, TB) 1.7% 23
Infant death 0.7% 10
Comanche County Community Health Assessment Appendix. F—page F7
What do you think are the 3 biggest risky behaviors in Comanche County? Response Response Answer Options % # Alcohol abuse 47% 644 Being overweight 43% 594 Drug abuse 59% 817 Lack of exercise 23% 314 Poor eating habits 24% 338 Tobacco use 21% 293 Dropping out of school 18% 253 Unsafe sex 34% 471 Not using birth control 10% 144 Not getting shots to prevent disease 5% 63 Not using seat belts and/or child safety 9% 122 seats Not getting annual doctor visits 13% 174
(dentist, eye doctor, obgyn, etc.)
What do you think are the 3 most important factors for quality of life in a “Healthy Community”? Response Response Answer Options % # Good jobs and healthy 66.5% 929 Healthy behaviors and lifestyles 37.6% 525 Low crime/safe neighborhoods 32.6% 455 Access to health care (ex: family 30.5% 426 doctor) Strong family life 29.2% 407 Good schools 25.9% 361 Religious or spiritual values 20.8% 291 Clean environment 14.6% 204 Affordable housing 14.5% 203 Good place to raise children 13.9% 194 Parks and recreation 8.9% 124 Excellent race relations 4.2% 59 Arts and cultural events 3.9% 55 Low levels of child abuse 3.3% 46 Low adult death and disease rates 1.4% 19
Low infant deaths 0.9% 12
Comanche County Community Health Assessment Appendix. F—page F8
Sex: Answer Options Response % Response # Male 26.3% 366 Female 73.7% 1026
Which category below incudes your age? Response Response Answer Options % # 17 or younger 4.8% 67 18-20 7.2% 101 21-29 20.3% 284 30-39 19.2% 269 40-49 17.2% 241 50-59 20.5% 286
60 or older 10.7% 150
Comanche County Community Health Assessment Appendix. F—page F9
Which ethnic group do you most identify with? Response Response Answer Options % # African American/Black 15.9% 215 White/Caucasian 67.1% 905 Asian/Pacific Islander 2.5% 34 Hispanic/Lation 7.6% 102
American Indian/Alaskan 6.8% 92
What is the highest level of school that you have completed? Response Response Answer Options % # Primary school 0.9% 12 Some high school, but no diploma 4.4% 61 High school diploma (or GED). 18.7% 257 Some college, but no degree 22.9% 314 2-year college degree 7.4% 101 4-year college degree 22.3% 307 Graduate-level degree 22.7% 312
None of the above 0.7% 10
What is your approximate household income? Response Response Answer Options % # $0-$24,999 21.8% 290 $25,000-$49,999 28.7% 382 $50,000-$74,999 20.0% 266 $75,000-$99,999 14.9% 198
$100,000 and up 14.6% 194
Comanche County Community Health Assessment Appendix. F—page F10
What is your military affiliation? Response Response Answer Options % # Vet 6.6% 93 Active Duty 4.6% 65 Dependent 13.2% 187 Retiree 5.1% 72 Reserves 0.9% 13
No military 69.6% 985
Which armed service branch are you a member of? Response Response Answer Options % # Army 93.9% 62 Navy 1.5% 1 Air Force 1.5% 1 Marines 1.5% 1
N/A 1.5% 1
Comanche County Community Health Assessment Appendix G—page G1
2015 Forces of Change Survey Responses
List of brainstormed forces, including factors, events, and trends that impact Comanche County.
Response Text as entered:
• ICD 10/ Coding System (y3)
• When children don't get required vaccinations and encounter an avoidable disease and spread to the population.
• Everyone should get the Flu vaccination to keep the public healthy and if people contract a spreadable disease then stay away from others to keep these contagious diseases under control.
• Extreme weather conditions or catastrophic occurrences.
• Outcome of the National elections and attitude of State Government toward acceptance of Federal dollars for funding of Accountable Healthcare to what has been labeled Obama Care.
• Same as mentioned above with local, state and national government. County government still works with the people. Globally we need to all be concerned about pollution and the changes that are occurring from contaminating the environment.
• We must look for opportunities to improve and diminish the threats to our health and safety.
• Our nation is polarized. We must learn to listen and compromise to regain control for the betterment of our nation.
• Halliburton job layoff in Duncan
• Tobacco/ Childhood Obesity problem in our county
• Attempt to redirect Tobacco Settlement Funds away from Healthcare
• Anticipated $1 Billion shortfall in state revenue for next fiscal year
• Layoffs
• Relocation of possible community leaders
• The drought has an effect on our local community.
• Violent crime, lack of support for education/teachers
• Lack of funds to deliver needed services
• Tendency to offer a "one-size-fits-all" approach
• BRAC (Base Realignment and Closure)
• OK Tobacco Settlement Endowment Trust being raided
• Increase in the Tobacco Tax
• E-Cigarettes
• Dedicated group of community members working hard to impact, in a positive way, the health of Comanche County
.
Comanche County Community Health Assessment Appendix G—page G2
• Drought.
• Obesity
• Physical Activity
• Comanche County has a large military base on Fort Sill. Currently there is a trend to downsize the military across the country. The next 2016 election could affect that change for better or worse.
• High poverty rate in Comanche County
Comanche County Community Health Assessment Appendix H—page H1
Comanche Local Public Health System Assessment--Fall 2015
1. At what level does the LPHS… No Response No Minimal Moderate Significant Optimal Minimal Moderate Significant Optimal Average Answer Options Activity Count activity=1pt =2pt =3pt =4pt =5pt 1.1.1 Conduct regular CHAs? 0 0 2 4 1 7 0 0 6 16 5 3.86 1.1.2 Update the CHA with current information 0 0 3 3 1 7 0 0 9 12 5 3.71 continuously? 1.1.3 Promote the use of the CHA among 0 0 1 6 0 7 0 0 3 24 0 3.86 community members and partners?
3. At what level does the LPHS… No Response No Minimal Moderate Significant Optimal Minimal Moderate Significant Optimal Average Answer Options Activity Count activity=1pt =2pt =3pt =4pt =5pt 1.2.1 Use the best available technology and 0 0 3 4 0 7 0 0 9 16 0 3.57 methods to display data on the public’s health? 1.2.2 Analyze health data, including geographic 0 0 0 7 0 7 0 0 0 28 0 4.00 information, to see where health problems exist? 1.2.3 Use computer software to create charts, graphs, and maps to display complex public 0 0 2 5 0 7 0 0 6 20 0 3.71 health data (trends over time, sub-population analyses, etc.)? 3. At what level does the LPHS…
No Response No Minimal Moderate Significant Optimal Minimal Moderate Significant Optimal Average Answer Options Activity Count activity=1pt =2pt =3pt =4pt =5pt 1.3.1 Collect timely data consistent with current standards on specific health concerns in order to 0 0 2 5 0 7 0 0 6 20 0 3.71 provide the data to population health registries? 1.3.2 Use information from population health 0 0 3 4 0 7 0 0 9 16 0 3.57 registries in CHAs or other analyses? Section 1 Average 3.33
Comanche County Community Health Assessment Appendix H—page H2
8. At what level does the LPHS… No Response No Minimal Moderate Significant Optimal Minimal Moderate Significant Optimal Average Answer Options Activity Count activity=1pt =2pt =3pt =4pt =5pt 2.1.1 Participate in a comprehensive surveillance system with national, state, and local partners to identify, monitor, and share information and 1 0 1 2 3 7 1 0 3 8 15 3.86 understand emerging health problems and threats? 2.1.2 Provide and collect timely and complete information on reportable diseases and potential 0 0 0 3 4 7 0 0 0 12 20 4.57 disasters, emergencies, and emerging threats (natural and manmade)? 2.1.3 Ensure that the best available resources are used to support surveillance systems and activities, including information technology, 0 0 2 3 2 7 0 0 6 12 10 4.00 communication systems, and professional expertise?
10. At what level does the LPHS…
No Response No Minimal Moderate Significant Optimal Minimal Moderate Significant Optimal Average Answer Options Activity Count activity=1pt =2pt =3pt =4pt =5pt 2.2.1 Maintain written instructions on how to handle communicable disease outbreaks and toxic exposure incidents, including details about 0 0 2 2 3 7 0 0 6 8 15 4.14 case finding, contact tracing, and source identification and containment? 2.2.2 Develop written rules to follow in the immediate investigation of public health threats 0 0 1 2 4 7 0 0 3 8 20 4.43 and emergencies, including natural and intentional disasters?
2.2.3 Designate a jurisdictional Emergency 0 0 1 3 3 7 0 0 3 12 15 4.29 Response Coordinator?
Comanche County Community Health Assessment Appendix H—page H3
2.2.4 Prepare to rapidly respond to public health emergencies according to emergency operations 0 0 0 4 3 7 0 0 0 16 15 4.43 coordination guidelines? 2.2.5 Identify personnel with the technical expertise to rapidly respond to possible 1 0 1 1 4 7 1 0 3 4 20 4.00 biological, chemical, or and nuclear public health emergencies? 2.2.6 Evaluate incidents for effectiveness and opportunities for improvement (such as After 1 0 1 1 4 7 1 0 3 4 20 4.00 Action Reports, Improvement Plans, etc.)?
12. At what level does the LPHS…
No Response No Minimal Moderate Significant Optimal Minimal Moderate Significant Optimal Average Answer Options Activity Count activity=1pt =2pt =3pt =4pt =5pt 2.3.1 Have ready access to laboratories that can meet routine public health needs for finding out 0 0 2 2 3 7 0 0 6 8 15 4.14 what health problems are occurring? 2.3.2 Maintain constant (24/7) access to laboratories that can meet public health needs 0 0 3 0 4 7 0 0 9 0 20 4.14 during emergencies, threats, and other hazards? 2.3.3 Use only licensed or credentialed 0 0 0 2 5 7 0 0 0 8 25 4.71 laboratories? 2.3.4 Maintain a written list of rules related to laboratories, for handling samples (including collecting, labeling, storing, transporting, and 0 0 2 1 4 7 0 0 6 4 20 4.29 delivering), determining who is in charge of the samples at what point, and reporting the results?
Section 2 Average 4.73
Comanche County Community Health Assessment Appendix H—page H4
1. At what level does the LPHS…
No Response No Minimal Moderate Significant Optimal Minimal Moderate Significant Optimal Average Answer Options Activity Count activity=1pt =2pt =3pt =4pt =5pt 3.1.1 Provide policymakers, stakeholders, and the public with ongoing analyses of community health 0 5 6 7 2 20 0 10 18 28 10 3.30 status and related recommendations for health promotion policies? 3.1.2 Coordinate health promotion and health education activities at the individual, 0 3 4 11 2 20 0 6 12 44 10 3.60 interpersonal, community, and societal levels? 3.1.3 Engage the community throughout the process of setting priorities, developing plans, 0 5 7 6 2 20 0 10 21 24 10 3.25 and implementing health education and health promotion activities?
3. At what level does the LPHS…
No Response No Minimal Moderate Significant Optimal Minimal Moderate Significant Optimal Average Answer Options Activity Count activity=1pt =2pt =3pt =4pt =5pt 3.2.1 Develop health communication plans for media and public relations and for sharing 0 5 9 4 1 19 0 10 27 16 5 3.05 information among LPHS organizations? 3.2.2 Use relationships with different media providers (e.g., print, radio, television, the 0 6 6 6 1 19 0 12 18 24 5 3.11 Internet) to share health information, matching the message with the target audience?
3.2.3 Identify and train spokespersons on public 1 6 10 1 1 19 1 12 30 4 5 2.74 health issues?
Comanche County Community Health Assessment Appendix H—page H5
5. At what level does the LPHS…
No Response No Minimal Moderate Significant Optimal Minimal Moderate Significant Optimal Average Answer Options Activity Count activity=1pt =2pt =3pt =4pt =5pt 3.3.1 Develop an emergency communications plan for each stage of an emergency to allow for the 0 3 8 6 2 19 0 6 24 24 10 3.37 effective dissemination of information?
3.3.2 Make sure resources are available for a rapid 0 4 7 6 2 19 0 8 21 24 10 3.32 emergency communication response?
3.3.3 Provide risk communication training for 0 5 10 3 1 19 0 10 30 12 5 3.00 employees and volunteers?
Section 3 Average 3.19
No Response No Minimal Moderate Significant Optimal Minimal Moderate Significant Optimal Average Answer Options Activity Count activity=1pt =2pt =3pt =4pt =5pt
4.1.1 Maintain a complete and current directory of 0 6 5 7 1 19 0 12 15 28 5 3.16 community organizations? 4.1.2 Follow an established process for identifying key constituents related to overall public health 0 3 8 6 2 19 0 6 24 24 10 3.37 interests and particular health concerns?
4.1.3 Encourage constituents to participate in 0 4 3 10 2 19 0 8 9 40 10 3.53 activities to improve community health?
4.1.4 Create forums for communication of public 1 3 8 4 3 19 1 6 24 16 15 3.26 health issues? 10. At what level does the LPHS…
No Response No Minimal Moderate Significant Optimal Minimal Moderate Significant Optimal Average Answer Options Activity Count activity=1pt =2pt =3pt =4pt =5pt 4.2.1 Establish community partnerships and strategic alliances to provide a comprehensive 0 3 3 9 4 19 0 6 9 36 20 3.74 approach to improving health in the community?
Comanche County Community Health Assessment Appendix H—page H6
4.2.2 Establish a broad-based community health 0 3 4 8 4 19 0 6 12 32 20 3.68 improvement committee? 4.2.3 Assess how well community partnerships and strategic alliances are working to improve 0 2 6 8 3 19 0 4 18 32 15 3.63 community health? Section 4 Average 3.48
1. At what level does the LPHS…
No Response No Minimal Moderate Significant Optimal Minimal Moderate Significant Optimal Average Answer Options Activity Count activity=1pt =2pt =3pt =4pt =5pt 5.1.1 Support the work of the local health department (or other governmental local public 1 0 1 6 2 10 1 0 3 24 10 3.80 health entity) to make sure the 10 Essential Public Health Services are provided? 5.1.2 See that the local health department is accredited through the PHAB’s voluntary, national 1 0 1 3 5 10 1 0 3 12 25 4.10 public health department accreditation program? 5.1.3 Ensure that the local health department has enough resources to do its part in providing 1 0 2 4 3 10 1 0 6 16 15 3.80 essential public health services?
3. At what level does the LPHS…
No Response No Minimal Moderate Significant Optimal Minimal Moderate Significant Optimal Average Answer Options Activity Count activity=1pt =2pt =3pt =4pt =5pt 5.2.1 Contribute to public health policies by engaging in activities that inform the policy 1 0 3 4 1 9 1 0 9 16 5 3.44 development process? 5.2.2 Alert policymakers and the community of the possible public health effects (both intended and 1 0 2 6 0 9 1 0 6 24 0 3.44 unintended) from current and/or proposed policies?
Comanche County Community Health Assessment Appendix H—page H7
5.2.3 Review existing policies at least every three 1 0 2 6 0 9 1 0 6 24 0 3.44 to five years?
5. At what level does the LPHS…
No Response No Minimal Moderate Significant Optimal Minimal Moderate Significant Optimal Average Answer Options Activity Count activity=1pt =2pt =3pt =4pt =5pt 5.3.1 Establish a CHIP, with broad-based diverse participation, that uses information from the CHA, 1 0 1 4 3 9 1 0 3 16 15 3.89 including the perceptions of community members? 5.3.2 Develop strategies to achieve community health improvement objectives, including a 1 0 1 5 2 9 1 0 3 20 10 3.78 description of organizations accountable for specific steps?
5.3.3 Connect organizational strategic plans with 1 0 2 5 1 9 1 0 6 20 5 3.56 the CHIP?
Section 5 Average 3.70
7. At what level does the LPHS…
No Response No Minimal Moderate Significant Optimal Minimal Moderate Significant Optimal Average Answer Options Activity Count activity=1pt =2pt =3pt =4pt =5pt 5.4.1 Support a workgroup to develop and maintain emergency preparedness and response 0 0 0 7 1 8 0 0 0 28 5 4.13 plans?
Comanche County Community Health Assessment Appendix H—page H8
5.4.2 Develop an emergency preparedness and response plan that defines when it would be used, who would do what tasks, what standard 0 0 0 6 2 8 0 0 0 24 10 4.25 operating procedures would be put in place, and what alert and evacuation protocols would be followed? 5.4.3 Test the plan through regular drills and revise the plan as needed, at least every two 0 1 0 6 1 8 0 2 0 24 5 3.88 years?
10. At what level does the LPHS…
No Response No Minimal Moderate Significant Optimal Minimal Moderate Significant Optimal Average Answer Options Activity Count activity=1pt =2pt =3pt =4pt =5pt 6.1.1 Identify public health issues that can be addressed through laws, regulations, or 0 0 3 3 2 8 0 0 9 12 10 3.88 ordinances? 6.1.2 Stay up-to-date with current laws, regulations, and ordinances that prevent health 0 0 1 4 3 8 0 0 3 16 15 4.25 problems or that promote or protect public health on the federal, state, and local levels? 6.1.3 Review existing public health laws, regulations, and ordinances at least once every 0 0 2 5 1 8 0 0 6 20 5 3.88 three to five years? 6.1.4 Have access to legal counsel for technical assistance when reviewing laws, regulations, or 0 1 2 3 2 8 0 2 6 12 10 3.75 ordinances?
12. At what level does the LPHS…
No Response No Minimal Moderate Significant Optimal Minimal Moderate Significant Optimal Average Answer Options Activity Count activity=1pt =2pt =3pt =4pt =5pt 6.2.1 Identify local public health issues that are inadequately addressed in existing laws, 0 0 2 5 1 8 0 0 6 20 5 3.88 regulations, and ordinances?
Comanche County Community Health Assessment Appendix H—page H9
6.2.2 Participate in changing existing laws, regulations, and ordinances, and/or creating new 0 0 2 5 1 8 0 0 6 20 5 3.88 laws, regulations, and ordinances to protect and promote public health? 6.2.3 Provide technical assistance in drafting the language for proposed changes or new laws, 0 1 2 4 1 8 0 2 6 16 5 3.63 regulations, and ordinances?
14. At what level does the LPHS…
No Response No Minimal Moderate Significant Optimal Minimal Moderate Significant Optimal Average Answer Options Activity Count activity=1pt =2pt =3pt =4pt =5pt 6.3.1 Identify organizations that have the authority to enforce public health laws, regulations, and 0 0 1 4 3 8 0 0 3 16 15 4.25 ordinances? 6.3.2 Ensure that a local health department (or other governmental public health entity) has the 0 0 0 5 3 8 0 0 0 20 15 4.38 authority to act in public health emergencies? 6.3.3 Ensure that all enforcement activities related 0 0 2 4 2 8 0 0 6 16 10 4.00 to public health codes are done within the law?
6.3.4 Educate individuals and organizations about 0 0 2 4 2 8 0 0 6 16 10 4.00 relevant laws, regulations, and ordinances?
6.3.5 Evaluate how well local organizations 0 1 1 4 2 8 0 2 3 16 10 3.88 comply with public health laws?
Section 6 Average 3.18 13. At what level does the LPHS…
No Response No Minimal Moderate Significant Optimal Minimal Moderate Significant Optimal Average Answer Options Activity Count activity=1pt =2pt =3pt =4pt =5pt 7.1.1 Identify groups of people in the community who have trouble accessing or connecting to 0 3 8 7 1 19 0 6 24 28 5 3.32 personal health services?
Comanche County Community Health Assessment Appendix H—page H10
7.1.2 Identify all personal health service needs and 0 3 10 5 1 19 0 6 30 20 5 3.21 unmet needs throughout the community?
7.1.3 Defines partner roles and responsibilities to 0 4 11 2 2 19 0 8 33 8 10 3.11 respond to the unmet needs of the community?
7.1.4 Understand the reasons that people do not 0 2 10 3 4 19 0 4 30 12 20 3.47 get the care they need?
15. At what level does the LPHS…
No Response No Minimal Moderate Significant Optimal Minimal Moderate Significant Optimal Average Answer Options Activity Count activity=1pt =2pt =3pt =4pt =5pt 7.2.1 Connect or link people to organizations that can provide the personal health services they may 0 3 5 7 4 19 0 6 15 28 20 3.63 need? 7.2.2 Help people access personal health services in a way that takes into account the unique needs 0 3 7 7 2 19 0 6 21 28 10 3.42 of different populations? 7.2.3 Help people sign up for public benefits that are available to them (e.g., Medicaid or medical 0 2 7 8 2 19 0 4 21 32 10 3.53 and prescription assistance programs)? 7.2.4 Coordinate the delivery of personal health and social services so that everyone in the 0 4 7 6 2 19 0 8 21 24 10 3.32 community has access to the care they need? Section 7 Average 3.86
Comanche County Community Health Assessment Appendix H—page H11
1. At what level does the LPHS…
No Response No Minimal Moderate Significant Optimal Minimal Moderate Significant Optimal Average Answer Options Activity Count activity=1pt =2pt =3pt =4pt =5pt 8.1.1 Complete a workforce assessment, a process to track the numbers and types of LPHS jobs—both public and private sector—and the 1 2 1 0 2 6 1 4 3 0 10 3.00 associated knowledge, skills, and abilities required of the jobs? 8.1.2 Review the information from the workforce assessment and use it to identify and address 1 2 1 0 2 6 1 4 3 0 10 3.00 gaps in the LPHS workforce? 8.1.3 Provide information from the workforce assessment to other community organizations and groups, including governing bodies and 1 2 1 0 2 6 1 4 3 0 10 3.00 public and private agencies, for use in their organizational planning?
3. At what level does the LPHS…
No Response No Minimal Moderate Significant Optimal Minimal Moderate Significant Optimal Average Answer Options Activity Count activity=1pt =2pt =3pt =4pt =5pt 8.2.1 Ensure that all members of the local public health workforce have the required certificates, 0 1 2 2 1 6 0 2 6 8 5 3.50 licenses, and education needed to fulfill their job duties and comply with legal requirements? 8.2.2 Develop and maintain job standards and position descriptions based in the core 0 2 2 1 1 6 0 4 6 4 5 3.17 knowledge, skills, and abilities needed to provide the 10 Essential Public Health Services? 8.2.3 Base the hiring and performance review of members of the public health workforce in public 0 2 1 2 1 6 0 4 3 8 5 3.33 health competencies?
Comanche County Community Health Assessment Appendix H—page H12
5. At what level does the LPHS…
No Response No Minimal Moderate Significant Optimal Minimal Moderate Significant Optimal Average Answer Options Activity Count activity=1pt =2pt =3pt =4pt =5pt 8.3.1 Identify education and training needs and encourage the public health workforce to 0 2 2 0 2 6 0 4 6 0 10 3.33 participate in available education and training? 8.3.2 Provide ways for public health workers to develop core skills related to the 10 Essential 0 3 1 1 1 6 0 6 3 4 5 3.00 Public Health Services? 8.3.3 Develop incentives for workforce training, such as tuition reimbursement, time off for 0 2 2 1 1 6 0 4 6 4 5 3.17 attending class, and pay increases? 8.3.4 Create and support collaborations between organizations within the LPHS for training and 0 1 1 2 2 6 0 2 3 8 10 3.83 education? 8.3.5 Continually train the public health workforce to deliver services in a culturally competent 0 1 1 3 1 6 0 2 3 12 5 3.67 manner and understand the social determinants of health?
7. At what level does the LPHS… No Response No Minimal Moderate Significant Optimal Minimal Moderate Significant Optimal Average Answer Options Activity Count activity=1pt =2pt =3pt =4pt =5pt 8.4.1 Provide access to formal and informal leadership development opportunities for 0 2 1 0 2 5 0 4 3 0 10 3.40 employees at all organizational levels? 8.4.2 Create a shared vision of community health and the LPHS, welcoming all leaders and 0 1 0 1 3 5 0 2 0 4 15 4.20 community members to work together? 8.4.3 Ensure that organizations and individuals have opportunities to provide leadership in areas 0 1 1 1 2 5 0 2 3 4 10 3.80 where they have knowledge, skills, or access to resources?
Comanche County Community Health Assessment Appendix H—page H13
8.4.4 Provide opportunities for the development of leaders who represent the diversity of the 0 1 1 1 2 5 0 2 3 4 10 3.80 community? Section 8 Average: 3.41
10. At what level does the LPHS… No Response No Minimal Moderate Significant Optimal Minimal Moderate Significant Optimal Average Answer Options Activity Count activity=1pt =2pt =3pt =4pt =5pt 9.1.1 Evaluate how well population-based health services are working, including whether the goals 0 1 2 1 1 5 0 2 6 4 5 3.40 that were set for programs and services were achieved? 9.1.2 Assess whether community members, including vulnerable populations, are satisfied 0 2 1 0 2 5 0 4 3 0 10 3.40 with the approaches taken toward promoting health and preventing disease, illness, and injury?
9.1.3 Identify gaps in the provision of population- 0 2 0 1 2 5 0 4 0 4 10 3.60 based health services?
9.1.4 Use evaluation findings to improve plans, 0 2 0 2 1 5 0 4 0 8 5 3.40 processes, and services?
12. At what level does the LPHS…
No Response No Minimal Moderate Significant Optimal Minimal Moderate Significant Optimal Average Answer Options Activity Count activity=1pt =2pt =3pt =4pt =5pt
9.2.1 Evaluate the accessibility, quality, and 0 1 1 1 2 5 0 2 3 4 10 3.80 effectiveness of personal health services? 9.2.2 Compare the quality of personal health 0 1 1 2 1 5 0 2 3 8 5 3.60 services to established guidelines?
Comanche County Community Health Assessment Appendix H—page H14
9.2.3 Measure user satisfaction with personal 0 2 1 0 2 5 0 4 3 0 10 3.40 health services?
9.2.4 Use technology, like the Internet or electronic health records, to improve quality of 0 2 1 0 2 5 0 4 3 0 10 3.40 care?
9.2.5 Use evaluation findings to improve services 0 1 1 1 2 5 0 2 3 4 10 3.80 and program delivery?
14. At what level does the LPHS…
No Response No Minimal Moderate Significant Optimal Minimal Moderate Significant Optimal Average Answer Options Activity Count activity=1pt =2pt =3pt =4pt =5pt 9.3.1 Identify all public, private, and voluntary organizations that contribute to the delivery of the 0 1 1 0 3 5 0 2 3 0 15 4.00 10 Essential Public Health Services? 9.3.2 Evaluate how well LPHS activities meet the needs of the community at least every five years, using guidelines that describe a model LPHS and 0 1 0 1 3 5 0 2 0 4 15 4.20 involving all entities contributing to the delivery of the 10 Essential Public Health Services? 9.3.3 Assess how well the organizations in the LPHS are communicating, connecting, and 0 1 1 1 2 5 0 2 3 4 10 3.80 coordinating services?
9.3.4 Use results from the evaluation process to 0 1 1 0 3 5 0 2 3 0 15 4.00 improve the LPHS?
Section 9 Average: 3.92
Comanche County Community Health Assessment Appendix H—page H15
17. At what level does the LPHS…
No Response No Minimal Moderate Significant Optimal Minimal Moderate Significant Optimal Average Answer Options Activity Count activity=1pt =2pt =3pt =4pt =5pt 10.1.1 Provide staff with the time and resources to pilot test or conduct studies to test new solutions 0 1 0 2 2 5 0 2 0 8 10 4.00 to public health problems and see how well they actually work? 10.1.2 Suggest ideas about what currently needs to be studied in public health to organizations that 1 2 0 1 1 5 1 4 0 4 5 2.80 conduct research? 10.1.3 Keep up with information from other agencies and organizations at the local, state, and 0 1 0 3 1 5 0 2 0 12 5 3.80 national levels about current best practices in public health? 10.1.4 Encourage community participation in research, including deciding what will be studied, 0 1 1 1 2 5 0 2 3 4 10 3.80 conducting research, and sharing results?
19. At what level does the LPHS…
No Response No Minimal Moderate Significant Optimal Minimal Moderate Significant Optimal Average Answer Options Activity Count activity=1pt =2pt =3pt =4pt =5pt 10.2.1 Develop relationships with colleges, universities, or other research organizations, with 0 2 1 0 2 5 0 4 3 0 10 3.40 a free flow of information, to create formal and informal arrangements to work together? 10.2.2 Partner with colleges, universities, or other research organizations to conduct public health 0 3 0 0 2 5 0 6 0 0 10 3.20 research, including community-based participatory research? 10.2.3 Encourage colleges, universities, and other research organizations to work together with 0 1 1 1 2 5 0 2 3 4 10 3.80 LPHS organizations to develop projects, including field training and continuing education?
Comanche County Community Health Assessment Appendix H—page H16
21. At what level does the LPHS…
No Response No Minimal Moderate Significant Optimal Minimal Moderate Significant Optimal Average Answer Options Activity Count activity=1pt =2pt =3pt =4pt =5pt 10.3.1 Collaborate with researchers who offer the knowledge and skills to design and conduct 0 1 2 0 2 5 0 2 6 0 10 3.60 health-related studies? 10.3.2 Support research with the necessary infrastructure and resources, including facilities, 0 2 1 1 1 5 0 4 3 4 5 3.20 equipment, databases, information technology, funding, and other resources? 10.3.3 Share findings with public health colleagues and the community broadly, through 0 1 0 1 3 5 0 2 0 4 15 4.20 journals, Web sites, community meetings, etc.? 10.3.4 Evaluate public health systems research efforts throughout all stages of work from 0 3 0 0 2 5 0 6 0 0 10 3.20 planning to effect on local public health practice? Section 10 Average: 3.93
Composite Average: 3.67
The following question was asked after each section of questions: What are our community’s strengths, weaknesses, or improvement opportunities in the following areas? Question Numbers Strength, Weakness, and Opportunities listed by respondents of LPHSA Survey. 1.1.1-1.1.3 Health Depart very active and supports healthy life styles Update the CHA with current information continuously Public Health Investigation and Disease Detection of Oklahoma (PHIDDO) System Community Health Assessment has many diverse organizations involved
1.2.1-1.2.2 Open lines of Communication Health Department website is easy to use with access to pertinent data Health Department uses all modes of communication available
Comanche County Community Health Assessment Appendix H—page H17
Education and exposure on a more regular basis More education to create community awareness on areas that have lower scores
1.3.1-1.3.2 Data needs to be published more up to date
2.1.1-2.1.3 Automated system for sharing information Opportunity to exercise and process was employed with Ebola awareness and education in the community Great community partners that share information
2.2.1-2.2.6 Policies and procedures that have been demonstrated during events affecting the community Staff have trained hard More staff development
3.1.1-3.1.3 Asking questions to access needs Addressing key initiatives through organizing and implementing workgroups to collaborate Community cares about health of both adults and minors Leaders are committed to improvement of Community well being Community is interested in better health practices Education new partners and residents Small core of active participants with limited successful completion Educate small communities on programs and services Educate new community residents on programs and services More engagement in planning with workgroups
3.2.1-3.2.3 A definite positive for kids Numerous communication outlets in this area Key interests are involved Knowledge and participation of smaller groups is weak
3.3.1-3.3.3 Infectious disease response, planning, training and dissemination of information during the Ebola virus disease preparedness Communication when power is off
Comanche County Community Health Assessment Appendix H—page H18
Education new arrivals LPHS in Comanche County does a great job of trying to reach out to our community and establish programs to hel people live healthy Need regular meetings to communicate new information and information to new comers We seem to need increased communication about various programs available. There has been a significant increase recently, but I think we could probably do better For the population that we serve I find that the service continually provides Essential Services and support to meet needs. I believe they do a good job of creating programs and services, but still need to work on getting the message out to more than the critical stakeholders. Broader-range. If you are mobile or have access you can handle things, but for those elderly in rural settings it is very challenging.
4.1.1-4.1.4 Collaboration of stakeholders to address public health issues Do a good job of finding champions Community wants a healthy, safe environment and are willing to work to that end Share the Community Organization’s directory with the community Update the Community Organization’s directory
4.2.1-4.2.3 Having a program like this has made significant strides in improving the overall opportunities to improve healthy lifestyles in the community. LPHS works to the highest level to accomplish this standard Strong Community Health Improvement Organization that is working systematically to attack issues that are significant. Bus service outside the city limits. Resources for the aging population that are more easily accessible.
5.1.1-5.1.3 Community is the 3rd largest city in the state Handling training and major events with limited resources Numerous coalitions are hard to keep track of who and what resources they can provide Plan, train and coordinate prior to a major issue happening. Health department gains support for its programs and activities from a wide variety of partner agencies Health department has active participation in their stakeholder’s meetings, and represent the community’s needs LPHS strives to keep local community organizations informed and involved in up to date training to be prepared for major events.
Comanche County Community Health Assessment Appendix H—page H19
5.3.1-5.3.3 CHIP is current and represents the strategies needed to improve overall health of the community Community Health Center monitors and oversees in order to see that the CHIP is on track and maintained. By keeping CHIP up to date, local organizations maintain their portion and are better able to keep on track. Need to sustain established working groups in identified areas that need improvement.
5.4.1-5.4.3 A plan that has been tested Annex H’s and Local Emergency Response Coordinator do an excellent job of monitoring and responding. Time and money inhibit the community’s ability to exercise and test plans
6.3.1-6.3.5 The LPHS takes a proactive approach to guide and mentor the community on health related legalities, for instance; during the Ebola concerns, the health department brought Law Enforcement Emergency Management and other first response agencies in and provided guidance and direction relevant to policies and legal limitations
7.1.1-7.1.4 We do have several organizations that try to target groups in need. I think we could probably work together a little more to identify them. Strength-federally qualified health center improvement opportunities-better definition of the roles and responsibilities for partners Strength-we have a wonderful free clinic
7.2.1-7.2.4 Weakness: many need health care and for one reason or another do not obtain, presenting in most cases a degree of public health threat. Great job in our community 8.1.1-8.1.3 We have started making the public more aware of healthy activities going in the community. Bike path and parks are more available. Still opportunities’ for promoting positive things going on and focusing less on the negative. Collaborative assessments and programs Pay seems to be lower here than in other cities in the state. In an attempt to attract the best qualified health care providers, that might prove to be a deterrent.
8.2.1-8.2.3 Do people know what the 10 essential Public Health Services are?
8.4.1-8.4.4 The Health Department does a good job of bringing people from a variety of local businesses to get a balanced outlook of the community needs.
Comanche County Community Health Assessment Appendix H—page H20
9.3.1-9.3.4 We have regular community meetings to keep everyone abreast of efforts being made in the community.
10.3.1-10.3.4 I am fortunate enough to have the educational background and resources to seek out answers I need, but I fear that the regular public may now be receiving the information needed. In terms of entities working collaboratively, I do not think we do that effectively. Educational institutions in the area should know more about what is happening. I work at an educational institution. My administration may know more about what is happening, but educators in the departments do not. I would think we should be able to find ways to communicate better in order to promote the development of more educational tools. The Health Department does a great job of communication with the community needs, the efforts and the plans of action to make healthcare better for our community.
Comanche County Health Assessment Appendix I—Page I1
Comanche County Asset Mapping
Purpose
Asset mapping provides information about the strengths and resources of a community and can help uncover solutions. Once community strengths and resources are inventoried and depicted in a map, you can more easily think about how to build on these assets to address community needs and improve health. Finally, asset mapping promotes community involvement, ownership, and empowerment.
What is a community asset?
A community asset or resource is anything that improves the quality of community life. Assets include: • The capacities and abilities of community members. • A physical structure or place. For example, a school, hospital, or church. Maybe a library, recreation center, or social club. • A business that provides jobs and supports the local economy. • Associations of citizens. For example, a Neighborhood Watch or a Parent Teacher Association. • Local private, public, and nonprofit institutions or organizations.
What are our plans for using these assets?
When we get to the step of action planning and choosing strategies, it will be essential that we can build from and connect assets in our communities. Without a collective knowledge of what’s out there, what’s being done, and where it is, we will risk duplication or missing important opportunities.
Community Community Health Needs New ideas Assets (Indicators) and
opportunities
Strategies Community Health
Improvement Plan
Comanche County Health Assessment Appendix I—Page I2
Asset Inventory Individual Assets
Citizen Assets Tobacco Sensation Endowment Fund Neighborhood Associations Cultural Organizations Faith-based Organizations Institutional Assets Health Care Services Hospitals Urgent Care Centers Private Physicians Community Health Centers & Free Clinics Public Health Departments Community Mental Health and Mental Health Providers Substance Abuse Treatment and Recovery Providers Nursing Homes, Rehabilitation, Home Health & Hospice Cultural Assets Museums Performing Arts Organizations Historical Organizations Public Spaces Community Events and Festivals Media Organizations Recreational Assets School-based athletics and Community Ed. Programs Community Centers Parks and Public Recreation Programs Walking/biking trails & Sidewalks YMCA & Non-profit Recreation and Fitness Orgs Private Membership Fitness Clubs Food System Assets Full-service Grocery Stores Community Gardens Farmer’s Markets Restaurants with healthy food choices Food-Related Organizations Public Safety Assets Police and fire departments Environmental Protection Organizations Employment Assets Major Employers Small Employers Self-Employed & Startups Unemployment and Job-placement Services Chambers of Commerce and Business Associations Transportation Assets Public Transportation Providers Health Visit Transportation Providers Regional Transportation and Land Use Planning Housing Assets Homeless Prevention and Housing Organizations Weatherization, Home Improvement, and Home Safety Programs Rental Housing Landlords and Developments Educational Assets Childcare and Preschool Providers (0-5) K-12 School Districts Colleges and Universities Public Libraries Organizational Assets Informal groups and meetings Multi-sector Coalitions (i.e. Substance Abuse Prevention, Great Start, etc) Human Services Collaboratives Local Charities, Grant-makers, Foundations
Comanche County Health Assessment Appendix I—Page I3
GROUP #1 HEALTH CARE SERVICES Hospitals Urgent Care Centers Private Physicians Community Health Centers & Free Clinics Public Health Departments Community Mental Health and Mental Health Providers Substance Abuse Treatment and Recovery Providers Nursing Homes, Rehabilitation, Home Health & Hospice
CULTURAL ASSETS Museums Performing Arts Organizations Historical Organizations Public Spaces Community Events and Festivals Media Organizations
GROUP #2 RECREATIONAL ASSETS School-based athletics and Community Ed. Programs Community Centers Parks and Public Recreation Programs Walking/biking trails & Sidewalks YMCA & Non-profit Recreation and Fitness Orgs Private Membership Fitness Clubs
FOOD SYSTEM ASSETS Full-service Grocery Stores Community Gardens Farmer’s Markets Restaurants with healthy food choices Food-Related Organizations
GROUP #3
PUBLIC SAFETY ASSETS Police and fire departments 911 Emergency Services Animal Control Environmental Protection Organizations
EMPLOYMENT ASSETS Major Employers Small Employers Self-Employed & Startups Unemployment and Job-placement Services Chambers of Commerce and Business Associations
Comanche County Health Assessment Appendix I—Page I4
GROUP #4 TRANSPORTATION ASSETS Public Transportation Providers Health Visit Transportation Providers Regional Transportation and Land Use Planning
HOUSING ASSETS Homeless Prevention and Housing Organizations Weatherization, Home Improvement, and Home Safety Programs Rental Housing Landlords and Developments
GROUP #5 EDUCATIONAL ASSETS Childcare and Preschool Providers (0-5) K-12 School Districts Colleges and Universities Public Libraries
ORGANIZATIONAL ASSETS Informal groups and meetings Multi-sector Coalitions (i.e. Substance Abuse Prevention, Great Start, etc) Human Services Collaboratives Local Charities, Grant-makers, Foundations
Appendix J – page J1
500 Cities: Local Data for Better Health
500 Cities Project allows for local targeting of interventions to areas where they are most needed for maximum public health impact. Everyone has a loved one, friend, or neighbor who has a chronic condition such as heart disease or cancer. Until now, local level data to understand and address these health challenges have been limited. This type of health data is now available through the 500 Cities Project, a new, interactive website that allows users to view and explore local data for America’s 500 largest cities.
What is 500 Cities?
The 500 Cities Project is a partnership with the Centers for Disease Control and Prevention (CDC), the CDC Foundation, and the Robert Wood Johnson Foundation. The Project identifies, analyzes and reports on 27 chronic disease measures focusing on conditions, behaviors, and risk factors that affect the public’s health. While data have been available at the state, county, and some city levels, this project is a first of its kind release of data on a large scale for cities and neighborhoods within cities.
Why is the 500 Cities Project an important resource?
The 500 Cities Project delivers local data to public health professionals, city officials, policy makers, and researchers. It helps them use the data to develop and implement effective and targeted public health prevention strategies and interventions, identify critical and emerging health problems, and establish health objectives. This project provides the data estimates necessary for local partners to focus efforts in areas where they are most needed. For example, health department officials can use the website to find communities that have a high estimated burden of heart disease and stroke and then plan blood pressure and cholesterol screenings in those areas. Through the 500 Cities Project, users can zoom in to their neighborhood and explore local data in the larger context of their city. See website link below. https://www.cdc.gov/features/500-cities-project/index.html
Appendix K - page 1
Oklahoma State Department of Health State of the County’s Health Report
#HealthierOK Comanche County Spring 2017
Being healthy means optimizing all aspects of well-being, including physical, mental, and social well-being.1 Health is influenced by a variety of personal, social, economic, and environmental factors called ‘determinants of health’,2 such as our genetics, behaviors, where we live, and accessibility to health care. The determinants of health are inter-related, whereby changes in one determinant impact other determinants. As such, interventions and policies that target more than one determinant will have greater impact on our health.2
Oklahoma has historically ranked poorly in many key health indicators. The United Health Foundation ranked Oklahoma’s overall health in 2016 as 45th in the United States in their annual America’s Health Rankings report.3 Most of the indicators in the report relate to conditions that Oklahomans live with every day, such as poverty and limited access to primary care. The report cited Oklahoma’s high prevalence of smoking, uninsured, and premature death rate as some of the state’s biggest challenges. Such conditions, along with risky health behaviors like smoking and physical inactivity, contribute to the poor health status of Oklahomans.
Recently, Oklahoma has experienced improvement in some key areas. Despite still having high prevalence of smoking, the rates have declined significantly over the past few years.4 The rate of teen births has declined 39% in 6 years,5 and the rate of infant deaths remains lower than it was in 2000.6 The Oklahoma Health Improvement Plan (OHIP) encourages Oklahomans to work together across multiple health care systems to strengthen resources and infrastructure, enabling sustainable improvements in health status.7 Every small step forward is progress leading to a #HealthierOK!
Inside this Issue
Contact Information 2 Nutrition & Physical Activity 12 County Spotlight 3 Diabetes 13 Demographics & Socioeconomics 4 Death, Injury, & Violence 14
Tobacco Use 5 Healthy People 2020 17
Obesity 6 County Department Use 17 Children’s Health 7 Access to Care Maps 18
Behavioral Health 10 OSDH Regional Directors Map 19
Binge Drinking 11 References 20
STATE OF THE COUNTY’S HEALTH REPORT Page 1 Revised 2017 Appendix K - page 2
Follow us on social media! Oklahoma State Department of Comanche County Health Shape your Future Oklahoma Health (OSDH) Department
Facebook.com/Oklahoma-State- Facebook.com/Comanche Facebook.com/shapefutureok Department-of-Health CountyHealthDepartment
@HealthyOklahoma @shapefutureok N/A
Youtube.com/user/HealthyOklahoma Youtube.com/user/ShapeFutureOK N/A
Contact Information
Brandie O’Connor Regional Director
Comanche County Health Department 1010 South Sheridan Road P.O. Box 87 Lawton, OK 73501
(580) 248-5890 www.ok.gov/health
STATE OF THE COUNTY’S HEALTH REPORT Page 2 Revised 2017 Appendix K - page 3
County Spotlight
Scale: 1 (best) – 77 (worst)
Compared to all other Oklahoma counties, Comanche County ranks:
st . 2nd for percent of mothers receiving prenatal care in the 1 trimester (2011-2015) TOP th . 4 for unintentional injury mortality rate (2011-2015) 5 th . 5 for motor vehicle mortality rate (2011-2015) RANKINGS . 9th for percent of physically inactive population (2015) . 16th for suicide mortality rate (2011-2015)
About Comanche County8: The county was named after the Comanche tribe. It was originally part of the Kiowa-Comanche-Apache Reservation, but was selected by lottery to open to non-Indian citizens on August 6, 1901. Over the next few decades, much of the land was taken to create parts of Tillman, Grady, Jefferson, Stephens, Kiowa, and Cotton counties. The economy has largely existed through agriculture, Fort Sill military, raising livestock, mineral resources, and oil and gas wells.9
Fun Facts:
• U.S. Senators Thomas P. Gore and John William Elmer Thomas have resided in Comanche County. • Fort Sill became a national historic landmark on December 19, 1960. • The county is home to the Wichita Mountains National Wildlife Refuge and the Museum of the Great Plains. • The first Western movie ever made, “The Bank Robbery”, was filmed in Cache around 1907. • The 1949 movie “The Prince of Peace” was also known as “The Lawton Story” because it was filmed in Lawton; the actors’ Oklahoman accents were so strong that the film had to be dubbed “from English to English.” • There are 31 locations in the county on the National Register of Historic Places.
DATA NOTE: Multiple years of data are utilized in this report to create more stable estimates of health indicators for Oklahoma’s small populations. Trends and comparisons across groups are made when possible. Because the Behavior Risk Factor Surveillance System (BRFSS) data are not sampled at the county level, Health Care Information at the Oklahoma State Department of Health has created small area estimates through statistical modelling to enable discussion of county-level data. However, these small area estimates are not comparable to state and national data that are derived via the CDC’s standard weighting process. In addition, the CDC instituted new data weighting methodology for BRFSS data, rendering data prior to 2011 incomparable to data for 2011 and later. Also note that some data are not available for every year. STATE OF THE COUNTY’S HEALTH REPORT Page 3 Revised 2017 Appendix K - page 4
County Demographics and Socioeconomic Profile
Demographics County Population by Age Groups, Comanche County Population, 2011-2015 estimate9 125,531 Population, percent change, 2000 to 2015 9.2% increase 20 Rank for growth in state (out of 77) 21st 15 Race and Ethnicity, 2011-201510 Whites alone 64.5% 10 Blacks alone 16.9% 5 Native Americans alone 5.3% Hispanic or Latino 12.4% Population of Percent 0 Age, 2011-201510 Less than 5 7.6% 65 and Over 10.7% Median age 31.8 years 2000 Census 2010 Census 2011-2015
Socioeconomic Profile (2011-2015 estimates10) County State National Disability (ages 18-64) 16.8% 13.9% 10.3% Of employed, percent disabled 9.1% 7.1% 4.9% Individuals below poverty 17.6% 16.7% 15.5% Families below poverty 13.9% 12.4% 11.3% With children under 18 years 20.7% 19.7% 18.0% With children under 5 years only 22.2% 22.2% 18.0% Median household income $57,040 $46,879 $53,889 Female head of household 14.7% 12.4% 13.0% Grandparents raising their grandchildren 51.3% 51.8% 37.3% High school graduates or higher 89.3% 86.9% 86.7% Bachelor’s degree or higher 20.8% 24.1% 29.8% Occupied housing units 84.0% 86.1% 87.7% Uninsured (ages 18-64) 15.3% 16.7% 18.1% Unemployment rate, civilian labor force 8.6% 6.3% 8.3%
Changes in Population by Race and Ethnicity, Percent of Occupations, Comanche County, Comanche County 2011-2015 80 Management/Business Science Arts 60 12.7 Service 32.3 40 10.7 Sales/Office
Percent Population of Percent 20 23.2 Natural resources 0 Construction/Maintenance 21.1 2000 2010 2011-2015 Production White Black Transportation/material American Indian Hispanic moving
STATE OF THE COUNTY’S HEALTH REPORT Page 4 Revised 2017 Appendix K - page 5
OHIP Flagship Issue #1: Tobacco Use Prevention
While smoking rates continue to decline in the United States, tobacco is still the leading contributor of preventable deaths in the United States; a quarter of % % coronary heart disease deaths, 82% of lung cancer deaths, and 61% of 23.3 25.2 pulmonary diseases are attributed to tobacco use.11 Oklahoma consistently has Oklahoma Comanche County one of the highest rates of adult smokers in the country. The 2015 Oklahoma rate is higher than the 2015 national rate (15.1%), as well as the previous 2014 Adult Smokers rate (22.3%).12,13,14 Fortunately, 52.7% of previous Oklahoma smokers have 2015 quit, which is similar to the national average of 58.8%.13
Data from 2015 show that racial disparities do exist in tobacco use, with a higher percentage of Oklahoma American Indian adults smoking (32.5%) compared to Black (25.0%), White (21.4%), and Hispanic (17.1%) adults.14 Additionally, young adults (aged 25-34 years, 27.6%) comprised the highest percentage of smokers in the Oklahoma population, as well as males (24.0%) compared to females (20.4%).14
Key: 25% of population smokes 25% of population does not smoke
Comanche County Adult Smokers Oklahoma Adult Smokers United States Adult Smokers
25.2% 23.3% 15.1%
Attributable expenses for smoking in for the state Percent of Adult Tobacco Use in 2009, the most recent year for data, was $1.62 30% billion, including ambulatory, hospital, prescription drug, and nursing home expenses, but 25% excluding dental expenditures.15 From 2005-2009, 20% 7,490 deaths were attributable to smoking in Oklahoma. 15% Of concern are other types of tobacco use, such as 10% smokeless tobacco and now e-cigarettes. Almost 5% 7% of Oklahoma adults use smokeless tobacco products, with almost 70% of smokeless tobacco 0% users also being smokers. E-cigarettes usage has 2012 2013 2014 2015 also increased among tobacco users of all ages, 16,17 Comanche County Oklahoma State both nationally and at the state-level. For example, 19% of Oklahoma high school students used e-cigarettes in 2015, dramatically increased from 6.3% in 2013.18
STATE OF THE COUNTY’S HEALTH REPORT Page 5 Revised 2017 Appendix K - page 6 OHIP Flagship Issue #2: Obesity
Obesity is a primary cause of adult deaths and is defined as having a BMI 2 19 % % greater than 30.0 kg/m (BMI = weight in kg/square of height in m). In 35.0 33.5 addition to its association with mortality, obesity increases risk for several Oklahoma Comanche County chronic diseases such as heart disease and type 2 diabetes.20 Unfortunately, obesity rates have continued to rise in Oklahoma. Thirty-four percent of Obese Adults adult females and 33.7% of adult males in Oklahoma were obese in 2015, 2015 and nearly half of American Indian adults were obese, followed by Black (36.9%), White (32.9%), and Hispanic (32.0%) adults.14
Additionally, obesity continues to be a problem for youth in Oklahoma. Nearly 14% of 2- to 4-year-old WIC participants were obese from 2000–2014, as well as 17.4% of 10- to 17-year-olds in 2011.21, 22 Data from the Youth Risk Behavior Surveillance System (YRBSS) show that 15.4% of high school students self-reported obesity from 2011-2015. More male (18.1%) than female (12.8%) students were obese.23
Medical costs for obese individuals were estimated to be $2,741 higher than per capita spending for normal weight individuals in 2005, and this economic burden can be expected to increase as the cost of health care increases.24
Oklahoma High School Obesity: Percent by Race and Ethnicity, 2011-2015
American Indian 20.2%
Black 19.4%
Hispanic 18.4%
White 12.5%
0% 5% 10% 15% 20% 25%
Percent of Obese Adults 40%
35%
30%
25%
20% 2012 2013 2014 2015
Comanche County Oklahoma State United States
STATE OF THE COUNTY’S HEALTH REPORT Page 6 Revised 2017 Appendix K - page 7 OHIP Flagship Issue #3: Children’s Health
Of Oklahoma mothers giving birth from 2011-2015, 58% were married; in Comanche County, 60.6% were married. Three percent of mothers giving birth in the county had gestational diabetes, which is lower than the state average of 4.1%. Additionally, 11.4% of live births in the county were to mothers who smoked during pregnancy, which is lower than the state’s average of 13.5%.25
Low Birth Weight
Low birth weight (i.e., weighing fewer than 5 pounds and 8 ounces, or 2500 % % grams) and preterm births (i.e., 37 weeks of gestation or less) together are the 8.1 7.8 second leading cause of death among children less than 1 year of age.26 Low Oklahoma Comanche County birth weight infants are more at risk of health problems compared to infants born of normal weight, including infection, gastrointestinal problems, delayed Low Birth Weight Babies motor and social development, and learning disabilities. Low birth weight 2011-2015 infants may also be at higher risk of high blood pressure, diabetes, and heart disease later in life.27
The state rate is the same as the latest national data (8.1% in 2015).27 When considering race from 2011-2015, Oklahoma Black babies were more likely to be of low birth weight (13.4%) compared to White (7.5%), American Indian (7.0%), and Asian (7.8%) babies.25
Percent of Low Birth Weight Babies by Percent of Babies Born Preterm Sex, Comanche County, 2011-2015 12% 10% 8% 6% Comanche County Male, Oklahoma State 46.4 Female, 4% 53.6 2% 0% 2010 2011 2012 2013 2014 2015
Percent of Low Birth Weight Babies by Percent of Low Birth Weight Babies by Race, Ethnicity, Comanche County, 2011-2015 Comanche County, 2011-2015
100% 3.7% 5.4% 90% 80%
70% White 60% 89.9% Non-Hispanic Black 50% 32.4% Hispanic American Indian 40% 59.0% 30% Asian 20% 10% 10.1% 0%
STATE OF THE COUNTY’S HEALTH REPORT Page 7 Revised 2017 Appendix K - page 8 Infant Mortality Rate
The infant mortality rate (IMR) is an important indicator of the health of a nation and is also a reflection of maternal health, accessibility and quality of 7.4 8.9 primary health care, and the availability of supportive services in the Oklahoma Comanche County community.28 The leading causes of infant death include congenital malformations (i.e., medical conditions present at birth), disorders related to Infant Mortality Rate short gestation (fewer than 37 weeks of pregnancy completed) and low birth Deaths per 1,000 live births weight (less than 5 lbs., 8 oz.), and Sudden Infant Death Syndrome (SIDS).26 2011-2015
Oklahoma’s 2011-2015 IMR, although slightly lower than its previous 2006-2010 rate of 7.6 deaths per 1,000 live births, has resulted in 147,075 years of potential life lost from 2011-2015, based on an average age of death in Oklahoma of 75 years.29 The rate is also still significantly higher than the national rate of 6.0 infant deaths per 1,000 live births in 2013.30 Further, racial disparities exist in IMR, with Oklahoma’s Black infant rate being more than double the rates of White and Asian infants. The IMR for Black infants declined between 2006-2010 estimates and 2011-2015 estimates (15.6 to 14.5, respectively),29 but is still extremely high.
Comanche County’s IMR is 20.3% higher than the state rate and 6,450 18.4% lower than the county rate from 2006-2010 (10.9 deaths per Years of Potential Life Lost 1,000 live births). Additionally, since 2006-2010 data, all race rates Comanche County, 2011-2015 have decreased, but Hispanic infant mortality rates have 29 Based on an average death in Oklahoma of 75 years increased.
While organizations across Oklahoma have IMR by Race and Ethnicity, Comanche County, 2011-2015 been working together to reduce infant mortality as part of the Preparing for a Black 14.4 Lifetime, It’s Everyone’s Responsibility initiative,31 there is still much work to do. American Indian 10.4 One way to reduce infant mortality is through receiving prenatal care in the first trimester, Hispanic 8.7 which is believed to reduce the risk of maternal and infant sickness and death as White 7.2 well as preterm delivery and low birth weight. From 2011-2015, 78.3% of women 0 2 4 6 8 10 12 14 16 who had a live birth in Comanche County accessed prenatal care during the first Deaths per 1,000 Live Births trimester of their pregnancy.25
Percent of Live Births with Prenatal Care in the 1st Trimester
90% 85% 80% 75% Comanche County 70% 65% Oklahoma State 60% 55% 50% 2010 2011 2012 2013 2014 2015 STATE OF THE COUNTY’S HEALTH REPORT Page 8 Revised 2017 Appendix K - page 9
Teenage Pregnancy
Although births to teen mothers have been declining in recent years,32 Oklahoma still has one of the highest teen birth rates in the country (ranked 42.2 44.1 at 48th in the nation),33 including a high rate of repeat births.34 Pregnant teens Oklahoma Comanche County are more likely than older pregnant females to experience medical complications, have low educational attainment, and engage in unhealthy Teen Birth Rate behaviors that put their unborn child at risk.35 Children of teen mothers are Births per 1,000 female population more likely than children of older mothers to display poor health and social aged 15-19 years outcomes, such as premature birth, low birth weight, behavioral problems, 2011-2015 and abuse and neglect.36 Additionally, infant mortality rates are highest for babies of teen mothers.26 Comanche County’s teen birth rate is slightly higher than the state rate and nearly double the 2015 national rate of 22.3.25,37 The current county rate is 25.1% lower than the 2005-2009 rate. The majority of births in Comanche County to teen mothers are first births (79.5%), while 16.5% are second births, and 4% are the third or more births.25
Recent estimates place the cost of teen childbearing in Oklahoma at $169 million in 2010, and this includes only health care and other costs associated with the children, not the mothers.38
Teen Birth Rates by Race and Ethnicity, Comanche County, 2011-2015
American Indian 60.4
Black 48
Hispanic 43.1
White 41.8
Asian 16.9
0 20 40 60 80
Birth Rate per 1,000 Females in Specified Group
STATE OF THE COUNTY’S HEALTH REPORT Page 9 Revised 2017 Appendix K - page 10 OHIP Flagship Issue #4: Behavioral Health
From 2013-2014, nearly 20% of adult Oklahomans had a mental illness and 4.4% had a serious mental illness. This is similar to the national rates for the 18.5 16.1 same time period of 18% and 4.2%, respectively. Further, it is estimated that Oklahoma Comanche County 3.9% of Oklahoman adults had thoughts of suicide from 2013-2014; this rate is the same as the national rate. What is even more troubling is that only 42% Suicide deaths of Oklahoman adults with a mental illness had received treatment or per 100,000 population 39 counseling from 2010-2014. 2011-2015 Adolescents are not spared from mental illness either. From 2013-2014, one in ten Oklahoman adolescents (compared to the 11% national average) experienced a major depressive episode and of those, over half did not receive any treatment for depression.39 Unfortunately, 2015 data show that 15.1% of high school youth seriously considered attempting suicide and 7.4% attempted one or more times.23
Substance use and abuse is also a problem among both adolescents and adults. From 2013-2014, 8.1% of adolescents in Oklahoma had used illicit substances in the past 30 days (national average: 9.1%), and 5.3% of Oklahoman adolescents used pain relievers for nonmedical use (national average: 4.7%). Two percent of Oklahomans 12 years and older were dependent on or abused illicit drugs (national average: 2.6%), and of those with a dependence/abuse problem, 85% did not get any addiction treatment (2010-2014). Further, from 2013-2014, 6.4% of Oklahomans over 12 years of age had alcohol dependence or abuse (national average: 6.5%). Of those, 92.8% did not receive treatment (2010-2014).39
Oklahoma hospital inpatient discharge data for 2014 show 19,352 discharges related $382,485,734 to mental illness with an average stay of 10.8 days. In Comanche County, 721 Mental illness discharges were for mental illness, costing $23,602,168 total. The average length of hospital inpatient cost stay was 16.7 days. Both sexes had similar discharge rates, but males stayed double Oklahoma, 2014 the length of females (22 days and 11.6 days, respectively).40
The Oklahoma suicide rates are highest for men, 45-54 year-olds, and White individuals. The highest rates for Comanche County were for males, 75-84 year-olds (41.2 deaths per 100,000 population), and White individuals. Additionally, ages 45-54 (28.9) and 35-44 (25) had high rates.29
Suicide Rate Suicide Rate by Race, Comanche County, 2011-2015 20 18 16 White 18.1 14 12 10 American Indian 17 8 6 4 Black 5.6 2 Adjusted Rate per 100,000 Population - 0 Age 2001-2005 2006-2010 2011-2015 0 5 10 15 20
Comanche County Oklahoma State Rate per 100,000 Population
STATE OF THE COUNTY’S HEALTH REPORT Page 10 Revised 2017 Appendix K - page 11
Suicide Rate by Demographics, Oklahoma, 2011-2015
35 29.6 30 27.3
25 19.8 20
15 10 24.4 7.7 5 Suicide Rate per 100,000 0 Population
Adjusted Rate per 100,000Population Comanche County - 2011-2015 Age
Sex Age Group Race/Ethnicity
Binge Drinking
In 2015, 41.9% of Oklahoman adults had at least one drink of alcohol in the % % past month, lower than the national average of 53.6%. This percentage has 11.6 18.4 slowly decreased since 2011, both at the state and national level. Binge Oklahoma Comanche County drinking (five or more alcoholic beverages on one occasion for men, four or more for women), however, continues to be an occurrence for many adult Binge Drinking Adults Oklahomans. Unlike the decreases in monthly use of alcohol, engagement in 2015 binge drinking has increased slightly since 2013 at the county level, while remaining steady at the state and national levels.14
Oklahoma high school youth also admit to alcohol use. Fifteen percent drank Percent of Adults who Binge Drink alcohol before the age of 13 (highest for 20% American Indian and Hispanic males), 27.3% consumed one or more drinks in the past month (highest for Hispanic and White males), and 5.8% had 10 or more 15% alcoholic drinks in a row (highest for males). Further, nearly half had alcohol given to them (highest for White and United States 10% Hispanic females).23 Oklahoma State Comanche County
5%
0% 2013 2014 2015
STATE OF THE COUNTY’S HEALTH REPORT Page 11 Revised 2017 Appendix K - page 12 Nutrition and Physical Activity
Poor diet is a primary cause of adult deaths in the U.S.41,19 While poor diet can be characterized in many different ways, a common proxy measure is assessing fruit and vegetable consumption. A recent study determined that fruit and vegetable consumption is associated with reduced risk of death.42 Oklahoma has typically ranked as one of the worst states for fruit and vegetable consumption among adults. In 2013, the last year data were available for every state, Oklahoma ranked second to last in consuming three daily servings of vegetables and third to last in consuming two or more daily servings of fruits.43
Key:
50% recommended serving 33% recommended serving
Comanche County Oklahoma State Recommended Servings
53.4% 51.7%
27.6% 25.8%
Physical Activity 36.4% 30.5% Physical inactivity was reported to be a leading contributor to almost 1 in 10 Oklahoma Comanche County adult deaths in the U.S.20 In 2014, close to 24% of U.S. adults did not engage in any physical activity.44 Adults who engage each week in 150 Adults who Do Not Engage in minutes of moderate to vigorous intensity aerobic activity in bouts of at Physical Activity least 10 minutes experience improved health and fitness and reduced risk of 2015 several chronic diseases.45
Adults who Engage in Physical Activity 1+ Day/Month Youth who are regularly active have a better chance of having a healthy 100% adulthood. Children and adolescents should get at least 60 minutes of 90% moderate intensity physical activity most days of the week, preferably every day, 80% and three of those days should include Comanche County vigorous intensity aerobic activity.46 70% Oklahoma State Statewide from 2013-2015, 53.8% of high school students were physically 60% active for one hour at least five days of the week.23 50% 2012 2013 2014 2015
STATE OF THE COUNTY’S HEALTH REPORT Page 12 Revised 2017 Appendix K - page 13 Diabetes
Type II Diabetes Mellitus is a chronic disease characterized by high levels of % % 13.0 10.3 sugar (i.e., glucose) in the bloodstream due to the body’s resistance to Oklahoma Comanche County insulin. If left untreated, serious complications can arise, including heart disease, renal failure, retinopathy, and neuropathies. Several risk factors may Adults Diagnosed with increase the likelihood of developing diabetes. Some of these risk factors Diabetes cannot be changed (eg., aged 45 years and older, family history). Other risk 2015 factors relate to behaviors, such as prediabetes, overweight/obesity, being physically inactive, and having high blood pressure.47
The American Diabetes Association released a report estimating the total cost of diagnosed diabetes to be $245 billion in the U.S. in 2012.48 This amount includes both direct medical costs and reduced productivity. They estimated the largest component of direct medical costs to be hospital inpatient care.
Comanche Diabetes Inpatient Data (2014)
218 $6,811,956 4.3 days $31,247.5
Hospital Total Average Average Discharges Charges Hospital Stay Charges per Stay
Percent of Adults with Diabetes 14%
12%
10%
8% Comanche County 6% Oklahoma State 4%
2%
0% 2012 2013 2014 2015
STATE OF THE COUNTY’S HEALTH REPORT Page 13 Revised 2017 Appendix K - page 14 Death, Injury, and Violence
Leading Cause of Death
In Comanche County, heart disease is still the leading cause of death for all ages combined at 221.2 deaths per 100,000 population (2011-2015).29 The rate decreased 10.6% from the previous 2008-2012 data (247.5 deaths per 100,000 population).29 In 2014, the most recent year for which hospital discharge data are publicly available, the total charges attributable to heart disease in Comanche County were $37,535,531, or $47,274 per discharge.40
Heart Disease Death Rates by Demographic Groups, Comanche County, 2011-2015 Rate per 100,000 Population
5000 4408 4500 4000 3500 3000 2500 2000 1444 1500 1000 570 299 500 253 193 219 243 214 124 132 117 0
*Age-Adjusted Death Rate per 100,000 Population
Injury and Violence
Unintentional injury is the 5th leading cause of death in Oklahoma, and the leading cause of death among individuals aged 5-44 years.29 In 2014, the most 60.4 49.4 recent year that data are publicly available, injuries and poisoning accounted Oklahoma Comanche County for 36,984 total discharges, costing $2.1 billion of Oklahoma’s hospital inpatient charges, or $58,543 per discharge.40 This equates to 12.7% of total Unintentional Injury Death Rate inpatient charges in 2010,40 and does not consider other related medical per 100,000 population expenses or lost productivity. 2011-2015
From 2011-2015, unintentional injury was the 4th leading cause of death for Comanche County and is similar to the 2006- 2010 rate (50.1).29
Motor-vehicle accidents account for 31.8% of Comanche County’s total unintentional 14.8 injury deaths.29 In 2013, motor vehicle crashes cost Oklahoma an estimated $8 million in Motor-vehicle Death Rate medical costs and $894 million in work loss costs, resulting in a total cost of $902 per 100,000 population million.49 This cost includes wage and productivity losses, medical expenses, Comanche County, 2011-2015 administrative expenses, motor vehicle damage, and employers’ uninsured costs.
STATE OF THE COUNTY’S HEALTH REPORT Page 14 Revised 2017 Appendix K - page 15
Age-Adjusted Unintentional Injury Death Rate by Demographics, Comanche County, 2011-2015
80 74
58.8 60 50.4
40 28.8 25.6 20
0 0 0
Death Rate per 100,000 Population Male Female White Black American Asian Hispanic Indian
Violence-related deaths, like suicide and homicide, are also leading causes of death in Oklahoma.29 Comanche County’s homicide rate is 36.1% higher than the state rate.
Age-Adjusted Homicide Death Rate by Demographics, Comanche County, 2011-2015 30 24.1 7.2 9.8 25 Oklahoma Comanche County 20 18.4 Homicide Rate 15.3 per 100,000 population 15 2011-2015 10 8.6 4.8 5 3.3 0
Death Rate per 100,000 Population 0 Male Female White Black American Asian Hispanic Indian
Homicide Rates 12
10
8
6 Oklahoma State Comanche County 4
2 Death Rate per 100,000 Population 0 2001-2005 2006-2010 2011-2015
STATE OF THE COUNTY’S HEALTH REPORT Page 15 Revised 2017 Appendix K - page 16 The top 10 leading causes of death table displays a broad picture of the causes of death in Comanche County.29 Since many health-related issues are unique to specific ages, this table provides causes of death by age group at a glance. The causes of death that are present across almost every age group have been highlighted. This table shows the actual number of deaths by cause.
Top 10 Causes of Death by Age Group Comanche County 2011-2015
RANK 0-4 5-14 15-24 25-34 35-44 45-54 55-64 65+ ALL AGES
PERINATAL UNINTENT. UNINTENT. HEART HEART HEART CANCER CANCER PERIOD INJURY INJURY DISEASE DISEASE DISEASE 1 91 209 35 23 33 32 867 1192
CONGENITAL UNINTENT. HEART HEART MALFORM- HOMICIDE SUICIDE CANCER CANCER INJURY DISEASE DISEASE 2 ATIONS 14 22 675 1016 31 89 191 14 BRONCHITIS/ BRONCHITIS/ UNINTENT. UNINTENT. SUICIDE HOMICIDE CANCER EMPHYSEMA/ EMPHYSEMA/ INJURY INJURY 3 9 18 20 ASTHMA ASTHMA 44 50 298 363 BRONCHITIS/ LIVER UNINTENT. CANCER CANCER SUICIDE EMPHYSEMA/ STROKE DISEASE INJURY 4 5 11 19 ASTHMA 201 27 289 47
HEART HOMICIDE DIABETES DIABETES DIABETES STROKE DISEASE 5 13 25 44 138 253 7
LIVER ALZHEIMER’S SUICIDE STROKE DIABETES DISEASE DISEASE 6 22 27 215 7 122
LIVER UNINTENT. ALZHEIMER’S DIABETES STROKE DISEASE INJURY DISEASE 7 5 17 27 99 123
INFLUENZA/ LIVER HOMICIDE SEPTICEMIA PNEUMONIA DISEASE 8 11 16 67 96
BRONCHITIS/ INFLUENZA/ EMPHYSEMA/ NEPHRITIS SUICIDE PNEUMONIA 9 ASHTMA 56 96 13 11
HYPER- HYPER- INFLUENZA/ HOMICIDE TENSION TENSION PNEUMONIA 10 11 11 49 89
*Total deaths per age group were determined and cause of death was ordered (by frequency) when 5 or more deaths occurred for a specific cause; the number of deaths that occurred in frequencies fewer than 5 per cause were not included because the data are suppressed on OK2SHARE (the source of this data) when there are fewer than 5 deaths per search category.
Data source: Vital Statistics, Health Care Information Division, Oklahoma State Department of Health Produced by: Community Epidemiology and Evaluation, Oklahoma State Department of Health
STATE OF THE COUNTY’S HEALTH REPORT Page 16 Revised 2017 Appendix K - page 17 Healthy People 2020 Table
Comparison Data: Year(s) 50 2020 Healthy People 2020 Indicators 50 Comanche County51 Oklahoma51 United States50 target Infant mortality (per 1,000 births) 2011-2015 8.9 2011-2015 7.4 2013 6.0 6.0 Low birth weight infants (% of live births) 2011-2015 7.8% 2011-2015 8.1% 2014 8.0% 7.8% Very low birth weight infants (% of live births) 2011-2015 1.5% 2011-2015 1.4% 2014 1.4% 1.4% First trimester prenatal care (% of live births) 2011-2015 78.3% 2011-2015 62.0% 2007§ 70.8% 77.9% Coronary heart disease deaths (per 100,000 2011-2015 221.2 2011-2015 227.9 2014 98.8 103.4 population)* Cancer deaths (per 100,000 population)* 2011-2015 181.4 2011-2015 185.8 2014 161.2 161.4 Unintentional injury deaths (per 100,000 2011-2015 49.4 2011-2015 60.4 2014 40.5 36.4 population)* Transportation-related deaths (per 100,000 2011-2015 14.8 2011-2015 19.5 2014 10.3 12.4 population)* Notes: Red = Have not yet met 2020 Target Green = Exceeded 2020 Target Black = Same as 2020 Target
*Death rate is age-adjusted to the 2000 U.S. standard population; §The most recent data available from CDC WONDER Natality Data shows that 65.4%3 of women having live births in from 2011- 2015 received prenatal care within the first three months of pregnancy. Not all states collect prenatal care information on the birth certificate.
County Health Department Usage
Oklahoma currently has 82 county health departments and two independent city-county health departments serving 77 counties. Each department offers a variety of services, such as immunizations, family planning, maternity education, well- baby clinics, adolescent health clinics, hearing & speech services, child developmental services, environmental health, and the SoonerStart program. Additionally, many county health departments participate in health education and community development services throughout their county. All county health departments in Oklahoma utilize the Public Health Oklahoma Client Information County Health Department Usage, Comanche County System (PHOCIS) to track an overview of the services provided to 12000 each citizen. In addition, PHOCIS 10108 10000 contains a population-based module (POPS) that houses information 8000 about community-based events in 6000 5582
which health department employees 4005 3192
4000 2929 are involved. The information on 2689 2080 1865 1610 1601 1471 this page is an accounting of 1268 Number of Clients Visits and Clients of Number
2000 894 613 547 370 337 259 130 services provided within the county 101 health department and throughout 0 the county.
TOTAL VISITS: 26,985 TOTAL CLIENTS: 11,435 Visits Clients State Fiscal Year 2016
STATE OF THE COUNTY’S HEALTH REPORT Page 17 Revised 2017 Appendix K - page 18 Access to Care In 2014, Oklahoma ranked 48th in the nation for the number of primary care physicians per 100,000 population (84.8) and nearly 25% of Oklahoma adults do not have a personal doctor or health care provider.7,14 Further, 70 out of the 77 counties are considered to be medically underserved areas (MUA).53 Although 86.4% of adults over 18 had health care coverage in 2015, 15.2% reported that within the past year, they could not visit a doctor due to cost.
STATE OF THE COUNTY’S HEALTH REPORT Page 18 Revised 2017 Appendix K - page 19
Regional Directors and County Health Department Locations
STATE OF THE COUNTY’S HEALTH REPORT Page 19 Revised 2017 Appendix K - page 20
References
1. World Health Organization (WHO). (1946). Preamble to the Constitution of the World Health Organization 2. Office of Disease Prevention and Health Promotion. (n.d.). Determinants of Health. Healthy people 2020. Retrieved from http://www.healthypeople.gov/2020/about/DOHAbout.aspx 3. United Health Foundation. (n.d.). America’s Health Rankings. Retrieved from http://www.americashealthrankings.org/explore/2016-annual-report/state/OK 4. Oklahoma State Department of Health. (n.d.). Behavioral Risk Factor Surveillance System (BRFSS), 2011-2015. Health Surveys Statistics on OK2SHARE. 5. Oklahoma State Department of Health. (n.d.). Detailed Birth Statistic, 2010-2015. Vital Statistics on OK2SHARE 6. Oklahoma State Department of Health. (n.d.). Detailed Mortality Statistics, 2000-2015. Vital Statistics on OK2SHARE 7. Oklahoma State Department of Health. (n.d.). Oklahoma Health Improvement Plan. Retrieved from http://ohip2020.com/ 8. Wilson, L. D. (n.d.). History of Comanche County. Oklahoma Historical Society. Retrieved from http://www.comanchecounty.us/ 9. U.S. Census Bureau. (n.d.). Population and Housing Unit Estimates 10. U.S. Census Bureau. (n.d.). American Community Survey (ACS), 2011-2015 11. U.S. Department of Health and Human Services, Centers for Disease Control and Prevention, National Center for Chronic Disease Prevention and Health Promotion, & Office on Smoking and Health. (2014). 50 Years of Progress: A Report of the Surgeon General 12. Pate, D. (n.d.). Small area estimates. Health Care Information. Center for Health Statistics. 13. Centers for Disease Control and Prevention (CDC). (2016). Current Cigarette Smoking Among Adults in the United States. Smoking and Tobacco Use. Retrieved from https://www.cdc.gov/tobacco/data_statistics/fact_sheets/adult_data/cig_smoking/index.htm 14. Centers of Disease Control and Prevention (CDC). (2016). Behavioral Risk Factor Surveillance System (BRFSS) 15. Centers for Disease Control and Prevention (CDC). (n.d.). State Highlights. State Tobacco Activities Tracking and Evaluation (STATE) System 16. King, B. A., Alam, S., Promoff, G., Arrazola, R. & Dube, S. R. (2013). Awareness and ever-use of electronic cigarettes among U.S. adults, 2010-2011. Nicotine & Tobacco Research, 15(9), 1623-1627. 17. Corey, C., Wang, B., Johnson, S., E., Apelberg, B., Husten, C., King, B. A., McAfee, T. A., Bunnell, R., &… Dube, S. R. (2013). Notes from the field: Electronic cigarette use among middle and high school students — United States, 2011–2012. Morbidity and Mortality Weekly Report, 62(35), 729-730 18. Oklahoma State Department of Health. (2015). Oklahoma youth tobacco survey trends report. Center for the Advancement of Wellness. 19. Mokdad, A. H., Marks, J. S., Stroup, D. F., & Gerberding, J. L. (2004). Actual Causes of Death in the United States, 2000. JAMA, 291(10), 1238-1245 20. Danaei, G., Ding, E. L., Mozaffarian, D., Taylor, B., Rehm, J., Murray, C. J., & Ezzati, M. (2009). The preventable causes of death in the United States: comparative risk assessment of dietary, lifestyle, and metabolic risk factors. PLoS Medicine 8(1) 21. State of Obesity. (n.d.). Obesity Among WIC Participants Ages 2-4, 200-2014. Retrieved from http://stateofobesity.org/wic/ 22. State of Obesity. (n.d.). Study of Children Ages 10 to 17 (2011). Retrieved from http://stateofobesity.org/children1017/ 23. Oklahoma State Department of Health. (n.d.). Youth Risk Behavior Surveillance System (YRBSS). Health Surveys Statistics on OK2SHARE. 24. Cawley, J., & Meyerhoefer, C. (2012). The medical care costs of obesity: An instrumental variables approach. Journal of Health Economics, 31(1), 219 25. Oklahoma State Department of Health. (n.d.). Detailed Birth Statistics. Vital Statistics on OK2SHARE 26. Mathews, T. J. & MacDorman, M. F. (2011). Infant mortality statistics from the 2007 period linked birth/infant death data set. National Vital Statistics Reports, 59(6) 27. Centers for Disease Control and Prevention (CDC). (2015). Natality, 2007-2015 28. Centers for Disease Control and Prevention (CDC). (2016). Infant Mortality. Reproductive Health. Retrieved from https://www.cdc.gov/reproductivehealth/maternalinfanthealth/infantmortality.htm 29. Oklahoma State Department of Health. (n.d.). Detailed Mortality Statistics. Vital Statistics on OK2SHARE 30. Matthews, T. J., MacDorman, M. F., & Thoma, M. E. (2015). Infant mortality statistics from the 2013 period linked birth/infant death data set. National Vital Statistics Report, 64(9) 31. Oklahoma State Department of Health. (n.d.). Preparing for a Lifetime, It’s Everyone’s Responsibility. Community and Family Health. Retrieved from https://www.ok.gov/health/Community_&_Family_Health/Improving_Infant_Outcomes/index.html 32. U.S. Department of Health & Human Services. (2016). Trends in Teen Pregnancy and Childbearing. Office of Adolescent Health. Retrieved from https://www.hhs.gov/ash/oah/adolescent-health-topics/reproductive-health/teen-pregnancy/trends.html
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33. The National Campaign to Prevent Teen and Unplanned Pregnancy. (n.d.). National and State Data: Oklahoma. Retrieved from http://thenationalcampaign.org/data/state/oklahoma 34. Gavin, L., Warner, L., O’Neil, E., Duong, L. M., Marshall, C., Hastings, P. A., Harrison, & A. T., Barfield, W. (2013). Vital signs: Repeat births among teens – United States, 2007-2010. Morbidity and Mortality Weekly Report, 62(13), 249-255 35. Centers for Disease Control and Prevention (CDC). (2016). About Teen Pregnancy. Reproductive Health: Teen Pregnancy. Retrieved from https://www.cdc.gov/teenpregnancy/about/index.htm 36. Ventura, S. J., Hamilton, B. E., & Mathews, T. J. (2013). Pregnancy and childbirth among females aged 10-19 years – United States, 2007-2010. Morbidity and Mortality Weekly Report, 62(3), 71-76 37. The National Campaign to Prevent Teen and Unplanned Pregnancy. (n.d.). Teen Birth Rate Comparison, 2015. National and State Data. Retrieved from https://thenationalcampaign.org/data/compare/1701 38. The National Campaign to Prevent Teen and Unplanned Pregnancy. (n.d.). Counting It Up: The Public Costs of Teen Childbearing in Oklahoma in 2010. Retrieved from http://thenationalcampaign.org/why-it- matters/public-cost 39. Substance Abuse and Mental Health Services Administration. (2015). Behavioral Health Barometer: Oklahoma, 2015. 40. Oklahoma State Department of Health. (n.d.). Inpatient Discharge Statistics. Hospital and ASC Statistics on OK2SHARE 41. Mather, M. & Scommenga, P. (2015). Up to Half of the U.S. Premature Deaths are Preventable; Behavioral Factors Key. Population Reference Bureau. Retrieved from http://www.prb.org/Publications/Articles/2015/us-premature-deaths.aspx 42. Leenders, M., Sluijs, I., Ros, M. M., Boshuizen, H. C., Siersema, P. D., Ferrari, P. Weikert, C., Tjonneland, A., & … Bueno-de- Mesquita, H. B. (2013). Fruit and vegetable consumption and mortality: European prospective investigation into cancer and nutrition. American Journal of Epidemiology, 178(4), 590-602. doi: 10.1093/aje/kwt006 43. Moore, L.V., & Thompson, F. E. (2015). Adults meeting fruit and vegetable intake recommendations: United States, 2013. Morbidity and Mortality Weekly Report, Centers for Disease Control and Prevention (CDC). Retrieved from https://www.cdc.gov/mmwr/preview/mmwrhtml/mm6426a1.htm 44. Centers for Disease Control and Prevention (CDC). (n.d.). Nutrition, Physical Activity and Obesity: Data, Trends and Maps. Division of Nutrition, Physical Activity and Obesity. Retrieved from https://nccd.cdc.gov/NPAO_DTM/LocationSummary.aspx?statecode=94 45. Centers for Disease Control and Prevention (CDC). (n.d.). Physical Activity. Physical Activity for Everyone. How Much Physical Activity do Adults Need? Division of Nutrition, Physical Activity, and Obesity, National Center for Chronic Disease Prevention and Health Promotion. Retrieved from http://www.cdc.gov/physicalactivity/everyone/guidelines/adults.html 46. U.S. Department of Health and Health Services. (n.d.). 2008 Physical Activity Guidelines for Americans. Active Children and Adolescents. Office of Disease Prevention and Health Promotion 47. American Diabetes Association. (n.d.). Diabetes Basics. Retrieved from http://www.diabetes.org/diabetes-basics/ 48. American Diabetes Association. (2013). Economic costs of diabetes in the U.S. in 2012. Diabetes Care. Retrieved from http://care.diabetesjournals.org/content/early/2013/03/05/dc12-2625.full.pdf+html 49. Centers for Disease Control and Prevention (CDC). (2015). State-Specific Costs of Motor Vehicle Crash Deaths. Injury Prevention and Control: Motor Vehicle Safety 50. U.S. Department of Health and Human Services. Healthy people 2020 – Topics and Objectives. Washington, D.C. 51. Oklahoma State Department of Health. (n.d.). Vital Statistics. Vital Statistics from OK2SHARE 52. Centers for Disease Control and Prevention. (n.d.). About natality, 2007-2015. CDC Wonder Online Database 53. Office of Primary Care and Rural Health Development. (2017). Health Professional Shortage Areas (HPSAs) as of March 2017. 2015 Oklahoma Health Workforce Data Book
Oklahoma State Department of Health Report compiled by: Community and Family Health Services Community Epidemiology & Evaluation Alora Korb, M.A. 1000 NE 10th St. Room 508 Program Assessment & Evaluation Specialist
Phone: (405) 271-5279 Jennifer Han, Ph.D., CHES Fax: (405) 271-1225 Director of Community Epidemiology & Evaluation
The Oklahoma State Department of Health (OSDH) is an equal opportunity employer and provider. This publication, issued by the OSDH, was authorized by Terry L. Cline, PhD, Commissioner of Health, Secretary of Health and Human Services. A digital file has been deposited with the Publications Clearinghouse of the Oklahoma Department of Libraries. Copies have not been printed but are available for download at www.health.ok.gov. May 2017
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Executive Summary
ES-05 Executive Summary - 24 CFR 91.200(c), 91.220(b) 1. Introduction
This Consolidated Plan (Con Plan) implements the U.S. Department of Housing and Urban Development's (HUD) consolidated planning processunder the purview of 24 CFR Part 91, et al., Consolidated Submission for Community Planning and Development Programs; Final Rule dated January 5, 1995 (updated through February 6, 2006). The Con Plan integrates into a single plan two of HUD's Community Planning and Development (CPD) formula programs: Community Development Block Grants (CDBG), HOME Investment Partnerships (HOME).
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The Con Plan serves as Lawton's application for federal funds under HUD's formula grant programs and a strategy for implementing the HUD programs and an action plan that is the basis for assessing the program's performance.
A Con Plan approved by HUD is a prerequisite for eligibility to receiving funding for the following formula grant programs (Update the programs UP Sec. 91.2):
1. The CDBG Program (24 CFR Part 570);
2. The HOME Program (24 CFR Part 92);
Applicants for the HUD programs outlined above must obtain a Certification of Consistency with the Con Plan from the City of Lawton. An application will be considered consistent if the activities outlined in the proposal are identified priorities in this Con Plan and/or the annual Consolidated One-Year Action Plan and the targeted location is consistent with the geographic areas identified in the Con Plan.
2. Summary of the objectives and outcomes identified in the Plan Needs Assessment Overview
The overall goals of the community planning and development programs covered by the Plan are to develop and sustain in Lawton a viable community by providing decent housing and a suitable living environment and by expanding economic opportunities for all citizens but principally for low- and moderate-income persons. The Plan seeks to accomplish these goals by extending and strengthening partnerships within the community among all levels of government and the private sector, including profit and non-profit organizations, in community and economic development and the development of affordable housing throughout the community.
The overall objective of the Consolidated Plan is to integrate economic, physical, environmental, community, and human development in a comprehensive, coordinated fashion to meet the needs of the community.
3. Evaluation of past performance
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The City of Lawton made progress towards the accomplishment of the goals outlined in the Consolidated Plan 2010-2014 with the limited resources available. The overall goal of our housing activities continues to be to meet the needs of very low-income renters, to expand affordable housing by creating home ownership opportunities for low- and moderate-income persons and families, and to preserve the existing housing stock by providing existing homeowners assistance in rehabilitation of their homes. Meeting this highest priority need for the City of Lawton, our housing needs, combined with municipal support of the public service agencies, the support of which is mandated by the City Council, which has directed that the maximum allowable support will be provided each year, saps all of our available federal funding resources, thus eliminating any funding opportunities for any other priorities. Even with our strict focus on meeting these critical needs, we still fall short of meeting the housing needs of the community. The limited resources available for infrastructure and economic development, both issues previously cornerstones of this community have been eliminated as budgets have been consistently reduced or, at best, made minor gains. None of these minor funding gains have afforded the community the opportunity to revisit providing funding for these valuable projects. Streets, sewer and water lines, parks improvements, and providing funds to assist fledging businesses get started or to assist established businesses as they seek to expand capabilities and/or capacity have all been eliminated from consideration as the administration, public services and housing costs continue to climb as budgets are shrinking. Thus, overall accomplishment of all of the goals of the Consolidated Plan is not possible at this time given the current budgets. It has not removed these goals from our priorities. The reduced budget has not allowed the City of Lawton to work towards the achievement of all of its goals during the FY2014 fiscal year
4. Summary of citizen participation process and consultation process
In order to have a consolidated strategy and plan which is the result of effective citizen participation process, the City of Lawton has adopted its Citizen Participation Plan for Housing and Community Development in accordance with 24 CFR Part 92.The City of Lawton Consolidated Plan for the FFY 2016- 2020 was on file for citizen review and comment from March 10 through April 14, 2016. The report evaluates performance of Community Development Block Grant (CDBG), Community Development Block Grant-Reinvestment Act (CDBG-R), the Neighborhood Stabilization Program (NSP), The Section 108 loan guarantee, and HOME Investment Partnerships (HOME) programs’ activities for the plan year, which begins July 1, 2016 and ended June 30, 2017.The draft report will be available at various locations in Lawton for citizens to review and provide comments for consideration in development of the final report. The Consolidated plan and One year Action Plan will be available at the following locations and other locations specified in the Citizen Participation Plan for Housing and Community Development (HCD):
Lawton Public Library 212 SW 9th Street
Housing and Community Development 1405 SW 11th Avenue
Lawton City Clerk's Office 212 SW 9th Street
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H.C. King Community Center 1705 NW 20th Street
Patterson Community Center 4 NE Arlington Street
Citizens have thirty (30) days to review and provide comments. Comments should be submitted in writing to the Assistant Director, Housing and Community Development, 1405 SW 11th Street, Lawton, OK 73501. A public hearing to discuss the Consolidated Plan and One-Year Action Plan was held at the Lawton City Council at 6:00 p.m. on April 26, 2016 at the City Hall located at 212 SW 9th Street, Lawton, OK 73501. The City of Lawton will take reasonable measures to provide copies of the reports in formats accessible to persons with disabilities upon request.
5. Summary of public comments
The public participation process for the completion of the 2016-2020 Consolidated Plan began in March 2016 with the publication of a Notice of Public Meetings for four (3) community input sessions held in various areas of the City on March 24, 2016 ; April 14, 2016 and April 26, 2016. Meetings were held in public facilities, with one meeting held during the afternoon to accommodate persons working evening hours. A total of thirty-five (35) citizens and representatives of local organizations and service providers attended these meetings
6. Summary of comments or views not accepted and the reasons for not accepting them
All public feedback was given due consideration, although not every requested activity could be funded. The need for greater community investment is apparent; however, resources (both monetarily and administratively) are insufficient to enlarge the targeted neighborhood boundaries at the present time. In order to have a consolidated strategy and plan which is the result of effective citizen participation process, the City of Lawton has adopted its Citizen Participation Plan for Housing and Community Development in accordance with 24 CFR Part 92.
7. Summary
All public feedback was given due consideration, although not every requested activity could be funded. The need for greater community investment is apparent; however, resources (both monetarily and administratively) are insufficient to enlarge the targeted neighborhood boundaries at the present time. In order to have a consolidated strategy and plan which is the result of effective citizen participation process, the City of Lawton has adopted its Citizen Participation Plan for Housing and Community Development in accordance with 24 CFR Part 92.
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The Process
PR-05 Lead & Responsible Agencies 24 CFR 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 LAWTON HOUSING AND COMMUNITY DEVELOPMENT HOME Administrator LAWTON HOUSING AND COMMUNITY DEVELOPMENT Table 1 – Responsible Agencies
Narrative
Housing and Community Development (HCD), a division of the Administrative Services Department, is the lead agency for coordination and development of the Consolidated Plan. For that purpose, HCD is responsible to provide community leadership, to plan and coordinate the consolidated planning process, and to develop the Consolidated Plan for submission to HUD. Points of contact for the consolidated planning process are the Assistant Director, HCD and the Federal Grants and Housing Programs Coordinator located at:
City of Lawton
Housing and Community Development (HCD)
1405 SW 11th Street
Lawton, Oklahoma 73501
Telephone (580) 581-3347
Consolidated Plan Public Contact Information
Anthony F. GRIFFITH
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Assistant Director, Housing & Community Development Division
City Of lawton
E:mail [email protected]
Phone: 580-581-3350
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PR-10 Consultation - 91.100, 91.200(b), 91.215(l) 1. Introduction
Development of the Consolidated Plan resulted from consultation and coordination with appropriate public and private agencies throughout the development stages of the consolidated planning process and included issues concerning non-housing community development needs. The process included close consultation with appropriate agencies of the State of Oklahoma and Comanche County, as necessary, to address and coordinate efforts in areas and on issues of common interest or concern. Coordination between appropriate Lawton agencies and departments was emphasized.
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 City routinely communicates with the lawton Housing Authority (LHA) to understand their programs and needs. The City continues to provide them with funding each year to rehabilitate some of their public housing units as indicated within our Action Plan. The LHA has housing units City wide, and we have discussed with them the potential for exterior improvements to help the neighborhood. Early discussions have been held with LHA to consider the possibility of making joint application for a future Choice Neighborhood Grant.
The City interacts routinely with the Lawton Housing Authority (LHA) as we direct clients to Section 8 programs, coordinate data sharing, and process Resolutions of Local Support for Low Income Housing Tax Credit (LIHTC) applicants proposing to build affordable housing in the City limits. In the past the City has provided some additional funding in support of selected LIHTC projects.
The City actively interacts on an on-going basis with our Continuum of Care (CoC) lead agency Lawton Support Services and subrecipients, including a number of mental and private service agencies that provide various types of assisted housing. Several homeless service providers within the CoC specialize in assisting individuals with mental health concerns.
Describe coordination with the Continuum of Care and efforts to address the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans, and unaccompanied youth) and persons at risk of homelessness
Lawton Housing Authority (LHA) is the lead agency for the City of Lawton Continuum of Care. The City has placed an emphasis on housing the chronically homeless using a housing first come approach. Housing homeless veterans has also been an emphasis of this program and the CoC coordinates with the Veteran’s Administration for VASH vouchers and case management. Additionally, Consolidated Plan LAWTON 8 OMB Control No: 2506-0117 (exp. 07/31/2015) Appendix L - page L9
the City will be collaborating increasingly with LHA to provide services to veteran’s families as Goodwill is the local provider of the Supportive Services for Veteran’s Families grantee.
Planning for the homeless strategies and outcomes starts with the City of Lawton Coalition to End Poverty. This is a broad based group of service/housing providers, faith based organizations; volunteer advocates and service recipients. This group provides insight and feedback on the Plan objectives to meet the needs of people who are homeless and have special needs. The Coalition updates the City’s 10-Year Plan to End Homelessness and works to provide awareness to elected officials, interested parties and the public about homelessness and people who have special needs.
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
The Continuum of Care Committee oversees and evaluates the housing and service programs funded through the CoC, and City Social Services. The CoC Committee reviews proposals and makes funding recommendations to the City's Housing and Community Development Division, which in turn makes recommendations to the City Council.
Homeless Management Information System (HMIS) policies and procedures are developed through the Data Committee of the Coalition to End Poverty. Policies and procedures are developed to comply with HUD data requirements as well as other federal and local requirements and to meet the data needs of the CoC.
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 Lawton Support Services, Inc. Agency/Group/Organization Type Housing PHA Services - Housing Services-Elderly Persons Services-Persons with Disabilities Services-homeless Service-Fair Housing What section of the Plan was addressed Housing Need Assessment by Consultation? Public Housing Needs Homelessness Strategy Homeless Needs - Chronically homeless Homelessness Needs - Veterans How was the Agency/Group/Organization The Lawton Housing Authority (LHA) was consulted consulted and what are the anticipated directly by City Staff to gauge current needs for public outcomes of the consultation or areas for housing and Section 8 tenants. Information was improved coordination? provided by LHA about current inventories, waiting lists, capital needs, veterans' benefits, anticipated funding over the next five (5) years, and anticipated gaps in resources. The City of Lawton continues to provide CDBG funding to support the rehabilitation of public housing units annually to enhance the quality of public housing. 2 Agency/Group/Organization LAWTON Agency/Group/Organization Type Housing PHA Services - Housing Service-Fair Housing Other government - Local Grantee Department
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What section of the Plan was addressed Housing Need Assessment by Consultation? Lead-based Paint Strategy Public Housing Needs Homelessness Strategy Homeless Needs - Chronically homeless Homeless Needs - Families with children Homelessness Needs - Veterans Homelessness Needs - Unaccompanied youth Non-Homeless Special Needs Economic Development Anti-poverty Strategy How was the Agency/Group/Organization The City Housing and Community Development consulted and what are the anticipated Division (HAD) was consulted directly by City Staff to outcomes of the consultation or areas for gauge current needs for public housing and Section 8 improved coordination? tenants. Information was provided by LHA about current inventories, waiting lists, capital needs, veterans' benefits, anticipated funding over the next five (5) years, and anticipated gaps in resources. The City of lawton City continues to provide CDBG funding to support the rehabilitation of public housing units annually to enhance the quality of public housing. 3 Agency/Group/Organization Family Promise of Lawton Agency/Group/Organization Type Services-Children Services-Persons with HIV/AIDS Services-Victims of Domestic Violence Services-homeless Services-Health Services - Victims Child Welfare Agency Regional organization Neighborhood Organization What section of the Plan was addressed Homeless Needs - Families with children by Consultation? Non-Homeless Special Needs Anti-poverty Strategy
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How was the Agency/Group/Organization The overall goal of local homeless programs is to assist consulted and what are the anticipated homeless families and individuals to progress from outcomes of the consultation or areas for homelessness to self-sufficiency. Implementation of improved coordination? the strategy relies on a system of public and private homeless providers who, through their collaborative efforts, pursue a continuum of care approach to address the economic, human, and social needs of homeless families and households. 4 Agency/Group/Organization Christian Family Counseling Center Agency/Group/Organization Type Services-Children Services-Victims of Domestic Violence Services-homeless Services-Health Service-Fair Housing Services - Victims Health Agency Regional organization What section of the Plan was addressed Non-Homeless Special Needs by Consultation? How was the Agency/Group/Organization Christian Family Counseling provides professional consulted and what are the anticipated outpatient counseling to individuals and families on outcomes of the consultation or areas for marriage and group therapy to adults, adolescents and improved coordination? children. They provided information on the need for such services 5 Agency/Group/Organization GPIF C. CARTER CRANE HOMELESS SHELTER Agency/Group/Organization Type Services - Housing Services-Children Services-Elderly Persons Services-Persons with Disabilities Services-Victims of Domestic Violence Services-homeless Neighborhood Organization What section of the Plan was addressed Homeless Needs - Chronically homeless by Consultation? Homeless Needs - Families with children Homelessness Needs - Veterans
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How was the Agency/Group/Organization Great Plains Improvement Foundation, Inc., through consulted and what are the anticipated the C. Carter Crane Shelter, provides temporary shelter outcomes of the consultation or areas for to the homeless. The shelter provided shelter to improved coordination? approximately 330 homeless persons during 2008 and anticipates providing shelter for over 400 homeless in 2009. They provided valuable input on the need for the emergency shelter. 6 Agency/Group/Organization MARIE DETTY COUNSELING SERVICES, INC. Agency/Group/Organization Type Services - Housing Services-Children Services-Health Services-Education Services-Employment Services - Victims What section of the Plan was addressed Housing Need Assessment by Consultation? Homeless Needs - Families with children Non-Homeless Special Needs How was the Agency/Group/Organization Marie Detty Counseling Service provides professional consulted and what are the anticipated counseling/ temp housing to children and group outcomes of the consultation or areas for therapy to adults, adolescents and children. They improved coordination? provided information on the need for such services 7 Agency/Group/Organization NEW DIRECTIONS - BATTERED WOMEN'S SHELTER Agency/Group/Organization Type Services - Housing Services-Children Services-Victims of Domestic Violence Services-homeless Service-Fair Housing Services - Victims What section of the Plan was addressed Homelessness Strategy by Consultation? Homeless Needs - Families with children Non-Homeless Special Needs How was the Agency/Group/Organization new Directions - battered Women Shelter provides consulted and what are the anticipated professional counseling/ temp housing to women and outcomes of the consultation or areas for children who are victims of domestic violence. They improved coordination? provided information on the need for such services
Identify any Agency Types not consulted and provide rationale for not consulting
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None
Other local/regional/state/federal planning efforts considered when preparing the Plan
Name of Plan Lead Organization How do the goals of your Strategic Plan overlap with the goals of each plan? Continuum of Care Lawton Support Services Table 3 – Other local / regional / federal planning efforts Describe cooperation and coordination with other public entities, including the State and any adjacent units of general local government, in the implementation of the Consolidated Plan (91.215(l))
The City of Lawton has worked closely with both private and public sectors, to included the State andf Federal Government in developing the Consolidated Planm
Narrative (optional):
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PR-15 Citizen Participation 1. Summary of citizen participation process/Efforts made to broaden citizen participation Summarize citizen participation process and how it impacted goal-setting
A Notice of Public Meetings was published in The Lawton Constitution on March 13, 2016. In addition, local stakeholders, non-profit organizations and other interested parties were notified via email on March 10, 2016. Meetings were held between March 24, 2016 and April 26, 2016 at various public facility locations within the City of Lawton.
The citizen participation process and summary of feedback has been fully described in item no. 5 of the Executive Summary. Feedback received at the public meetings was used in conjunction with quantitative data and current demographics to establish priority needs for this Consolidated Plan. Where possible, funding allocations and strategic goals were identified based upon the most urgent community needs. Staff will evaluate needs on an ongoing basis. Funding allocations in each Annual Action Plan will be adjusted as needed to promote a strategic and targeted allocation of resources, with the hope of creating a noticeable and sustainable community benefit.
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Citizen Participation Outreach
Sort Order Mode of Outreach Target of Outreach Summary of Summary of Summary of comments URL (If response/attendance comments received not accepted applicable) and reasons 1 Public Meeting Minorities Both citizens and Several comments There is a shortage of public service were made about resources due to Persons with agencies made the shortage of reduce Federal disabilities several comments. resources. funding. There we 35 Non- attendees targeted/broad community
Residents of Public and Assisted Housing 2 Public Hearing Minorities Both citizens and Several comments There is a shortage of public service were made about resources due to Persons with agencies made the shortage of reduce Federal disabilities several comments. resources. funding. There we 35 Non- attendees targeted/broad community
Residents of Public and Assisted Housing
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Sort Order Mode of Outreach Target of Outreach Summary of Summary of Summary of comments URL (If response/attendance comments received not accepted applicable) and reasons 3 Newspaper Ad Minorities A Notice of Public No comment were No comment were Meetings was received received Persons with published in The disabilities Lawton Constitution on March 13, 2016. Non- targeted/broad community
Residents of Public and Assisted Housing Table 4 – Citizen Participation Outreach
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Needs Assessment
NA-05 Overview Needs Assessment Overview
The latest Lawton Community Needs Assessment Survey was completed in 2005. Funds were not available to assist the community in conducting another Community Needs Assessment. The results of the 2005 survey do not necessarily reflect the wants and needs of the community at this time. The HCD staff, using the Community Needs Assessment as a basis, in two (2) separate public hearing before the City Planning Commission and the Lawton City Council, developed new top ten priorities and realigned some of the standard priorities found in the Consolidated Plan which provide the basis for development of the priorities established in this Consolidated Plan. Census data for the City of Lawton was updated as appropriate with information provided by the American Community Survey (ACS) and other qualified sources. Additionally, information obtained through consultations with appropriate public and private agencies was incorporated as appropriate. Up-to-date housing data was not available and staff was forced to use the census data currently available which has not changed significantly from the last Consolidated Plan.
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NA-10 Housing Needs Assessment - 24 CFR 91.205 (a,b,c) Summary of Housing Needs
The following data shows that a significant percentage of households (both renters and homeowners) earning less than 30% of the Area Median Income (AMI) suffer from housing problems. The Small Related category (2-4 family members) has the highest percentage of all households. Overcrowding is also considered within this category and the data shows that within all households earning less than 80% AMI, overcrowding is a concern. The data reflects that 38.5% of homeowners and 35.2% of renters in the 50-80% AMI bracket live in severely overcrowded conditions (more than 1.51 persons per room). According to the data, 67% of renter households and 37% of owner households earning less than 30% AMI, are experiencing 1 or more of 4 housing problems, which may include the lack of a kitchen or complete plumbing, severe overcrowding and/or severe cost burden. Among renters, Households earning between 30-50% median income carry the highest percentage of households (45%) with a cost burden exceeding 30%. For homeowners, cost burden exceeding 30% is the greatest for households in the 50-80% bracket (42%). Over 90% of rental households and 83% of homeowners earning less than 80% of median income and experiencing at least one housing problem are living in substandard housing conditions.
Demographics Base Year: 2000 Most Recent Year: 2012 % Change Population 92,757 96,187 4% Households 36,433 34,780 -5% Median Income $32,521.00 $43,953.00 35% Table 5 - Housing Needs Assessment Demographics
Data Source: 2000 Census (Base Year), 2008-2012 ACS (Most Recent Year)
Number of Households Table
0-30% >30-50% >50-80% >80-100% >100% HAMFI HAMFI HAMFI HAMFI HAMFI Total Households * 4,040 3,830 6,079 3,870 16,955 Small Family Households * 1,640 1,510 2,899 1,810 8,185 Large Family Households * 360 320 690 304 1,260 Household contains at least one person 62-74 years of age 335 394 950 605 2,854 Household contains at least one person age 75 or older 390 430 520 425 1,224 Households with one or more children 6 years old or younger * 1,340 885 2,145 914 1,635 * the highest income category for these family types is >80% HAMFI Table 6 - Total Households Table
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Data Source: 2008-2012 CHAS
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Housing Needs Summary Tables
1. Housing Problems (Households with one of the listed needs)
Renter Owner 0-30% >30- >50- >80- Total 0-30% >30- >50- >80- Total AMI 50% 80% 100% AMI 50% 80% 100% AMI AMI AMI AMI AMI AMI NUMBER OF HOUSEHOLDS Substandard Housing - Lacking complete plumbing or kitchen facilities 45 115 110 104 374 10 0 0 15 25 Severely Overcrowded - With >1.51 people per room (and complete kitchen and plumbing) 0 4 55 85 144 0 0 0 0 0 Overcrowded - With 1.01-1.5 people per room (and none of the above problems) 115 10 109 10 244 45 30 55 35 165 Housing cost burden greater than 50% of income (and none of the above problems) 1,900 860 115 4 2,879 435 415 140 95 1,085 Housing cost burden greater than 30% of income (and none of the above problems) 275 1,200 1,444 350 3,269 160 240 925 400 1,725
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Renter Owner 0-30% >30- >50- >80- Total 0-30% >30- >50- >80- Total AMI 50% 80% 100% AMI 50% 80% 100% AMI AMI AMI AMI AMI AMI Zero/negative Income (and none of the above problems) 344 0 0 0 344 180 0 0 0 180 Table 7 – Housing Problems Table Data 2008-2012 CHAS Source:
2. Housing Problems 2 (Households with one or more Severe Housing Problems: Lacks kitchen or complete plumbing, severe overcrowding, severe cost burden)
Renter Owner 0-30% >30- >50- >80- Total 0- >30- >50- >80- Total AMI 50% 80% 100% 30% 50% 80% 100% AMI AMI AMI AMI AMI AMI AMI NUMBER OF HOUSEHOLDS Having 1 or more of four housing problems 2,055 990 385 205 3,635 485 440 195 145 1,265 Having none of four housing problems 715 1,770 3,344 1,915 7,744 265 630 2,155 1,610 4,660 Household has negative income, but none of the other housing problems 344 0 0 0 344 180 0 0 0 180 Table 8 – Housing Problems 2 Data 2008-2012 CHAS Source:
3. Cost Burden > 30%
Renter Owner 0-30% >30-50% >50-80% Total 0-30% >30- >50-80% Total AMI AMI AMI AMI 50% AMI AMI NUMBER OF HOUSEHOLDS Small Related 1,075 1,010 1,019 3,104 204 195 500 899 Large Related 235 220 55 510 60 40 125 225 Elderly 135 193 149 477 255 274 304 833
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Renter Owner 0-30% >30-50% >50-80% Total 0-30% >30- >50-80% Total AMI AMI AMI AMI 50% AMI AMI Other 890 705 415 2,010 120 169 154 443 Total need by 2,335 2,128 1,638 6,101 639 678 1,083 2,400 income Table 9 – Cost Burden > 30% Data 2008-2012 CHAS Source:
4. Cost Burden > 50%
Renter Owner 0-30% >30- >50- Total 0-30% >30- >50- Total AMI 50% 80% AMI 50% 80% AMI AMI AMI AMI NUMBER OF HOUSEHOLDS Small Related 960 435 55 1,450 200 125 85 410 Large Related 220 85 0 305 60 10 0 70 Elderly 110 59 25 194 120 185 30 335 Other 760 300 45 1,105 95 89 25 209 Total need by 2,050 879 125 3,054 475 409 140 1,024 income Table 10 – Cost Burden > 50% Data 2008-2012 CHAS Source:
5. Crowding (More than one person per room)
Renter Owner 0-30% >30- >50- >80- Total 0-30% >30- >50- >80- Total AMI 50% 80% 100% AMI 50% 80% 100% AMI AMI AMI AMI AMI AMI NUMBER OF HOUSEHOLDS Single family households 115 14 89 95 313 45 30 10 0 85 Multiple, unrelated family households 0 0 65 0 65 0 0 40 35 75 Other, non-family households 0 0 0 0 0 0 0 0 0 0 Total need by 115 14 154 95 378 45 30 50 35 160 income Table 11 – Crowding Information – 1/2 Data 2008-2012 CHAS Source: Consolidated Plan LAWTON 23 OMB Control No: 2506-0117 (exp. 07/31/2015) Appendix L - page L24
Renter Owner 0-30% >30- >50- Total 0-30% >30- >50- Total AMI 50% 80% AMI 50% 80% AMI AMI AMI AMI Households with Children Present 0 0 0 0 0 0 0 0 Table 12 – Crowding Information – 2/2 Data Source Comments:
Describe the number and type of single person households in need of housing assistance.
The 2010 U.S. Census Bureau Demographics profile data for Households and Families indicates that non- family households account for 35.5% of the total population. Of this amount, 82.7% are identified as "Householder living alone". The net result is 22,643 persons, or 23.4% of the total population (96,867) that can be identified as single person households. Median household income for all households in City Of Lawton according to the ACS 1-Year Estimates is $43,269 as opposed to only $31,678 for non-family households. The maximum HOME program income limits in 2014 for a one (1) person household is $30,150 for low income families (80% AMI) and $19,350 for households at the 60% AMI level. This would indicate that most single family households will have a housing costs burden exceeding 30% of monthly income. As a result, it can be anticipated that additional affordable and public housing units will be required to meet the needs of this population.
Estimate the number and type of families in need of housing assistance who are disabled or victims of domestic violence, dating violence, sexual assault and stalking.
"Substandard" housing conditions are defined to include any housing unit with 5 or more non-life- threatening code violations or with any one of the following:
The physical condition or use of the dwelling constitutes a public nuisance; Any dwelling designated unsafe for human habitation or use; Any dwelling noticeably capable of being considered a fire hazard or noticeably unsafe or unsecured so as to endanger life, limb or property; Any dwelling from which the plumbing, heating or other facilities required by law have been removed, or from which utilities have been disconnected, destroyed, removed, or rendered ineffective, or the required precautions against trespassers have not been provided;
Any dwelling that is in a state of dilapidation, deterioration or decay; faulty construction; overcrowded; open, vacant or abandoned; damaged by fire to the extent of not providing shelter; in danger of collapse or failure and dangerous to anyone on or near the dwelling.
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What are the most common housing problems?
Substandard housing continues to be problematic, especially for renters in the lowest income brackets. Overcrowding for households earning less than 50% of median income is a concern, even when no other substandard housing problems exist. Housing costs burden greater than 50% is extremely high for rental households earning less than 30% AMI (75.4%). On the homeownership side, 51% of Small Related households earning between 50-80% AMI have a cost burden exceeding 30%. Apart from the data presented, vacant and abandoned buildings in urban neighborhoods continue to devalue surrounding property and create concerns about citizen safety and increased taxpayer expense for emergency response.
Are any populations/household types more affected than others by these problems?
As can be expected, those households at and below 30% AMI experience overcrowding, substandard housing conditions, and very high housing costs burden in excess of 50% at a much higher rate than other income demographics. This is especially true for renters. Homeowners tend to experience these issues more frequently when earning between 50-80% AMI. This differential can be primarily attributed to the inability of households below the 80% income level to qualify for mortgage financing, resulting in an inability to achieve homeownership.
Describe the characteristics and needs of Low-income individuals and families with children (especially extremely low-income) who are currently housed but are at imminent risk of either residing in shelters or becoming unsheltered 91.205(c)/91.305(c)). Also discuss the needs of formerly homeless families and individuals who are receiving rapid re-housing assistance and are nearing the termination of that assistance
These at risk individuals are referred to Lawton Housing Authority for assistance under the section 8 program.
If a jurisdiction provides estimates of the at-risk population(s), it should also include a description of the operational definition of the at-risk group and the methodology used to generate the estimates:
"At-risk population" is defined as individuals and families who are currently housed, but are at risk of becoming homeless without immediate financial assistance. Estimates are generated from requests made for section 8 housing assistance, consultation with service providers and recipients of Tenant Based Rental Assistance and Short Term Rent, Mortgage and Utility Assistance.
Specify particular housing characteristics that have been linked with instability and an increased risk of homelessness
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The rental market in Oklahoma is at very low capacity overall, and particularly for individuals with low incomes. Individuals and families living in some of the most cost efficient units often find they are no longer able to afford them as housing demand increases leading to rising rents. The inability to make rental security deposits and utility deposits is often a barrier to those households who are being evicted or are attempting to locate a cheaper housing option. Short term assistance is often the difference between maintaining shelter and avoiding homelessness.
Discussion
The prevention of homelessness and rapid re-housing remain high priorities in this Strategic Plan. The Continuum of Care and local service providers continue to look for new ways to stretch limited resources.
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NA-15 Disproportionately Greater Need: Housing Problems – 91.205 (b)(2) Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to the needs of that category of need as a whole.
Introduction
An analysis of the 2007-2011 Comprehensive Housing Affordability Strategy (CHAS) tables for the City of Lawton area as reflected below show disproportionately greater need for persons experiencing housing problems among five (5) different minorities and ethnicities, and within various income demographics. The four housing problems included in the data analysis include lack of complete kitchen facilities, lack of complete plumbing facilities, more than one person per room, and housing cost burden greater than 30%. A "disproportionately greater need" exists when the members of a racial or ethnic group at a given income level experience housing problems at a greater rate (10% or more) than the income level as a whole.
0%-30% of Area Median Income
Housing Problems Has one or more of Has none of the Household has four housing four housing no/negative problems problems income, but none of the other housing problems Jurisdiction as a whole 2,980 540 524 White 1,515 300 375 Black / African American 845 85 14 Asian 160 80 0 American Indian, Alaska Native 190 35 4 Pacific Islander 0 0 4 Hispanic 130 20 100 Table 13 - Disproportionally Greater Need 0 - 30% AMI Data Source: 2008-2012 CHAS
*The four housing problems are: 1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per room, 4.Cost Burden greater than 30%
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30%-50% of Area Median Income
Housing Problems Has one or more of Has none of the Household has four housing four housing no/negative problems problems income, but none of the other housing problems Jurisdiction as a whole 2,880 950 0 White 1,420 345 0 Black / African American 859 230 0 Asian 85 70 0 American Indian, Alaska Native 65 170 0 Pacific Islander 0 0 0 Hispanic 350 110 0 Table 14 - Disproportionally Greater Need 30 - 50% AMI Data Source: 2008-2012 CHAS
*The four housing problems are: 1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per room, 4.Cost Burden greater than 30%
50%-80% of Area Median Income
Housing Problems Has one or more of Has none of the Household has four housing four housing no/negative problems problems income, but none of the other housing problems Jurisdiction as a whole 2,954 3,135 0 White 1,724 1,980 0 Black / African American 619 450 0 Asian 100 20 0 American Indian, Alaska Native 95 155 0 Pacific Islander 0 30 0 Hispanic 304 409 0 Table 15 - Disproportionally Greater Need 50 - 80% AMI Data Source: 2008-2012 CHAS
*The four housing problems are: 1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per room, 4.Cost Burden greater than 30%
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80%-100% of Area Median Income
Housing Problems Has one or more of Has none of the Household has four housing four housing no/negative problems problems income, but none of the other housing problems Jurisdiction as a whole 1,100 2,765 0 White 640 1,520 0 Black / African American 203 460 0 Asian 0 90 0 American Indian, Alaska Native 25 225 0 Pacific Islander 30 10 0 Hispanic 89 360 0 Table 16 - Disproportionally Greater Need 80 - 100% AMI Data Source: 2008-2012 CHAS
*The four housing problems are: 1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per room, 4.Cost Burden greater than 30%
Discussion
In the 0-30% AMI bracket, no disproportionate needs related to housing problems have been identified among different ethnicities. The greatest disparate need is represented by the Asian population of which 66.7% report one (1) or more of the four (4) housing problems noted in the introduction section above. The percentage of households city-wide that report one (1) or more of the four (4) housing problems is 73.7%. For those households earning between 30-50% AMI, disproportionate needs exists for Black/African American, Asian, and Pacific Islander households. Black families have 10.6% greater housing problems than the general populace as a whole, followed by Asian households at 10.5%. Pacific Islanders have a 32.3% greater need; however, the smaller sampling size (.013% of the total persons in this income bracket) makes comparative analysis more difficult. No disproportionate needs have been identified in the 80-100% AMI category and each ethnic minority group experiences housing problems in a similar manner as the general population.
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NA-20 Disproportionately Greater Need: Severe Housing Problems – 91.205 (b)(2) Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to the needs of that category of need as a whole.
Introduction
An analysis of the 2007-2011 Comprehensive Housing Affordability Strategy (CHAS) tables for the Oklahoma City area as reflected below show disproportionately greater need for persons experiencing severe housing problems among five (5) different minorities and ethnicities, and within various income demographics. The four housing problems included in the data analysis include lack of complete kitchen facilities, lack of complete plumbing facilities, more than one person per room, and housing cost burden greater than 50%. A "disproportionately greater need" exists when the members of a racial or ethnic group at a given income level experience housing problems at a greater rate (10% or more) than the income level as a whole.
0%-30% of Area Median Income
Severe Housing Problems* Has one or more of Has none of the Household has four housing four housing no/negative problems problems income, but none of the other housing problems Jurisdiction as a whole 2,540 980 524 White 1,300 525 375 Black / African American 715 205 14 Asian 145 95 0 American Indian, Alaska Native 149 75 4 Pacific Islander 0 0 4 Hispanic 110 40 100 Table 17 – Severe Housing Problems 0 - 30% AMI Data Source: 2008-2012 CHAS
*The four severe housing problems are: 1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per room, 4.Cost Burden over 50%
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30%-50% of Area Median Income
Severe Housing Problems* Has one or more of Has none of the Household has four housing four housing no/negative problems problems income, but none of the other housing problems Jurisdiction as a whole 1,430 2,400 0 White 590 1,180 0 Black / African American 529 565 0 Asian 40 110 0 American Indian, Alaska Native 10 220 0 Pacific Islander 0 0 0 Hispanic 205 250 0 Table 18 – Severe Housing Problems 30 - 50% AMI Data Source: 2008-2012 CHAS
*The four severe housing problems are: 1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per room, 4.Cost Burden over 50%
50%-80% of Area Median Income
Severe Housing Problems* Has one or more of Has none of the Household has four housing four housing no/negative problems problems income, but none of the other housing problems Jurisdiction as a whole 580 5,499 0 White 295 3,404 0 Black / African American 165 909 0 Asian 20 95 0 American Indian, Alaska Native 15 230 0 Pacific Islander 0 30 0 Hispanic 80 634 0 Table 19 – Severe Housing Problems 50 - 80% AMI Data Source: 2008-2012 CHAS
*The four severe housing problems are: 1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per room, 4.Cost Burden over 50%
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80%-100% of Area Median Income
Severe Housing Problems* Has one or more of Has none of the Household has four housing four housing no/negative problems problems income, but none of the other housing problems Jurisdiction as a whole 350 3,525 0 White 150 2,015 0 Black / African American 69 595 0 Asian 0 90 0 American Indian, Alaska Native 25 225 0 Pacific Islander 0 40 0 Hispanic 60 380 0 Table 20 – Severe Housing Problems 80 - 100% AMI Data Source: 2008-2012 CHAS
*The four severe housing problems are: 1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per room, 4.Cost Burden over 50%
Discussion
In the 0-30% AMI bracket, a disparate need is represented by the Asian population of which 100% report one or more of the four housing problems noted in the introduction section above. This compares to 87% of the jurisdiction as a whole. For those households earning between 30-50% AMI, the Asian population reflects a disproportionately high rate of 100% reporting at least one (1) of the four (4) housing problems, as compared to 28% of the general population. For those households earning between 50-80% and 80-100% AMI categories reflects a disproportionately high rate of 100% and each ethnic minority group experiences housing problems in a similar manner as the general population.
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NA-25 Disproportionately Greater Need: Housing Cost Burdens – 91.205 (b)(2) Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to the needs of that category of need as a whole.
Introduction:
An analysis of the 2007-2011 Comprehensive Housing Affordability Strategy (CHAS) tables for the Oklahoma City area as reflected below show disproportionately greater housing cost burdens at varying levels among five (5) different minorities and ethnicities. A "disproportionately greater need" exists when the members of a racial or ethnic group at a given income level experience housing problems at a greater rate (10% or more) than the income level as a whole.
Housing Cost Burden
Housing Cost Burden <=30% 30-50% >50% No / negative income (not computed) Jurisdiction as a whole 24,270 5,738 4,239 524 White 14,889 3,429 2,065 375 Black / African American 4,215 1,215 1,350 14 Asian 600 150 210 0 American Indian, Alaska Native 960 180 159 4 Pacific Islander 120 30 0 4 Hispanic 2,640 500 275 100 Table 21 – Greater Need: Housing Cost Burdens AMI Data Source: 2008-2012 CHAS
Discussion:
The CHAS data suggests that Black/African American households experience a cost burden in excess of 50% at an 27.9% disproportionately greater rate (31.8%) than the general populace at 3.9%. Pacific Islanders in the 30-50% AMI bracket experience a disproportionately greater cost burden at 15.2% above that of the general population (16.6%); however, it should be noted that the small sample size (.05% of the total population) makes comparison difficult.
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NA-30 Disproportionately Greater Need: Discussion – 91.205(b)(2) Are there any Income categories in which a racial or ethnic group has disproportionately greater need than the needs of that income category as a whole?
As noted previously, the following ethnicities in the 30-50% AMI category have reported one or more housing problems indicating a disproportionately greater need than the general population: Black/African American (10.6%), Asian (10.5%), and Pacific Islander (32.3%). Data for the Pacific Islander population is based upon a much smaller sample size than all other ethnic groups, and the projected need may appear to be more pronounced than for larger populations.
If they have needs not identified above, what are those needs?
It is apparent from public meeting input that African American communities continue to feel disenfranchised and marginalized. Fears of gentrification and lack of response to capital improvement needs were common themes related to Staff during the public participation process. There remains a general distrust of government due to the historical implications of past urban renewal failures, and miscommunication or non-communication with minority neighborhoods during more recent high profile development projects.
Are any of those racial or ethnic groups located in specific areas or neighborhoods in your community?
Geographically, low income households are located throughout the metropolitan area; however, a significant concentration of Black and African Americans remain in the south and southeastern sector of the City. Although the Black population changed little between the 2000 and 2010 Census as a share of the City's overall population, these families remain disproportionately concentrated in Census Tracts to the east and south of the city center.
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NA-35 Public Housing – 91.205(b) Introduction
The Lawton Housing Authority (LHA) oversees public housing in the community. The City of Lawton only appoints the LHA’s Board of Commissioners, which consists of five (5) members. The City oversees the action of the LHA through the commission by written and oral reports. The City does not have any relationships regarding hiring, contracting, and procurement; and the City does not provide any funded services to the LHA. LHA operates as a private non-profit entity. The Authority is a federally subsidized authority operating under the rules, regulations and guidelines of the U.S. Department of Housing and Urban Development (HUD). The overall goal of the housing authority is to implement strategies that will maximize the effectiveness in the use of federal funds to provide quality housing services to client residents and the community. LHA offers several types of housing opportunities to the Lawton/Ft. Sill community.
Totals in Use
Program Type Certificate Mod- Public Vouchers Rehab Housing Total Project - Tenant - Special Purpose Voucher based based Veterans Family Disabled Affairs Unification * Supportive Program Housing # of units vouchers in use 0 0 286 120 0 120 0 0 0 Table 22 - Public Housing by Program Type *includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition
Data Source: PIC (PIH Information Center)
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Characteristics of Residents
Program Type Certificate Mod- Public Vouchers Rehab Housing Total Project - Tenant - Special Purpose Voucher based based Veterans Family Affairs Unification Supportive Program Housing Average Annual Income 0 0 10,574 12,065 0 12,065 0 0 Average length of stay 0 0 3 3 0 3 0 0 Average Household size 0 0 1 3 0 3 0 0 # Homeless at admission 0 0 0 0 0 0 0 0 # of Elderly Program Participants (>62) 0 0 70 8 0 8 0 0 # of Disabled Families 0 0 101 12 0 12 0 0 # of Families requesting accessibility features 0 0 286 120 0 120 0 0 # of HIV/AIDS program participants 0 0 0 0 0 0 0 0 # of DV victims 0 0 0 0 0 0 0 0 Table 23 – Characteristics of Public Housing Residents by Program Type
Data Source: PIC (PIH Information Center)
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Race of Residents
Program Type Race Certificate Mod- Public Vouchers Rehab Housing Total Project - Tenant - Special Purpose Voucher based based Veterans Family Disabled Affairs Unification * Supportive Program Housing White 0 0 167 29 0 29 0 0 0 Black/African American 0 0 99 85 0 85 0 0 0 Asian 0 0 8 2 0 2 0 0 0 American Indian/Alaska Native 0 0 10 3 0 3 0 0 0 Pacific Islander 0 0 2 1 0 1 0 0 0 Other 0 0 0 0 0 0 0 0 0 *includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition Table 24 – Race of Public Housing Residents by Program Type Data Source: PIC (PIH Information Center)
Ethnicity of Residents
Program Type Ethnicity Certificate Mod- Public Vouchers Rehab Housing Total Project - Tenant - Special Purpose Voucher based based Veterans Family Disabled Affairs Unification * Supportive Program Housing Hispanic 0 0 27 11 0 11 0 0 0 Not Hispanic 0 0 259 109 0 109 0 0 0 *includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition Table 25 – Ethnicity of Public Housing Residents by Program Type
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Data Source: PIC (PIH Information Center)
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Section 504 Needs Assessment: Describe the needs of public housing tenants and applicants on the waiting list for accessible units:
At the present time, the Lawton Housing Authority (LHA) is unable to maintain a separate waiting list for accessible units. If an applicant's name comes to the top of the list and they are unable to function in a non-accessible unit, they can refuse the apartment without losing their place on the waiting list. In some cases, LHA is able to accommodate the tenant with minor modifications to the available unit(s). Approximately 10% of available units are handicapped accessible. Many times, apartments are leased to a current tenant who has aged in place and now requires features that were not needed at the time of move-in. Units are modified as resources allow.
Most immediate needs of residents of Public Housing and Housing Choice voucher holders
In the authority’s housing inventory there are 286 units of public housing, 120 Section 8 Housing Choice Vouchers, and an additional 96 Housing Choice Vouchers through a Consortium Agreement with the Tulsa, OK, Housing Authority. LHA's current inventory provides 150 general purpose units in the Lawton View Addition. 100 elderly units located in the Benjamin O. Davis HI-Rise, and 50 units located in the Pleasant Valley Addition provide housing for elderly/disabled households. Additionally, the LHA manages 19 single family two and three bedroom residences. In addition, the LHA has a HUD approved Section 5(h) Homeownership Program, with an inventory of 19 single-family houses. The LHA is also a HUD approved Housing Counseling Agency. The counseling services that are provided through the Housing Counseling program are offered to the public at no charge.LHA currently has 74 Section 8 Housing Choice Voucher units. These baseline vouchers consist of 50 Family Unification vouchers and 24 Housing Choice vouchers. Due to the change in the method that HUD is currently using to fund the Section 8 programs, LHA projects that they will be able to fund a monthly average of 69 vouchers. The LHA was not granted any additional funds for a Section 8 Family Self-Sufficiency Coordinator during the FFY 2005 application process. It is the intent of the LHA to adopt a Section 8 Homeownership Program during the 2005-2006 program year. The current waiting list for a Section 8 voucher consists of 68 applicants with a waiting time of approximately one year.
How do these needs compare to the housing needs of the population at large
The need for available affordable units mirrors that of the general population. The need continues to exceed the available resources. Market rate rental units generally do not maintain a waiting list and units can typically be occupied within 60 days. The need for capital improvements in public housing units is greater than that of the general population due to LHA reliance on HUD funding to meet ongoing property concerns. The private market by contrast is generally supported by the ability to increase gross rents in response to decreasing cash flow. In addition, the availability of private capital and the ability to borrower against equity at favorable loan terms provides a cushion of protection from rising maintenance costs.
Discussion
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Increased funding for Section 8 continues to be the greatest need identified by the local housing authority. In addition, the wait list for public housing units continues to grow and presently exceeds 400 units for families and seniors combined. Concentration of low income housing continues to be problematic for the City in terms of creating mixed-income housing throughout the urban core. The concentration of public housing and Section 8 units in low-income census tracts exacerbates social issues in impoverished neighborhoods and fails to provide a healthy environment for personal improvement.
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NA-40 Homeless Needs Assessment – 91.205(c) Introduction:
Information and data to adequately assess the nature and full extent of homelessness in the Lawton-Fort Sill community is limited in quantity as well as scope. Homeless service providers generally maintain records to document services provided, but none currently maintain data regarding unmet needs such as turn-aways or referrals that the agencies cannot provide for. Within the community, all service agencies must do a better job of documenting shortcomings in services to provide information for prioritization and allocation of limited funding. This assessment is based on limited data provided from the 2000 Census and limited information made available by the C. Carter Crane Shelter; Taliaferro Community Health Center; Roadback, Inc.; New Directions, Inc; and a recent (FFY 2004) Point-in-Time survey conducted by the Oklahoma Department of Commerce (ODOC). The 2000 census shows the Lawton/Comanche County population found on the day of the survey in Lawton's emergency shelters; shelters for runaway, neglected, and homeless children; and shelters for abused women. The numbers resulted in a fifty (50) percent occupied rate for beds in shelters in Comanche County and the City of Lawton (and the southwest region of the state, as well).
Homeless Needs Assessment
Population Estimate the # of persons Estimate the # Estimate the # Estimate the # Estimate the # experiencing homelessness experiencing becoming exiting of days persons on a given night homelessness homeless homelessness experience each year each year each year homelessness Sheltered Unsheltered Persons in Households with Adult(s) and Child(ren) 0 0 0 0 0 0 Persons in Households with Only Children 0 0 0 0 0 0 Persons in Households with Only Adults 0 0 0 0 0 0 Chronically Homeless Individuals 0 0 0 0 0 0 Chronically Homeless Families 0 0 0 0 0 0 Veterans 0 0 0 0 0 0
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Population Estimate the # of persons Estimate the # Estimate the # Estimate the # Estimate the # experiencing homelessness experiencing becoming exiting of days persons on a given night homelessness homeless homelessness experience each year each year each year homelessness Sheltered Unsheltered Unaccompanied Child 0 0 0 0 0 0 Persons with HIV 0 0 0 0 0 0 Table 26 - Homeless Needs Assessment Data Source Comments:
Indicate if the homeless population is: Has No Rural Homeless
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):
Data not available
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Nature and Extent of Homelessness: (Optional)
Race: Sheltered: Unsheltered (optional)
White 0 0 Black or African American 0 0 Asian 0 0 American Indian or Alaska Native 0 0 Pacific Islander 0 0 Ethnicity: Sheltered: Unsheltered (optional)
Hispanic 0 0 Not Hispanic 0 0 Data Source Comments:
Estimate the number and type of families in need of housing assistance for families with children and the families of veterans.
Data not available
Describe the Nature and Extent of Homelessness by Racial and Ethnic Group.
Data not available
Describe the Nature and Extent of Unsheltered and Sheltered Homelessness.
Data not available
Discussion:
Data not available
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NA-45 Non-Homeless Special Needs Assessment - 91.205 (b,d) Introduction:
Priorities are assigned to objectives based on the availability of funds and on the needs identified within the community. Objectives that are ranked as high priority will be addressed through funding program activities in the Annual Action Year Plans. The non-homeless special needs population objectives focus on maintaining the ability of non-homeless special needs populations to continue independent living.
The primary obstacle to meeting underserved needs is funding availability. The City is allocating HOME funds for Tenant Based Rental Assistance in the 2016-2020 Consolidated Plan or Annual Action Year Plans. Federal grant funds from the City's CDBG and HOME formula grants are used to fund part of the non-homeless needs activities identified in the Consolidated Plan.
Describe the characteristics of special needs populations in your community:
The City defines "special needs" as the homeless, seniors over age 62, persons with permanent disabilities, victims of domestic violence, abused children, and children aging out of the foster care system. As the Baby Boom generation matures, low to moderate income seniors over age 62 are in need of affordable housing alternatives. Resources for domestic violence victims have also been a common concern noted by the community throughout the public participation process. Local service providers are reporting a substantial increase in the number of homeless youth seeking resources and the need for drop-in centers.
What are the housing and supportive service needs of these populations and how are these needs determined?
The City of Lawton City works closely with the Marie Detty Youth & Family Services inc in order to provide supportive services to victims of domestic violence. Part of the program oversight and funding for services are provided CDBG & HOME grants. Marie Detty Youth & Family Services inc is able to provide emergency shelter for 650 persons annually for families that have become homeless due to domestic violence. The Marie Detty Youth & Family Services inc also works to provide supportive services such as skill training for jobs, child care, counseling, legal services, transportation, and referrals to mental health services to keep the victim and family safe.
Discuss the size and characteristics of the population with HIV/AIDS and their families within the Eligible Metropolitan Statistical Area:
Southwest AIDS Network was recently established as a local nonprofit organization to address the needs of persons and families affected by HIV / AIDS. The organization at this time is in its fledgling stages and Consolidated Plan LAWTON 44 OMB Control No: 2506-0117 (exp. 07/31/2015) Appendix L - page L45
currently lacks a stable source of funding for operations. SWAN, however, in collaboration with Carepoint, Inc., is currently coordinating for provision of an HIV/AIDS case worker in the Lawton community. Carepoint, Inc., a nonprofit organization headquartered in Oklahoma City, provides health care and support services to persons who are infected with and/or affected by HIV. It provides prevention and educational services related to HIV utilizing Ryan White CARE Act Title II funds and other appropriate financial resources. Services also include housing assistance to households affected by AIDS that need assistance. Priority for CDBG and HOME program funding will be based on the new needs assessment and request for funding from service providers that address the needs of persons and/or families with alcohol or other drug addiction.
Discussion:
Emergency shelter and transitional housing strategies were addressed previously. The key to success will be development of a strong, functioning Continuum of Care in this region. HCD held meetings two years ago to discuss the issues with the service providers in the region. They outlined a plan to establish a Continuum of Care and a Homeless Management Information System (HMIS) for the region. Great Plains Improvement Foundation, Inc. stepped forward and assumed the leadership role in the continuum, holding monthly meetings at their facility with stakeholders. Because of a SuperNOFA request for funding of a HMIS for the Southwest region, a grant was awarded GPIF to purchase the rudimentary system, hardware, and other linkage necessary to complete installation of a system. The HMIS will allow more effective communication of the homeless needs, allow rapid scheduling of all types of services from job training and interviews, to setting up doctor’s appointments and school enrollment. It is a system designed to track the progress of the homeless population from entry into the continuum of care to reentry into society via employment and either renting or purchasing a home. It is a part of the President’s strategy to end chronic homelessness within ten (10) years. Assistance to homeless individuals and families will be accomplished through a holistic approach that addresses their specific economic, housing, and social needs within the continuum of care to provide opportunities for homeless households to achieve economic independence and free of supportive assistance.
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NA-50 Non-Housing Community Development Needs – 91.215 (f) Describe the jurisdiction’s need for Public Facilities:
City of Lawton communities have an ongoing need for public facilities to provide community wide- benefit in low to moderate income neighborhoods. The City has historically restricted these improvements to the NRSA and SNI neighborhoods. Public facilities improvements supported in this Consolidated Plan include neighborhood-led projects within the SNI neighborhood boundaries and park improvements. Other public facility projects that support special populations may be considered, including a facility for the disabled to support employment and daily needs education, improvements to a care center for abused children, development of drop-in centers and an overnight shelter for homeless youth, and exploration of alternatives for future program activities that address the need for relocation, emergency shelter, counseling, and/or permanent supportive housing for victims of domestic violence.
How were these needs determined?
While all SNI public facility projects are initially requested by neighborhood residents through a public participation process, the decision on whether to fund them is based on several factors, including:
• Whether the facility already exists
• If so, the condition of the facility
• Anticipated need and number of end users
• Whether a public benefit is provided
• Whether the estimated cost to construct or repair the facility is reasonable
• Whether the project contributes to an overall goal of neighborhood reinvestment
• Anticipated maintenance costs and operational responsibilities over time
• Whether the responsible department or organization has the capacity to complete and oversee the project, and
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• Whether there are potential adverse impacts to the health and safety of neighborhoods or individuals.
The other social service needs mentioned were identified through funding requests and input from the public and provider organizations during Consolidated Plan development. These projects will be evaluated based on the strength of proposals received, the capacity of the operating organization, and the availability of funds.
Describe the jurisdiction’s need for Public Improvements:
The most pressing need for public improvements in the City of Lawton neighborhoods is public infrastructure; specifically the construction of sidewalks, and adequate street lighting. This large service area provides unique challenges in terms of both administrative and financial resources, and the City's capacity to keep pace with needed repairs is limited. Citizen surveys and comments received at public meetings continually identify sidewalks, lighting, and road repairs as primary needs.
How were these needs determined?
While all SNI public improvement projects are initially requested by neighborhood residents through a public participation process, the decision on whether to fund them is based on several factors, including:
• Whether the requested improvements already exist
• If so, their current condition
• Anticipated need and number of end users
• Whether a public benefit is provided
• Whether the estimated cost to construct or repair the public improvement is reasonable
• Whether the project contributes to an overall goal of neighborhood reinvestment
• Anticipated maintenance costs over time
• Whether the responsible department or organization has the capacity to complete and oversee the project, and
• Whether there are potential adverse impacts to the health and safety of neighborhoods or individuals.
The other needs mentioned were identified through input from the public and developers during Consolidated Plan Development. All projects will be evaluated based on the strength of proposals
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received, the capacity of the operating organization, and the availability of funds. Considerations for funding non-housing projects include whether the project 1) serves a special needs population; 2) is in an underserved area; 3) will have a significant catalytic effect on investment; 4) promotes social equity; and/or 5) supports historic preservation.
Describe the jurisdiction’s need for Public Services:
The demand for public services always exceeds available resources due to the CDBG 15% public services cap. The City of Lawton, as a matter of practice, rarely provides funding for administrative costs and salary expense due to the continued expectation of funding over time. In an era of declining resources, the inability to meet continued administrative expectations of an organization may jeopardize jobs and place the long term sustainability of an organization at risk. The City does, however, support many worthy activities, and will continue to do so over the life of this Plan. Public service activities included in this Strategic Plan include public services education for youth, crime and health topics, legal assistance to clear titles through probate.
How were these needs determined?
SP-45While all public services projects are initially requested by neighborhood residents through a public participation process, the decision on whether to fund them is based on several factors, including:
• Whether the service already exists
• If so, the adequacy and viability of the service provided
• Anticipated need, demand and number of persons to be served
• Whether a public benefit is provided
• Whether the estimated cost of the requested service is reasonable
• Anticipated operational and monitoring responsibilities over time, and
• Whether the responsible department or organization has the capacity to manage and oversee the program
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Housing Market Analysis
MA-05 Overview Housing Market Analysis Overview:
The purpose of the Market Analysis is to provide a clear picture of the environment in which the City of Lawton must administer their programs over the five (5) year Consolidated Plan period. In conjunction with the Needs Assessment, the Market Analysis provides the basis for the Strategic Plan and Projects/Activities to be funded and administered. General characteristics such as housing costs, market demand, area demographics, type and condition of existing housing stock, planned development, and current economic conditions all provide a snapshot of community needs and opportunities, and have been considered in the development of this Plan.
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MA-10 Number of Housing Units – 91.210(a)&(b)(2) Introduction
A variety of housing types for both rental and purchase, are available within the City of lawton metropolitan area at a wide range of sales prices and rents. The local housing stock includes single family residences, duplexes, row houses, multifamily apartment complexes, condominiums, modular units and mobile homes. As might be expected, older subdivisions within the urban core include aging housing stock. Targeted reinvestment by the City in the Neighborhood Revitalization Strategy Area (NRSA), continues to provide resources for rehabilitation and down payment assistance to incentivize revitalization and reinvestment in older neighborhoods.
All residential properties by number of units
Property Type Number % 1-unit detached structure 27,813 70% 1-unit, attached structure 1,313 3% 2-4 units 3,191 8% 5-19 units 4,867 12% 20 or more units 1,519 4% Mobile Home, boat, RV, van, etc 1,127 3% Total 39,830 100% Table 27 – Residential Properties by Unit Number Data Source: 2008-2012 ACS
Unit Size by Tenure
Owners Renters Number % Number % No bedroom 45 0% 334 2% 1 bedroom 120 1% 3,489 20% 2 bedrooms 2,386 14% 5,239 31% 3 or more bedrooms 15,113 86% 8,054 47% Total 17,664 101% 17,116 100% Table 28 – Unit Size by Tenure Data Source: 2008-2012 ACS
Describe the number and targeting (income level/type of family served) of units assisted with federal, state, and local programs.
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Targeted households and projected beneficiaries are detailed in the Strategic Plan section of this report and in the first year Annual Action Plan. In summary, the City will assist in approximately eight (8) whole house rehabs annually. An estimated fifteen (15) households annually will receive exterior maintenance. twenty (20) households annually will benefit from emergency home repairs. Seventy-five (1) homebuyer will be provided down payment and closing costs assistance.
Provide an assessment of units expected to be lost from the affordable housing inventory for any reason, such as expiration of Section 8 contracts.
It is not anticipated that affordable housing inventory will be reduced in the near future. Older units assisted under the Low Income Housing Tax Credit Program (LIHTC) in prior years may possibly revert to market rate units upon satisfaction of the imposed affordability requirements; however, it is unknown at the present time if and when this may occur, and any projections would be truly speculative.
Demand for housing is constantly changing and is influenced by changes in personal finances, growth or changes in family size, and consumer confidence among other factors. Some households are seeking larger or newer residences, while others are downsizing from a home that has become too large or too expensive for the owner based on changing circumstances. When considering unit size by tenure, 81% of the owner occupied housing stock has three (3) or more bedrooms. For renters, two (2) bedroom units are the most common floor plan (40%). As family sizes continue to decrease and the Millennial generation matures, it can be anticipated that demand for two bedroom single family homes with smaller square footage will increase over time.
Does the availability of housing units meet the needs of the population?
Since the 2010 Census, the 2011 American Community Survey (ACS) estimates the population has grown by 4%, to 96,187 persons. A market for rental and for-sale housing exists at all income levels, and demand exists for additional housing units that are affordable for low and very low income households.
Describe the need for specific types of housing:
At the present time, demand for all housing types appears to be satisfied by the private market. Community surveys and public comments do, however, indicate a preference for more affordable and workforce housing in the Central Business District which would enable those persons working downtown to adopt an urban and pedestrian lifestyle. Condominium prices and rental rates in the urban core are priced for the upper end of the market, and are not accessible to lower and median income households. The City continues to place emphasis on mixed-income development to create economic diversity and ensure equal housing opportunity in all areas of the city.
Discussion
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Affordable housing and the rehabilitation of aging housing stock remain high priorities under this Plan. Needs and opportunities will be evaluated annually to ensure that resources are targeted strategically and that the stated goals of the Plan remain timely and relevant. Emphasis on mixed-income housing and deconcentration of poverty will remain a focus in all funding decisions.
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MA-15 Housing Market Analysis: Cost of Housing - 91.210(a) Introduction
The 2011 CHAS and ACS data below reflects a 51% increase in median home values since the completion of the 2000 Census. Of the owner occupied households, only 15.2% of homes are affordable to families earning between 50-80% AMI. This number increases to 34.9% for households between 80-100% AMI and 49.9% for households earning 100% or greater of the area median income.
Median contract rents are $571 per month which represents a 53% increase since the 2000 Census. Average rents are concentrated at the low end of the market with 41% of renters paying less than $500 per month and 52% paying $500-$999. Less than 1% of all renters pay more than $2,000 in monthly rent. Of the rental households earning less than 30% of area median income, only5.1% of the total available units are affordable to the tenant. This number increases to 27.3% for households between 30- 50% AMI, and 67.6% for households between 80-100% AMI.
Cost of Housing
Base Year: 2000 Most Recent Year: 2012 % Change Median Home Value 69,700 105,300 51% Median Contract Rent 374 571 53% Table 29 – Cost of Housing
Data Source: 2000 Census (Base Year), 2008-2012 ACS (Most Recent Year)
Rent Paid Number % Less than $500 7,101 41.5% $500-999 8,840 51.7% $1,000-1,499 988 5.8% $1,500-1,999 106 0.6% $2,000 or more 81 0.5% Total 17,116 100.0% Table 30 - Rent Paid Data Source: 2008-2012 ACS
Housing Affordability
% Units affordable to Households Renter Owner earning 30% HAMFI 445 No Data 50% HAMFI 2,374 420 80% HAMFI 5,885 968
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% Units affordable to Households Renter Owner earning 100% HAMFI No Data 1,381 Total 8,704 2,769 Table 31 – Housing Affordability Data Source: 2008-2012 CHAS
Monthly Rent
Monthly Rent ($) Efficiency (no 1 Bedroom 2 Bedroom 3 Bedroom 4 Bedroom bedroom) Fair Market Rent 519 531 718 994 0 High HOME Rent 519 531 718 929 1,016 Low HOME Rent 493 528 633 732 817 Table 32 – Monthly Rent Data Source: HUD FMR and HOME Rents
Is there sufficient housing for households at all income levels?
There is a significant need for rental units affordable to households earning less than 30% of area median income. At present only 5.1% of available units are available to this demographic. The problem persists for households earning between 30-50% AMI as only 27.3% of rental units are affordable to this population. A rental unit is considered affordable if gross rent, including utilities, is no more than 30% of the annual household income.
On the homeownership side, nearly half of all units are unaffordable to households earning less than 80% of the area median income. An owner unit is considered affordable if monthly housing costs, including principal and interest, taxes, hazard insurance, mortgage insurance and HOA dues are no more than 30% of the annual household income.
How is affordability of housing likely to change considering changes to home values and/or rents?
Based upon the 51% increase in median home values between the 2000 Census and the 2011 ACS, it can be anticipated that average home prices will increase approximately 4.7% annually. Although economic factors can contribute significantly to housing values, City of Lawton has remained somewhat insulated from the recent recession and the local housing market has experienced very minor price movement in comparison to other parts of the country. While the rate of return may not be as significant in times of prosperity, losses are historically less likely in times of economic distress.
How do HOME rents / Fair Market Rent compare to Area Median Rent? How might this impact your strategy to produce or preserve affordable housing?
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The 2013 HUD Fair Market Rents for City of Lawton were $519 for an efficiency unit, $531 for a one- bedroom unit, $718 for a two-bedroom unit and $994 for a three bedroom unit(an average of $690 per month). Using this methodology, FMR's are estimated to be approximately 8.3% below the average gross market rents. Four bedroom units are considered to be an outlier and are not included in this calculation. The difference between the average gross rents and FMR's indicate a continued need for affordable housing subsidies for low and very low income families.
The High HOME Rent is $519 for an efficiency unit, $531 for a one-bedroom unit, $718 for a two- bedroom unit and $929 for a three-bedroom unit (an average of $674 per month). Low HOME Rent is currently $493 for an efficiency unit, $528 for a one-bedroom unit, $633 for a two-bedroom unit, and $8732 for a three-bedroom unit (an average of $597per month). It is important to note that the FMR and HOME rent standards are inclusive of monthly utilities, so comparison with the average market rents quoted above (which do not include utilities in most cases) can be misleading. In actuality, HOME- assisted units are capped at a monthly rent that is affordable to low income families when all costs are considered. By contrast, the market driven data is reflective of all households without regard to total monthly housing cost.
Market rents have remained steady over the last several years in the Oklahoma City area with average annual rent increases typically below the national average. However, the demand for additional affordable rental units has continued to increase as the cost of housing in relation to annual household income continues to rise disproportionately, particularly among the very lowest income families. High concentrations of poverty within the City have restricted the mobility of low income households, and the average rents are not reflective of higher end markets in thriving neighborhoods. Priority housing needs and annual objectives identified in this Plan continue to support mixed-income development and diversity of neighborhoods.
Discussion
In arriving at conclusions about the rental housing market, a presumption was made that households of one or two persons occupy the efficiency and one-bedroom units, small related households for three (3) or four (4) persons occupy the two-bedroom rental units, and that large related households of five (5) or more persons occupy the three-bedroom and larger units.
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MA-20 Housing Market Analysis: Condition of Housing – 91.210(a) Introduction
The 2007-2011 ACS data below reflects that 20% of owner-occupied units and 40% of rental units suffer from at least one adverse condition. These include (1) Lacking complete plumbing facilities, (2) Lacking complete kitchen facilities, (3) more than one person occupancy per room, and (4) cost burden exceeding 30%. It is also noted that 69% of owner-occupied units and 67% of rental units were constructed prior to 1979.
Definitions
Standard Condition- The 1978 BOCA Basic Property Maintenance Code , as amended, is the City's adopted minimum acceptable standards for the maintenance of existing buildings, structures, premises and facilities to protect the general health and welfare of the public. The code was adopted and incorporated fully to control property maintenance in existing buildings within the corporate limits of the City. Homes that do not meet this definition are considered substandard.
Substandard Condition but Sustainable for Rehabilitation: Any home that does not meet the above definition of standard condition, may be determined to be financially feasible and structurally suitable for rehabilitation as long as the current condition of the home does not create a nuisance or post a threat to the health, safety and/or welfare of the surrounding neighborhood or residents. If City funds are needed to complete the rehabilitation then the cost of the rehab must not exceed the housing rehabilitation program's funding limits.
Condition of Units
Condition of Units Owner-Occupied Renter-Occupied Number % Number % With one selected Condition 3,520 20% 6,805 40% With two selected Conditions 108 1% 407 2% With three selected Conditions 0 0% 56 0% With four selected Conditions 0 0% 0 0% No selected Conditions 14,036 79% 9,848 58% Total 17,664 100% 17,116 100% Table 33 - Condition of Units Data Source: 2008-2012 ACS
Year Unit Built
Year Unit Built Owner-Occupied Renter-Occupied Number % Number % 2000 or later 1,249 7% 2,617 15%
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Year Unit Built Owner-Occupied Renter-Occupied Number % Number % 1980-1999 4,147 23% 2,981 17% 1950-1979 10,289 58% 9,419 55% Before 1950 1,979 11% 2,099 12% Total 17,664 99% 17,116 99% Table 34 – Year Unit Built Data Source: 2008-2012 CHAS
Risk of Lead-Based Paint Hazard Risk of Lead-Based Paint Hazard Owner-Occupied Renter-Occupied Number % Number % Total Number of Units Built Before 1980 12,268 69% 11,518 67% Housing Units build before 1980 with children present 855 5% 1,810 11% Table 35 – Risk of Lead-Based Paint Data Source: 2008-2012 ACS (Total Units) 2008-2012 CHAS (Units with Children present)
Vacant Units
Suitable for Not Suitable for Total Rehabilitation Rehabilitation Vacant Units 0 0 0 Abandoned Vacant Units 0 0 0 REO Properties 0 0 0 Abandoned REO Properties 0 0 0 Table 36 - Vacant Units Data Source: 2005-2009 CHAS
Need for Owner and Rental Rehabilitation
As noted previously, 69% of owner occupied residences and 67% of rental units were constructed prior to 1979. This large supply of aging housing stock in itself is an indicator that rehabilitation needs will continue to increase over the five (5) year Consolidated Plan period. Additionally, 20% of owner occupied residences and 40% of rental units reported in the table above have at least one (1) substandard condition that requires immediate attention. The City does not maintain a database or inventory of substandard housing. The 2007-2011 data reflects a higher percentage of adverse conditions due to the inclusion of cost burden and overcrowding data which is not included in the 2013 ACS estimates.
The majority of City-funded rehabilitation programs support owner-occupied housing units because the City's affordable housing strategy encourages homeownership, and HOME funds allocated to the City
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are not sufficient to cover the demand for rehabilitation in the private rental market. However, the City does allocate CDBG and HOME funds for rehabilitation of rental housing owned by the Oklahoma City
Estimated Number of Housing Units Occupied by Low or Moderate Income Families with LBP Hazards
The 2007-2011 ACS (total units) and the 2007-2011 CHAS (units with children present) data reflects that 12,268 owner occupied units were built prior to 1980, of which 5% have children present. On the rental side, 11,518 units were built prior to 1980, of which 11% have children present. Based upon the income demographics for total households in Section NA-05 (2007-2011 CHAS data), 43.7% of all households earn less than 80% of area median income. When applying the same percentages for determination of potential Lead Based Paint hazards, it can be expected that approximately 6,772 owner-occupied homes built prior to 1980 are occupied by low or very low income families. Likewise, it can be estimated that 6,173 rental units constructed prior to 1980 are occupied by low or very low income households.
Discussion
Within the City of Lawton, all of the homes built prior to 1950 that have been tested for lead based paint have tested positive. Since July 2001, the Housing Rehab Staff has tested and cleared every home that the City has rehabilitated to the standards for lead-safe housing regulated by the Department of Housing and Urban Development (HUD) and the State of Oklahoma’s Department of Environmental Quality (DEQ).
The City is directly involved in alerting and educating households concerning lead hazards, particularly regarding housing units proposed for CDBG or HOME rehabilitation assistance, and indirectly through each of its sub recipients, Community Development Housing Organizations, and other for-profit and nonprofit organizations providing housing. For its part, all applicants seeking housing assistance from the City receive a pamphlet informing them of the dangers of lead hazards. If assistance is granted to an applicant, they sign for the information at loan closing.
All housing rehabilitation inspectors for the City of Lawton are licensed and certified as lead-based paint risk assessors and inspectors. The lead paint inspection and assessment services of the City’s licensed staff are used by most housing providers receiving federal funds from the City and other non-profit housing providers contract for the services. Some of the rehabilitation staff members are certified as Lead Base Paint Risk Assessors for target housing and child-occupied facilities. The Rehabilitation staff inspectors are trained in NITON Spectrum Analyzer/Radiation Safety.
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MA-25 Public and Assisted Housing – 91.210(b) Introduction
The Lawton Housing Authority (LHA) oversees public housing in the community. The City of Lawton only appoints the LHA’s Board of Commissioners, which consists of five (5) members. The City oversees the action of the LHA through the commission by written and oral reports. The City does not have any relationships regarding hiring, contracting, and procurement; and the City does not provide any funded services to the LHA. LHA operates as a private non-profit entity. The Authority is a federally subsidized authority operating under the rules, regulations and guidelines of the U.S. Department of Housing and Urban Development (HUD). The overall goal of the housing authority is to implement strategies that will maximize the effectiveness in the use of federal funds to provide quality housing services to client residents and the community. LHA offers several types of housing opportunities to the Lawton/Ft. Sill community.
Totals Number of Units
Program Type Certificate Mod-Rehab Public Vouchers Housing Total Project -based Tenant -based Special Purpose Voucher Veterans Family Disabled Affairs Unification * Supportive Program Housing # of units vouchers available 299 92 0 326 0 # of accessible units *includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition Table 37 – Total Number of Units by Program Type Data Source: PIC (PIH Information Center)
Describe the supply of public housing developments:
Describe the number and physical condition of public housing units in the jurisdiction, including those that are participating in an approved Public Housing Agency Plan:
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In the authority’s housing inventory there are 319 units of public housing, 74 Section 8 Housing Choice Vouchers, and an additional 96 Housing Choice Vouchers through a Consortium Agreement with the Tulsa, OK, Housing Authority. LHA's current inventory provides 150 general purpose units in the Lawton View Addition. 100 elderly units located in the Benjamin O. Davis HI-Rise, and 50 units located in the Pleasant Valley Addition provide housing for elderly/disabled households. Additionally, the LHA manages 19 single family two and three bedroom residences. In addition, the LHA has a HUD approved Section 5(h) Homeownership Program, with an inventory of 19 single-family houses. The LHA is also a HUD approved Housing Counseling Agency. The counseling services that are provided through the Housing Counseling program are offered to the public at no charge.
The Capital Fund Grant is intended for use in the modernization/rehabilitation of existing dwelling units. Since the age of all of the public housing units in the authority’s inventory is 35 years of age or older, the amount of money needed to upgrade and maintain these units far exceeds the amount of capital funds received each year. The estimated amount of modernization costs for all projects is in excess of $4 million. The authority expects to receive approximately $347,149 each year from HUD for this purpose. The focus of the next couple of years for modernization of dwelling units will be in Project OK005-1, Lawton View. The authority has begun a major rehabilitation project on these units that began in the summer of 2004. Due to limited funding only a limited number of housing units will be able to be completed each year.
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Public Housing Condition
Public Housing Development Average Inspection Score
Table 38 - Public Housing Condition
Describe the restoration and revitalization needs of public housing units in the jurisdiction:
LHA projects between 12 and 15 units will be able to be completed each year. If estimates and costs come in below what has been projected, then additional units will be completed. Items included in this modernization plan include central heat and air conditioning, redesign of the outside elevation of the units in order to get rid of the “public housing” look, new separate entrances and parking spaces, and fencing between units to allow each resident to have their “own” area or space. During this modernization project, LHA also will be taking the two adjoining units in 10 quadriplexes and remodeling them into one larger unit so that the LHA can better house larger families. This will also alleviate some of the concentration of large families in such small areas. This will add ten 5-bedroom units to LHA’s housing inventory.
Describe the public housing agency's strategy for improving the living environment of low- and moderate-income families residing in public housing:
The Lawton Housing Authority (LHA) is a nonprofit organization operating in accordance with policies established by the Board of Directors and statutes administered by the U.S. Department of Housing and Urban Development (HUD). They are dedicated to one purpose, providing clean, safe and decent housing for low-income families and senior citizens of the City of Lawton. Special services are offered to residents that want to have and enjoy a better quality of life for themselves and their families. Some services help working parents with low-cost child care and can aid in the growth and development of the family as a whole.
Discussion:
LHA is the recipient of federal funds. Each fiscal year, LHA receives an Operating Subsidy Fund, Capital Improvement Funds, and from time to time additional grant funds. Since the amount of federal funds received each year is subject to change depending on the amount of funding that is approved by Congress, the LHA has received notice from the Oklahoma City Field Office to prepare their 2006 Operating Budget based on 89 percent of the LHA’s eligible amount. For the fiscal year of 2005-2006, the amount of Operating Subsidy that is expected to be received is $356,028.00. The amount projected to be received in CFG funds is $347,149.00. The authority is in the second year of a Resident Opportunity Self-Sufficiency (ROSS) Grant. The original award was for $200,000.00. This grant will end in May of 2005.
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The Operating Funds received by the authority are intended to assist in the daily operations of the business. Additional income received for operations are from rental income, interest income, and other miscellaneous income. Items that are considered as other income may be maintenance charges to residents, community room rental, management company income, and rooftop lease income. The amount of rental income for the coming year is projected to be $425,210.00. Interest income is projected to be $12,210.00. Other income is projected to be $95,000.00.
The LHA received funding from HUD for FFY 2004 for a Public Housing Family Sufficiency Coordinator. This position will be responsible for identifying all residents in public housing that can use assistance in their quest for self-sufficiency. A large network of human service providers in the Lawton area works closely with the Coordinator in order to meet this goal. The LHA has developed and published a community wide Family Self-Sufficiency Directory. This directory is a listing of the many agencies in Lawton that can provide services to these participants.
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MA-30 Homeless Facilities and Services – 91.210(c) Introduction
Information and data to adequately assess the nature and full extent of homelessness in the Lawton-Fort Sill community is limited in quantity as well as scope. Homeless service providers generally maintain records to document services provided, but none currently maintain data regarding unmet needs such as turn-aways or referrals that the agencies cannot provide for. Within the community, all service agencies must do a better job of documenting shortcomings in services to provide information for prioritization and allocation of limited funding. This assessment is based on limited data provided from the 2000 Census and limited information made available by the C. Carter Crane Shelter; Taliaferro Community Health Center; Roadback, Inc.; New Directions, Inc; and a recent (FFY 2004) Point-in-Time survey conducted by the Oklahoma Department of Commerce (ODOC). The 2000 census shows the Lawton/Comanche County population found on the day of the survey in Lawton's emergency shelters; shelters for runaway, neglected, and homeless children; and shelters for abused women. The numbers resulted in a fifty (50) percent occupied rate for beds in shelters in Comanche County and the City of Lawton (and the southwest region of the state, as well).
Facilities and Housing Targeted to Homeless Households
Emergency Shelter Beds Transitional Permanent Supportive Housing Housing Beds Beds Year Round Beds Voucher / Current & New Current & New Under (Current & New) Seasonal / Development Overflow Beds Households with Adult(s) and Child(ren) 0 0 0 0 0 Households with Only Adults 0 0 0 0 0 Chronically Homeless Households 0 0 0 0 0 Veterans 0 0 0 0 0 Unaccompanied Youth 0 0 0 0 0 Table 39 - Facilities and Housing Targeted to Homeless Households Data Source Comments:
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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
Great Plains Improvement Foundation, Inc., through the C. Carter Crane Shelter, provides temporary shelter to the homeless. The shelter provided shelter to approximately 330 homeless persons during 2008 and anticipates providing shelter for over 400 homeless in 2009. The number of homeless persons helped by the shelter was reduced by half because of substantial budget cuts. In addition to housing, C. Carter Crane Shelter provides food and limited clothing. Other supportive services include job counseling, referral services, referral to other social service agencies, and assistance in locating permanent housing. Additionally, GPIF manages twelve (12) transitional housing units, which support Lawton's Transitional Housing program organized and operated under the auspices of the HOME Investment Partnerships (HOME) Act.
The Salvation Army provides emergency shelter housing assistance and a variety of other services. In the past five (5) years, Salvation Army’s emergency shelter provided assistance to approximately 725 individuals annually. The Salvation Army serves primarily the transient population of the community, including food, clothing, and housing assistance in the form of utility, rent, and mortgage payment assistance. Furniture, other household items, and transportation assistance are included. The Salvation Army serves a meal a day at their Lawton facility. The organization also provides group and individual counseling, character building classes, and family budgeting assistance.
Marie Detty Youth and Family Service Center, Inc. provides short-term shelter for youth ranging in age from 11 to 17. The purpose of the shelter intervention program is to reunify families experiencing problems. The youth receive 24 hour supervised care. While in the shelter the youth participate in a personal responsibility program, which includes the daily living skills curriculum, educational enhancement, and growth through group, individual and family counseling. Professional, skilled counselors are available to help individuals and families overcome barriers to happiness. Marie Detty Youth and Family Service Center provides emergency housing for twenty (20) youth at its short-term shelter.
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.
Roadback, Inc. provides detoxification, continuing treatment, vocational assistance and rehabilitation for recovering adult and adolescent alcohol and drug addicts. Roadback, Inc. operates the only non-medical detoxification unit in southwest Oklahoma. Treatment takes place in a residential setting at their five facilities. The program targets principally the indigent population, and those who cannot afford to pay for these needed services. The organization provides clients assistance in applying for food stamps, social services, and vocational training assistance. Currently Roadback, Inc. has 67 adults participating in the Halfway House programs. 37 adolescents are also involved in their program. There are a total of 270
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participants in the detoxification program at the their facilities, including Miller Manor, Helen Holliday Home, Pathway House, Serenity House, and Delta House. Roadback also provides outpatient for adolescents and adults, on an as needed basis, for approximately 120 clients. In addition, the organization provides a new multi-dimensional outpatient family therapy program. This program is one (1) of only three (3) in Oklahoma. The program is designed for recovering adolescents and their families to enhance the family situation for reunification. Roadback provides emergency housing for four (4) individuals at its male and female detoxification centers. Roadback provides supportive housing for seven (7) adult males at Miller Manor, fourteen (14) adult females at Helen Holiday Home, and ten (10) adolescents, male and female, at Pathway House. Additionally, the organization provides transitional housing for five (5) individuals at its Serenity House. Roadback's waiting list has 68 individuals for all of its supportive housing programs. In order to receive services, clients in most cases must wait between six (6) and twelve (12) months. All waiting lists are open.
Marie Detty Youth and Family Service Center, Inc. provides short-term shelter for youth ranging in age from 11 to 17. The purpose of the shelter intervention program is to reunify families experiencing problems. The youth receive 24 hour supervised care. While in the shelter the youth participate in a personal responsibility program, which includes the daily living skills curriculum, educational enhancement, and growth through group, individual and family counseling. Professional, skilled counselors are available to help individuals and families overcome barriers to happiness. Marie Detty Youth and Family Service Center provides emergency housing for twenty (20) youth at its short-term shelter.
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MA-35 Special Needs Facilities and Services – 91.210(d) Introduction
The priorities and specific objectives focus on maintaining the ability of special needs populations to continue or achieve independent residency.
Services are available to assist persons with special needs including the homeless, low to moderate income seniors over age 62, persons with permanent disabilities, victims of domestic violence, abused children, and children aging out of the foster care system. The City will continue to fund programs that help address problems for homeowners with exterior maintenance grants, emergency repairs, and whole house forgivable rehabilitation loans to elderly persons at or below 60% of median income. The programs will assist these persons in maintaining their residency.
Including the elderly, frail elderly, persons with disabilities (mental, physical, developmental), persons with alcohol or other drug addictions, persons with HIV/AIDS and their families, public housing residents and any other categories the jurisdiction may specify, and describe their supportive housing needs
Elderly families/households are 12.9 percent of the total renter population, but they comprise 13.4 percent of renter families/households with incomes at or below 50 percent of the area median family income. Not surprisingly, a large proportion of elderly renters experience housing problems, particularly affordability of housing. The LHA has recently converted the B.O. Benjamin High Rise complex for elderly rental only. While this will increase the affordable housing for the elderly, younger disabled populous may experience a decrease in affordable housing in the short term. 70.8 percent of extremely low-income elderly families/households reported housing cost burdens in excess of 30 percent of their gross incomes, while 51.2 percent of them live under the strain of severe cost burdens, paying in excess of 50 percent of their family/household incomes for housing.
There are 1,615 disabled families/households in the community, including 415 elderly families/households, and 1,200 other households, who rent housing. It further shows that 26.9 percent of all disabled low-income renters surveyed experienced some kind of housing problem related to physical defects and accessibility. There are 1,477 disabled families/households in the community, including 848 elderly families/households, and 629 other households, who own housing. It further shows that 41.3 percent of all disabled low-income owners surveyed experienced some kind of housing problem related to physical defects and accessibility.
Describe programs for ensuring that persons returning from mental and physical health institutions receive appropriate supportive housing
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Ideally, these individuals should be connected with family or an agency that can provide them with housing. Unfortunately, this does not always occur. When it does occur, these individuals are referred to one of the CoC's providers that specialize in housing for those with mental health concerns, or one that can accommodate any physical disabilities they may have. These individuals will be assessed and housed if they are determined to be in the direst need. If they cannot be housed immediately, providers will connect them with the services necessary to address other concerns.
Specify the activities that the jurisdiction plans to undertake during the next year to address the housing and supportive services needs identified in accordance with 91.215(e) with respect to persons who are not homeless but have other special needs. Link to one-year goals. 91.315(e)
Not applicable to entitlement grantees.
For entitlement/consortia grantees: Specify the activities that the jurisdiction plans to undertake during the next year to address the housing and supportive services needs identified in accordance with 91.215(e) with respect to persons who are not homeless but have other special needs. Link to one-year goals. (91.220(2))
The priority needs and specific objectives focus on maintaining the ability of special needs populations to continue and/or achieve independent residency. One-year goals related to non-homeless special needs include ongoing support of the CDBG program.
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MA-40 Barriers to Affordable Housing – 91.210(e) Negative Effects of Public Policies on Affordable Housing and Residential Investment
The major obstacles to affordable housing in Lawton are the level of housing prices relative to the levels of income earned by low-income members of the community. Future economic development of the community to raise the incomes of low-income households is one key to affordability. The restriction on expansion of LHA’s services to the community and HUD’s lead-based paint requirements are discussed in detail later in this strategy.
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MA-45 Non-Housing Community Development Assets – 91.215 (f) Introduction
Economic development includes Commercial-Industrial Rehabilitation, Commercial-Industrial Infrastructure, Other Commercial-Industrial Improvements, Micro-Businesses, Technical Assistance, and Other Economic Development Needs. The basic objective of the Oklahoma Century Communities Program is community readiness--a key factor in both the community and economic development efforts of a city. This program is a guided self-evaluation which can be accomplished by volunteers. It allows communities to focus on strengths and developing local pride, while at the same time identifying weaknesses and encouraging the community to set goals to overcome those problems. Once weaknesses or problems are identified within the community, HCD will work with other local partners to develop possible solutions, propose measures to address key issues, fund and carry out solutions that have been developed from the "bottoms up" committee planning structure. Many organizations, including Cameron University, the Great Plains Technology Center, Association of South Central Oklahoma Governments (ASCOG), North Side Chamber of Commerce as well as local financial, banking public and private institutions will have to be involved in the process. A vision of the future must be made clear and the means to achieve that picture must be outlined in detail and in a rational, year by year program of activities.
Economic Development Market Analysis
Business Activity
Business by Sector Number of Number of Jobs Share of Workers Share of Jobs Jobs less workers Workers % % % Agriculture, Mining, Oil & Gas Extraction 428 27 2 0 -2 Arts, Entertainment, Accommodations 4,349 4,643 20 20 0 Construction 1,377 1,549 6 7 1 Education and Health Care Services 3,569 3,861 16 16 0 Finance, Insurance, and Real Estate 1,804 1,869 8 8 0 Information 406 395 2 2 0 Manufacturing 2,360 3,270 11 14 3 Other Services 689 673 3 3 0 Professional, Scientific, Management Services 1,406 1,526 6 6 0
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Business by Sector Number of Number of Jobs Share of Workers Share of Jobs Jobs less workers Workers % % % Public Administration 0 0 0 0 0 Retail Trade 4,015 4,106 18 17 -1 Transportation and Warehousing 999 1,070 5 5 0 Wholesale Trade 785 530 4 2 -2 Total 22,187 23,519 ------Table 40 - Business Activity Data Source: 2008-2012 ACS (Workers), 2011 Longitudinal Employer-Household Dynamics (Jobs)
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Labor Force
Total Population in the Civilian Labor Force 40,104 Civilian Employed Population 16 years and over 36,386 Unemployment Rate 9.27 Unemployment Rate for Ages 16-24 24.03 Unemployment Rate for Ages 25-65 4.60 Table 41 - Labor Force Data Source: 2008-2012 ACS
Occupations by Sector Number of People
Management, business and financial 6,754 Farming, fisheries and forestry occupations 1,490 Service 4,622 Sales and office 8,474 Construction, extraction, maintenance and repair 3,840 Production, transportation and material moving 3,106 Table 42 – Occupations by Sector Data Source: 2008-2012 ACS
Travel Time
Travel Time Number Percentage < 30 Minutes 38,716 92% 30-59 Minutes 2,715 6% 60 or More Minutes 701 2% Total 42,132 100% Table 43 - Travel Time Data Source: 2008-2012 ACS
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 2,175 352 2,232 High school graduate (includes equivalency) 9,330 801 4,921 Some college or Associate's degree 10,687 827 3,740
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Educational Attainment In Labor Force Civilian Employed Unemployed Not in Labor Force Bachelor's degree or higher 7,014 261 1,372 Table 44 - Educational Attainment by Employment Status Data Source: 2008-2012 ACS
Educational Attainment by Age
Age 18–24 yrs 25–34 yrs 35–44 yrs 45–65 yrs 65+ yrs Less than 9th grade 125 332 312 458 874 9th to 12th grade, no diploma 1,460 1,276 882 1,505 1,163 High school graduate, GED, or alternative 6,039 5,971 3,387 6,717 3,293 Some college, no degree 5,313 5,847 3,504 5,335 1,603 Associate's degree 511 965 956 1,658 446 Bachelor's degree 710 2,279 1,672 2,501 1,000 Graduate or professional degree 0 567 716 1,929 742 Table 45 - Educational Attainment by Age Data Source: 2008-2012 ACS
Educational Attainment – Median Earnings in the Past 12 Months
Educational Attainment Median Earnings in the Past 12 Months Less than high school graduate 15,422 High school graduate (includes equivalency) 23,542 Some college or Associate's degree 30,563 Bachelor's degree 43,335 Graduate or professional degree 53,792 Table 46 – Median Earnings in the Past 12 Months Data Source: 2008-2012 ACS
Based on the Business Activity table above, what are the major employment sectors within your jurisdiction?
Based on the data populated in the above table, as well as in the 2013 ACS 1-year estimates, the Arts, Entertainment and Accomodation sector provides the largest percentage of the total jobs in Oklahoma City (approximately 20%). Retail trades are the second largest business sector at 18% of all jobs, followed by Education and Health Care Services at 16. It should be noted that no jobs are reported under Public Administration in Table 43 above.
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Describe the workforce and infrastructure needs of the business community:
The City of Lawton's unemployment rate for ages 25-65 years has remained relatively low during the recent recession in comparison to other parts of the country. The unemployment rate of 4.6% reflected in the above table from the 2007-2011 ACS, actually declined to 2.6% in December 2014 according to the local area unemployment statistics released by the Bureau of Labor Statistics.
According to the 2012 CEDS prepared by ACOG for the central Oklahoma region, two primary obstacles exists to the region's emergence as a national talent magnet based upon their stakeholder interviews. The first is that local wage rates lag the nation, making it more difficult to attract professional and technical talent in key fields. Secondly, there remains a persistent national misperception about the state's quality of life that hinders its attractiveness.
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.
City of lawton is experiencing a building boom with multiple projects recently completed, underway and planned for the near future. Both residential and commercial development projects are slated for completion during the five (5) year consolidated plan period that will significantly affect the local economy in terms of jobs created, population growth, tourism, and business activity. Major development projects, completed, announced and underway include 2nd Street and 82nd Street Shopping Complex and numerous housing developments.
How do the skills and education of the current workforce correspond to employment opportunities in the jurisdiction?
The City of Lawton higher education asset (Cameron University) is a major advantage in developing skills and talent for the local workforce. It is however important to note that many recent graduates continue to pursue occupational opportunities in other regions, particularly in the Tulsa and Dallas-Fort Worth metropolitan areas. National demographic trends, most notably the aging of baby boomers, suggest that demand for workers may soon exceed the supply. As a result, competition for labor is expected to increase among local companies, as well as other urban communities.
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.
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The City continues to fund Great plains Improvement Foundation (GPIF). Many of their programs help develop skills need in our community while giving an opportunity to individuals to obtain higher paying jobs.
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.
Discussion
,A-45Thanks to a multitude of factors, including a strong higher education presence, a burgeoning regional medical center, growing global energy demand, and continued civic investments in the urban core, the region appears poised to continue positive economic growth over the term of this Consolidated Plan in spite of this recent anomaly. At the present time, the oil and gas concerns have not impacted other areas of the local economy and new development continues at a rapid pace. As the local economic picture becomes clearer, annual economic development goals will be re-evaluated to ensure that resources are targeted appropriately.
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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")
The City defines "concentration" as those Census tracts that have percentages of housing problems that exceed the city-wide average. The 2013 American Community Survey (ACS) 1-year estimate identifies physical housing characteristics for occupied housing units.
It is unknown, based upon the data available, where the deficient units are located or if a disparate concentration of substandard housing exists. Anecdotally, it has been noted that neighborhoods located in the northeast and southeast section of the City appear to be in greater need of maintenance and repair than those in other areas of the City, as local real estate market data would suggest. The goals and priorities of this Consolidated Plan have prioritized rehabilitation of older housing stock within these areas, which includes the urban core. In addition, vacant and abandoned building are being addresed by the Neighborhood Services Division of thr City of Lawton. This should help address non-occupied structures that create nuisance and safety issues within the community. No ACS or Census data is available to identify the condition of vacant housing units.
Are there any areas in the jurisdiction where racial or ethnic minorities or low-income families are concentrated? (include a definition of "concentration")
The City of Lawton defines "concentration" of minorities as those Census tracts in which the percentage of minorities exceeds the citywide average. The Black and African American population changed little as a share of the city's overall population during the last Consolidated Plan period; however they remain disproportionately concentrated in Census tracts to the southeast and north of the city center. As the Hispanic population grew in absolute numbers and as a share of the population, the number of Census tracts with high concentrations of Hispanic residents also grew. However, such tracts tended to be located next to tracts with relatively high shares of Hispanic residents in the 2000 Census, which are clustered to the north east of the downtown area.
What are the characteristics of the market in these areas/neighborhoods?
Homes in Census tracts with large concentrations of minorities, low income households, and households with housing problems are generally concentrated in the north, northeast and southeast section of the City. Property values and market rents tend to be lower for similar sized homes than in other areas of the City. Lack of sidewalks, aging infrastructure and deferred maintenance are common in lower income areas. These areas also tend to have greater numbers of vacant lots and buildings.
Are there any community assets in these areas/neighborhoods?
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The City of lawton is in the process of partnering with a private developer to remodel a 152 unit appartment complex that house low and very low income families in the north section of the city. It has also steped up code enforcement to help beautify the community thereby creating a more livable environment. There are several parks and community center that the city plans to apply more resources to help revaltize the areas.
Are there other strategic opportunities in any of these areas?
It is anticipated that City transportation services will be improved to provide evening and weekend service, and additional buses will be added where feasible. Infill opportunities still abound in all areas of the City, and it is anticipated that new development proposals will be received for projects in underserved areas of the City. The City has just completed a bike route that connectshese areas to the rest of the community. This should greatly enhance to health and well being of residents.
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Strategic Plan
SP-05 Overview Strategic Plan Overview
The Consolidated Plan describes how the City of lawton plans to provide new or improved availability, affordability, and sustainability of decent housing; a suitable living environment; and economic opportunity, principally for extremely low and low-income residents. The priority needs established in this Plan were developed through review and analysis of CHAS, Census, and ACS data. Input was also received from consultations with service providers, citizen participation meetings, and analysis of the Housing Needs Assessment and Housing Market Analysis data presented earlier in this report. The priorities that address housing, services for the homeless, non-homeless special needs populations, and community development needs are prioritized based upon documented need and funding expectations during the five (5) year Consolidated Plan period.
In general, the needs identified in the Consolidated Plan primarily focus on the development and rehabilitation of housing for low-income and extremely low-income families, services for the homeless, creation of economic opportunities, and improvement of quality of life through public facilities improvements and public service activities. Goals include the creation and retention of affordable rental housing units for special needs populations, persons transitioning from homelessness, the elderly and families. Homeownership remains a priority goal and funding for both development and homebuyer down payment assistance is supported.
Lastly, the community and economic development goals address needed public facilities improvements and public services. Resources are primarily targeted in low-income neighborhoods to remedy problems with blight and neighborhood decay, and to encourage business development and job creation
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SP-10 Geographic Priorities – 91.215 (a)(1) Geographic Area
Table 47 - Geographic Priority Areas 1 Area Name: DOWNTOWN - 01 Area Type: Local Target area Other Target Area Description: HUD Approval Date: % of Low/ Mod: Revital Type: Comprehensive Other Revital Description: Identify the neighborhood boundaries for this target area. Include specific housing and commercial characteristics of this target area. How did your consultation and citizen participation process help you to identify this neighborhood as a target area? Identify the needs in this target area. What are the opportunities for improvement in this target area? Are there barriers to improvement in this target area? 2 Area Name: DOWNTOWN - 03 Area Type: Local Target area Other Target Area Description: HUD Approval Date: % of Low/ Mod: Revital Type: Comprehensive Other Revital Description: Identify the neighborhood boundaries for this target area. Include specific housing and commercial characteristics of this target area. How did your consultation and citizen participation process help you to identify this neighborhood as a target area? Identify the needs in this target area.
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What are the opportunities for improvement in this target area? Are there barriers to improvement in this target area? 3 Area Name: LAWTON VIEW Area Type: Local Target area Other Target Area Description: HUD Approval Date: % of Low/ Mod: Revital Type: Housing Other Revital Description: Identify the neighborhood boundaries for this target area. Include specific housing and commercial characteristics of this target area. How did your consultation and citizen participation process help you to identify this neighborhood as a target area? Identify the needs in this target area. What are the opportunities for improvement in this target area? Are there barriers to improvement in this target area? 4 Area Name: LAWTON VIEW NEIGHBORHOOD REVITILAZATION STRATEGY AREA Area Type: Strategy area Other Target Area Description: HUD Approval Date: 8/30/2001 % of Low/ Mod: Revital Type: Comprehensive Other Revital Description: Identify the neighborhood boundaries for this target area. Include specific housing and commercial characteristics of this target area. How did your consultation and citizen participation process help you to identify this neighborhood as a target area?
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Identify the needs in this target area. What are the opportunities for improvement in this target area? Are there barriers to improvement in this target area? 5 Area Name: Unknown Area Type: Local Target area Other Target Area Description: HUD Approval Date: % of Low/ Mod: Revital Type: Other Revital Description: Identify the neighborhood boundaries for this target area. Include specific housing and commercial characteristics of this target area. How did your consultation and citizen participation process help you to identify this neighborhood as a target area? Identify the needs in this target area. What are the opportunities for improvement in this target area? Are there barriers to improvement in this target area? 6 Area Name: ZONE ONE Area Type: Local Target area Other Target Area Description: HUD Approval Date: % of Low/ Mod: Revital Type: Housing Other Revital Description: Identify the neighborhood boundaries for this target area. Include specific housing and commercial characteristics of this target area. How did your consultation and citizen participation process help you to identify this neighborhood as a target area?
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Identify the needs in this target area. What are the opportunities for improvement in this target area? Are there barriers to improvement in this target area?
General Allocation Priorities
Describe the basis for allocating investments geographically within the jurisdiction (or within the EMSA for HOPWA)
The Lawton Urban Renewal Authority (LURA) is the lead agency for the City of Lawton for the redevelopment of Lawton’s downtown area. LURA identified several broad goals in the “Lawton Downtown Revitalization Plan”, dated July 12, 2005, to bring about redevelopment. A viable downtown Lawton, along 2nd Street and C Avenue, as the primary business center is hampered by a negative reputation, empty lots, and deteriorated structures. According to the plan, the area does not function to its potential as a regional business center nor reflect the character of a city with over 100 years of history. Along each side of 2nd Street, the entry corridor to the city, the area suffers from deteriorating post-World War II uses and activities evidenced in empty lots and deteriorating structures. The goal of the Lawton Downtown Revitalization Plan is to restore and expand the commercial and residential viability in downtown Lawton. Downtown redevelopment targets the area between Ferris Avenue on the north and C Avenue on the south and between 7th Street on the west to Railroad Street on the east.
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SP-25 Priority Needs - 91.215(a)(2) Priority Needs
Table 48 – Priority Needs Summary 1 Priority Need Name Quality of Affordable Owner Housing Priority Level High Population Extremely Low Low Moderate Large Families Families with Children Elderly Geographic Areas Affected Unknown LAWTON VIEW NEIGHBORHOOD REVITILAZATION STRATEGY AREA ZONE ONE LAWTON VIEW Associated Goals CDBG Administration Whole-House Rehabilitation-HOME Exterior Maintenance -CDBG Emergency Repairs-CDBG Section 108 Loan Assistance- CDBG Housing Rehabilitation (HAD Delivery Cost) - CDBG LETA Paint the City Project Administration - HOME Description Basis for Relative Priority 2 Priority Need Name Affordability of Owner-Occupied Housing Priority Level High Population Extremely Low Low Moderate Large Families Families with Children
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Geographic Areas Affected Unknown LAWTON VIEW NEIGHBORHOOD REVITILAZATION STRATEGY AREA DOWNTOWN - 01 ZONE ONE DOWNTOWN - 03 LAWTON VIEW Associated Goals CDBG Administration Downpayment and Closing Costs Assistance-HOME Section 108 Loan Assistance- CDBG Counseling Assistance (Christian Family Counseling Housing Rehabilitation (HAD Delivery Cost) - CDBG LETA Paint the City Project Administration - HOME Delinquency Prevention (Teen Court) Project Domestic Violence Shelter (New Direction) Project Homeless Shelter (C.Carter Crane HomelessShelter) Drug and Alcohol Case management (Roadback Inc) Homeless Shelter (Family Promise of lawton Inc.) lawton Support Services Description Basis for Relative Priority 3 Priority Need Name Supply of Affordable Owner-Occupied Housing Priority Level High Population Low Moderate Large Families Families with Children Elderly Geographic Areas Affected Unknown LAWTON VIEW NEIGHBORHOOD REVITILAZATION STRATEGY AREA DOWNTOWN - 01 ZONE ONE DOWNTOWN - 03 LAWTON VIEW Associated Goals CDBG Administration Whole-House Rehabilitation-HOME CHDO Set-Aside Project- HOME Administration - HOME
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Description Basis for Relative Priority
Narrative (Optional)
The City of Lawton has adopted strategies related to the provision of safe, decent affordable housing for all residents of the community with a particular focus on low and moderate income families. The City also strives to end homelessness by moving individuals and families from homelessness to permanent housing utilizing local and federal resources. The City strives to provide a safe and suitable living environment with adequate public facilities and services to ensure a high quality of life in all areas of the community, with particular focus on low and moderate income areas.
The provision of affordable housing remains the highest priority. Priority is assigned to housing needs based on the amount of federal funds available, unmet needs identified in the preceding Housing Needs Assessment, focus on homeownership, and leveraging of non-federal funds through private investment. Housing goals have been assigned a higher priority than non-housing community development activities based on immediate threats to the life, health and safety of low and moderate income families. Other housing criteria considered in the designation of activities as high priority include the following:
1. Preservation of existing housing stock, particularly in the Neighborhood Revitalization Strategy Area where the greatest concentration of lower-income persons and minorities reside. Funding is allocated to fund rehabilitation of private homes, provide for emergency home repair, exterior maintenance repair, and rehabilitation of public housing units.
2. Permanent housing for the chronic homeless that includes persons with serious mental illness, substance abuse, and other disabilities. Funds can be allocated to match other grant in aid programs, or to accumulate sufficient funds to start a sponsored permanent homeless housing projects.
3. Emergency shelter and the provision of social services to homeless persons, families, and special needs populations is a high priority. All of the Emergency Shelter Grant funds are allocated to provide shelters with operating funds and services to care for this special population.
4. Down payment and closing cost assistance to increase the affordability of home ownership.
5. Increasing the supply of affordable housing is a high priority. Community Housing Development Organizations (CHDOs) and other non-profits are eligible to apply for allocations of HOME funds to construct new homes, or purchase/rehab homes for eligible owner households.
6. Objectives that improve the quality of owner housing have a high priority including emergency home repair, housing exterior maintenance and whole house rehabilitation.
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7. Objectives that improve the quality of public housing have high priority.
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SP-30 Influence of Market Conditions – 91.215 (b) Influence of Market Conditions
Affordable Market Characteristics that will influence Housing Type the use of funds available for housing type Tenant Based In the past, the City has funded a Tenant-Based Rental Assistance (TBRA) with Rental Assistance HOME Program funds to assist extremely low- and low-income rental (TBRA) households. Since a relatively high vacancy rate exists in project-based rental assistance, approximately seven (7) percent in project-based rental assistance programs and fourteen (14) percent in public housing, the City of Lawton has yet to reinstitute the TBRA program. If the vacancy rate in these units declines to a balance level of 3-5 percent in the future, the City of Lawton will consider providing the HOME Program TBRA again. No funding has been requested for the first year of this 5-Year Plan. If it is reinstituted, the program would offer this rental assistance for up to 24 months to low-income households that qualify under the CITY’s established preferences for specific category or special needs to receive benefits. TBRA for Non- Homeless Special Needs New Unit Lawton Housing Authority is the lead agency Production Rehabilitation Acquisition, Lawton Housing Authority is the lead agency including preservation Table 49 – Influence of Market Conditions
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SP-35 Anticipated Resources - 91.215(a)(4), 91.220(c)(1,2)
Introduction
First program year allocations are based upon the most recent projections available at the time of report submission. CDBG allocations in future years are projected to remain steady with no significant cuts anticipated. HOME funds continue to decline. The estimated HOME funding for future years is projected at 90% of the first year estimate, which may be somewhat optimistic.
HUD released an interim rule for a National Housing Trust Fund (HTF) on January 30, 2015. These funds will be administered by the State under a structure similar to Low Income Housing Tax Credits (LIHTC). Due to similarities with the HOME program, political discussion at the time of reporting suggests that this program may replace the HOME program due to the similarities in structure and intent. It is unknown at the present time if the City of Oklahoma City will pursue HTF funding through the State; however, if an opportunity arises to increase affordable housing production through this resource, application will be made.
Anticipated Resources
Program Source Uses of Funds Expected Amount Available Year 1 Expected Narrative Description of Funds Annual Program Prior Year Total: Amount Allocation: Income: Resources: $ Available $ $ $ Reminder of ConPlan $ CDBG public - Acquisition Prior year resources include 2014 federal Admin and unprogrammedfunds, and recaptured Planning program funds. Future allocations assume Economic flat funding over the five (5) year life of the Development Plan. Housing Public Improvements Public Services 643,568 0 0 643,568 0
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Program Source Uses of Funds Expected Amount Available Year 1 Expected Narrative Description of Funds Annual Program Prior Year Total: Amount Allocation: Income: Resources: $ Available $ $ $ Reminder of ConPlan $ HOME public - Acquisition Prior year resources include unallocated federal Homebuyer 2014-15 program funds, and recaptured assistance program funds. Future allocations assume a Homeowner minimum 10% cut in funding over the five rehab (5) year plan period. Multifamily rental new construction Multifamily rental rehab New construction for ownership TBRA 279,183 16,490 0 295,673 0 Table 50 - 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
The City of Lawton prioritizes activities that leverage federal funds with other public and private resources to address housing needs in the community.
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The City has a CHDO set-aside that includes the 15% CHDO statutory minimum and a pool of HOME funds for new home construction and rehabilitation/sale activities. CHDOs are encouraged to utilize private bank financing along with the CHDO loan pool of HOME funds in providing affordable housing. Proposals for new projects are accepted when the
CHDO has completed all previously funded projects. The City facilitates the transfer at no cost, of City owned vacant lots to nonprofit organizations for the construction of affordable housing. The primary lot recipients include CHDO’s and Habitat for Humanity. The new home construction is typically funded with private financing and other resources. When resources allow, the City also provides local funding (general funds) to agencies that provide services to the homeless.
Federal funds provided by HUD are utilized in several ways to leverage public and private resources. The City’s down payment and closing cost assistance program assists in the achievement of home ownership, and has proven to be an attractive program that stimulates significant interest among private lenders.
The City may also assist developers by providing HOME funds to document community support for Low Income Housing Tax Credit (LIHTC) applications to the Oklahoma Housing Finance Agency (OHFA) when reasonable to do so. OHFA provides bonus points for applications that receive a minimum level of funding granted to the project from the local community. LIHTC credits provide significant leverage in affordable housing developments.
If appropriate, describe publically owned land or property located within the jurisdiction that may be used to address the needs identified in the plan
The Lawton Urban Renewal Authority (LURA) still owns much property in the south and southeast area of the city, and has a goal to develop some of their sites with mixed-income housing projects. Beyond this, LURA will continue the redevelopment of closeout areas under the agreements with HUD through eligible program activities that include acquisition, disposition, relocation, clearance and urban renewal completion.
LURA owns thirty-six (84) residential lots on the south side of Lawton between Lee Blvd and Bishop Road. These lots were offered in a Request for Proposals (RFP) released 1n March 25, 2015 to solicit project proposals for residential, commercial and/or mixed-use development on these sites. It is anticipated that redevelopment of these parcels will occur within the five (5) year Consolidated Plan period.
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Discussion
Regarding required match contributions, HUD match reduction for fiscal distress has eliminated the need to provide 50 % of 25% match funding for the HOME program in recent program years. Although match reductions or waivers cannot be projected in future years, it should be noted that the City has accumulated a significant banked match credit which will ensure that adequate leverage is available for new activities. The City of lawton continues to prioritize funding of projects that leverage private capital and non-federal funding. It is anticipated that sufficient match will be generated from funded activities to fulfill the match requirement without the use of banked credit.
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SP-40 Institutional Delivery Structure – 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 Role Geographic Area Served Type LAWTON Government Economic Jurisdiction Development Homelessness Non-homeless special needs Ownership Planning Public Housing Rental neighborhood improvements public facilities public services Table 51 - Institutional Delivery Structure Assess of Strengths and Gaps in the Institutional Delivery System
Grant funds covered under the Consolidated Plan and other non-federal grant funds are utilized in an efficient manner to provide services and activities that benefit the various segments of low and moderate income populations in a responsible and comprehensive manner. Funds are allocated to activities that are not duplicative or competitive. Funds are allocated to activities that are designed to serve all racial and ethnic segments of the population to the greatest extent possible.
The primary weakness in the delivery system is lack of funds to address the identified needs within the community. The City has and continues to address underserved needs by prioritizing the programs believed to provide the most benefit to the greatest number of lower-income residents in concentrated low-income neighborhoods.
Availability of services targeted to homeless persons and persons with HIV and mainstream services
Homelessness Prevention Available in the Targeted to Targeted to People Services Community Homeless with HIV Homelessness Prevention Services Counseling/Advocacy X X X Legal Assistance X Mortgage Assistance X
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Homelessness Prevention Available in the Targeted to Targeted to People Services Community Homeless with HIV Homelessness Prevention Services Rental Assistance X X Utilities Assistance X Street Outreach Services Law Enforcement X Mobile Clinics Other Street Outreach Services X Supportive Services Alcohol & Drug Abuse X X Child Care X X Education 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 Other Domestiv Violence Counseling X X Table 52 - Homeless Prevention Services Summary 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 youth)
The City of Lawton (City) works with numerous nonprofit social services providers through the Continuum of Care program (CoC). The CoC Committee coordinates the City's homeless assistance programs and the development of the City's annual CoC grant application. The City also conducts an annual Point in Time (PIT) count of the City's homeless. Data gathered through this effort, coupled with consultation with local homeless service providers is used to develop the City's homeless strategy. Public Service Organizations (Homeless Shelters) provides the vast majority of housing and services for people who are homeless within the metro area.
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
City of Lawton (City) has focused on housing for individuals who are chronically homeless through funding from the HUD CoC competitive grant and a commitment of matching HOME funding. Using the
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annual PIT as a gauge of the needs of chronically homeless, the City through community partnerships has worked to create permanent supportive housing beds in effort to eliminate homelessness.
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
Grant funds covered under the Consolidated Plan and other grant funds are utilized in an efficient manner to provide services and activities that benefit the various segments of lower-income populations in a responsible and comprehensive manner. Funds are allocated to activities that are not duplicative or competitive. Funds are allocated to activities that are designed to serve all racial segments of the population in the areas of concentrated lower-income persons to the greatest extent possible.
The primary weakness in the delivery system is lack of funds to address the identified needs within the community. The City has and continues to address underserved needs by prioritizing the programs believed to provide the most benefit to the greatest number of lower-income residents in concentrated low-income neighborhoods.
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SP-45 Goals Summary – 91.215(a)(4)
Goals Summary Information
Sort Goal Name Start End Category Geographic Area Needs Addressed Funding Goal Outcome Indicator Order Year Year 1 CDBG Administration 2016 2020 Administration Unknown Quality of CDBG: Other: LAWTON VIEW Affordable $128,714 1 Other NEIGHBORHOOD Owner Housing REVITILAZATION Affordability of STRATEGY AREA Owner- DOWNTOWN - 01 Occupied ZONE ONE Housing DOWNTOWN - 03 Supply of LAWTON VIEW Affordable Owner- Occupied Housing 2 Whole-House 2016 2020 Affordable Unknown Quality of HOME: Homeowner Housing Rehabilitation-HOME Housing LAWTON VIEW Affordable $208,292 Rehabilitated: NEIGHBORHOOD Owner Housing 8 Household Housing Unit REVITILAZATION Supply of STRATEGY AREA Affordable DOWNTOWN - 01 Owner- ZONE ONE Occupied DOWNTOWN - 03 Housing LAWTON VIEW
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Sort Goal Name Start End Category Geographic Area Needs Addressed Funding Goal Outcome Indicator Order Year Year 3 Exterior Maintenance 2016 2020 Affordable Unknown Quality of CDBG: Rental units rehabilitated: -CDBG Housing LAWTON VIEW Affordable $30,000 6 Household Housing Unit NEIGHBORHOOD Owner Housing REVITILAZATION STRATEGY AREA DOWNTOWN - 01 ZONE ONE DOWNTOWN - 03 LAWTON VIEW 4 Emergency Repairs- 2016 2020 Affordable Unknown Quality of CDBG: Homeowner Housing CDBG Housing LAWTON VIEW Affordable $75,585 Rehabilitated: NEIGHBORHOOD Owner Housing 15 Household Housing REVITILAZATION Unit STRATEGY AREA DOWNTOWN - 01 ZONE ONE DOWNTOWN - 03 LAWTON VIEW 5 Downpayment and 2016 2020 Affordable Unknown Affordability of HOME: Homeowner Housing Closing Costs Housing LAWTON VIEW Owner- $15,000 Added: Assistance-HOME NEIGHBORHOOD Occupied 1 Household Housing Unit REVITILAZATION Housing STRATEGY AREA DOWNTOWN - 01 ZONE ONE DOWNTOWN - 03 LAWTON VIEW
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Sort Goal Name Start End Category Geographic Area Needs Addressed Funding Goal Outcome Indicator Order Year Year 6 CHDO Set-Aside 2016 2020 Affordable Unknown Supply of HOME: Rental units rehabilitated: Project- HOME Housing LAWTON VIEW Affordable $42,938 1 Household Housing Unit NEIGHBORHOOD Owner- REVITILAZATION Occupied STRATEGY AREA Housing DOWNTOWN - 01 ZONE ONE DOWNTOWN - 03 LAWTON VIEW 7 Section 108 Loan 2016 2020 Help Build Public Unknown Quality of CDBG: Jobs created/retained: Assistance- CDBG Streets and Side DOWNTOWN - 01 Affordable $149,517 400 Jobs Walks DOWNTOWN - 03 Owner Housing Affordability of Owner- Occupied Housing 8 Counseling 2016 2020 Non-Housing Unknown Affordability of CDBG: Public Facility or Assistance (Christian Community LAWTON VIEW Owner- $19,307 Infrastructure Activities Family Counseling Development NEIGHBORHOOD Occupied for Low/Moderate REVITILAZATION Housing Income Housing Benefit: STRATEGY AREA 40 Households Assisted DOWNTOWN - 01 ZONE ONE DOWNTOWN - 03 LAWTON VIEW
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Sort Goal Name Start End Category Geographic Area Needs Addressed Funding Goal Outcome Indicator Order Year Year 9 Delinquency 2016 2020 Non-Housing Unknown Affordability of CDBG: Public service activities Prevention (Teen Community LAWTON VIEW Owner- $16,894 for Low/Moderate Court) Project Development NEIGHBORHOOD Occupied Income Housing Benefit: REVITILAZATION Housing 360 Households Assisted STRATEGY AREA DOWNTOWN - 01 ZONE ONE DOWNTOWN - 03 LAWTON VIEW 10 Domestic Violence 2016 2020 Non-Housing Unknown Affordability of CDBG: Public service activities Shelter (New Community LAWTON VIEW Owner- $14,480 for Low/Moderate Direction) Project Development NEIGHBORHOOD Occupied Income Housing Benefit: REVITILAZATION Housing 250 Households Assisted STRATEGY AREA DOWNTOWN - 01 ZONE ONE DOWNTOWN - 03 LAWTON VIEW 11 Homeless Shelter 2016 2020 Non-Homeless Unknown Affordability of CDBG: Public service activities (C.Carter Crane Special Needs LAWTON VIEW Owner- $12,067 for Low/Moderate HomelessShelter) NEIGHBORHOOD Occupied Income Housing Benefit: REVITILAZATION Housing 300 Households Assisted STRATEGY AREA DOWNTOWN - 01 ZONE ONE DOWNTOWN - 03 LAWTON VIEW
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Sort Goal Name Start End Category Geographic Area Needs Addressed Funding Goal Outcome Indicator Order Year Year 12 Drug and Alcohol 2016 2020 Non-Housing Unknown Affordability of CDBG: Public service activities Case management Community LAWTON VIEW Owner- $13,274 for Low/Moderate (Roadback Inc) Development NEIGHBORHOOD Occupied Income Housing Benefit: REVITILAZATION Housing 250 Households Assisted STRATEGY AREA DOWNTOWN - 01 ZONE ONE DOWNTOWN - 03 LAWTON VIEW 13 Homeless Shelter 2016 2020 Non-Housing Unknown Affordability of CDBG: Public service activities (Family Promise of Community LAWTON VIEW Owner- $10,860 for Low/Moderate lawton Inc.) Development NEIGHBORHOOD Occupied Income Housing Benefit: REVITILAZATION Housing 40 Households Assisted STRATEGY AREA DOWNTOWN - 01 ZONE ONE DOWNTOWN - 03 LAWTON VIEW 14 lawton Support 2016 2020 Non-Housing Unknown Affordability of CDBG: Public service activities Services Community LAWTON VIEW Owner- $9,653 for Low/Moderate Development NEIGHBORHOOD Occupied Income Housing Benefit: REVITILAZATION Housing 105 Households Assisted STRATEGY AREA DOWNTOWN - 01 ZONE ONE DOWNTOWN - 03 LAWTON VIEW
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Sort Goal Name Start End Category Geographic Area Needs Addressed Funding Goal Outcome Indicator Order Year Year 15 Housing 2016 2020 Affordable Unknown Quality of CDBG: Homeowner Housing Rehabilitation (HAD Housing LAWTON VIEW Affordable $153,217 Rehabilitated: Delivery Cost) - CDBG NEIGHBORHOOD Owner Housing 8 Household Housing Unit REVITILAZATION Affordability of STRATEGY AREA Owner- DOWNTOWN - 01 Occupied ZONE ONE Housing DOWNTOWN - 03 LAWTON VIEW 16 LETA Paint the City 2016 2020 Unknown Quality of CDBG: Homeowner Housing Project LAWTON VIEW Affordable $10,000 Rehabilitated: NEIGHBORHOOD Owner Housing 50 Household Housing REVITILAZATION Affordability of Unit STRATEGY AREA Owner- DOWNTOWN - 01 Occupied ZONE ONE Housing DOWNTOWN - 03 LAWTON VIEW
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Sort Goal Name Start End Category Geographic Area Needs Addressed Funding Goal Outcome Indicator Order Year Year 17 Administration - 2016 2020 Affordable Unknown Quality of HOME: Other: HOME Housing LAWTON VIEW Affordable $29,443 1 Other NEIGHBORHOOD Owner Housing REVITILAZATION Affordability of STRATEGY AREA Owner- DOWNTOWN - 01 Occupied ZONE ONE Housing DOWNTOWN - 03 Supply of LAWTON VIEW Affordable Owner- Occupied Housing Table 53 – Goals Summary
Goal Descriptions
1 Goal Name CDBG Administration Goal Administrative expenses associated with management of the CDBG and HOME programs, and local fair housing efforts. Description 2 Goal Name Whole-House Rehabilitation-HOME Goal Provide HOME financial assistance for the whole-house rehabilitation of a minimum of eight (8) owner-occupied housing Description units annually for income-qualified households.
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3 Goal Name Exterior Maintenance -CDBG Goal Provide HOME financial assistance for the whole-house rehabilitation of a minimum of eight (8) owner-occupied housing Description units annually for income-qualified households.
4 Goal Name Emergency Repairs-CDBG Goal Provide CDBG Funding for emergency repairs of a minimum fifteen (15) owner-occupied housing units annually to address Description imminent threats to life, health and safety. 5 Goal Name Downpayment and Closing Costs Assistance-HOME Goal Provide HOME funding for down payment and closing costs assistance for a minimum of one (1) households annually. Description 6 Goal Name CHDO Set-Aside Project- HOME Goal Provide HOME funding to the Community Housing Development organization (CHDO) to increase the supply of affordable Description housing. 7 Goal Name Section 108 Loan Assistance- CDBG Goal Section 108 Loan Program funds to provide Special Economic Assistance for the creation of jobs. The "funding" allocation Description noted below is the annual debt service on outstanding loans 8 Goal Name Counseling Assistance (Christian Family Counseling Goal Provide professional outpatient counseling to moderate, low and verlow income individuals Description 9 Goal Name Delinquency Prevention (Teen Court) Project Goal Teeb Court's mission is to help reduce the number of youthful offenders in the court systemby both providing educational Description programs to help prevent a crime from happening and facilitating alternative adjudication for youthful non-violent crimes
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10 Goal Name Domestic Violence Shelter (New Direction) Project Goal Provide assistance (housing, counseling, and job placements) to over two hundred and fifty (250) victims of domestic Description violence/ sexual assault and stalking. 11 Goal Name Homeless Shelter (C.Carter Crane HomelessShelter) Goal Provide 1650 emergency and temporary shelter bed nights, 3180 meals and 300 transportation tickets to moderate, low Description and ver low income families 12 Goal Name Drug and Alcohol Case management (Roadback Inc) Goal Provide Recovery Coaching/ Case Management Program to individuals which help promote recovery from alcohol and drug Description use. 13 Goal Name Homeless Shelter (Family Promise of lawton Inc.) Goal Help equip and empower homeless families with children to achieve sustainable independence. Description 14 Goal Name lawton Support Services Goal Will provide assistance to over 105 moderate, low and ver low income families. Description 15 Goal Name Housing Rehabilitation (HAD Delivery Cost) - CDBG Goal Cost associated with Housing Rehabilitation Description 16 Goal Name LETA Paint the City Project Goal Paint the exterior of homes owner and occupied by 50 elderly and or disabled persons. All the labor will be provided by Description volunteers (over 500). 17 Goal Name Administration - HOME Goal Funds allocated for administration of the HOME Program Description
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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)
During the five (5) year time frame covered by the Consolidated Plan, it is anticipated that the City of lawton will assist over 800 households in the attainment or retention of affordable housing. This total includes new affordable units (both rental and home ownership), recipients of down payment assistance, rehabilitation program beneficiaries, previously homeless individuals housed in transitional units, and recipients of TBRA
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SP-50 Public Housing Accessibility and Involvement – 91.215(c) Need to Increase the Number of Accessible Units (if Required by a Section 504 Voluntary Compliance Agreement)
All of the findings from the most recent Section 504 audit were addressed and resolved within the lawton Housing Authority (LHA). LHA is not allowed to maintain a separate waiting list for accessible units; however, if an applicant's name rises to the top of the list, they can refuse the apartment and wait on one that is accessible without losing their place on the list. In some cases, a unit can be modified to meet the needs of the tenant at minimal cost. Approximately 15% of the units are handicapped accessible. LHA reports that at the present time, there does not appear to be a need for additional handicapped units.
Activities to Increase Resident Involvements
LHA has set a goal of assisting ten (3) families annually in achieving homeownership through the Housing Authority Family Self-Sufficiency Program and the Housing Authority Homeownership Program. Tenants are encouraged to pursue opportunities for homeownership through these programs as funding allows.
Is the public housing agency designated as troubled under 24 CFR part 902?
No
Plan to remove the ‘troubled’ designation
Not Applicable
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SP-55 Barriers to affordable housing – 91.215(h) Barriers to Affordable Housing
The major obstacles to affordable housing in Lawton are the level of housing prices relative to the levels of income earned by low-income members of the community. Future economic development of the community to raise the incomes of low-income households is one key to affordability. The restriction on expansion of LHA’s services to the community and HUD’s lead-based paint requirements are discussed in detail later in this strategy.
Strategy to Remove or Ameliorate the Barriers to Affordable Housing
The LHA Board of Commissioners has adopted and implemented a resolution establishing policies and procedures to support and encourage resident initiatives to create self-sufficiency opportunities. Resident councils have been established throughout the public housing developments managed and operated by the authority. Resident councils are charged with the responsibility to work with the LHA’s staff to develop program initiatives to address the needs and interests of public housing residents. The LHA and the City of Lawton have entered an agreement to ensure opportunities for public housing residents to participate in homeownership opportunities offered by the FTHB program. The overall goal of the authority is to provide assistance and opportunities for public housing residents to become self- sufficient members of the community. The FTHB program provides opportunities for those who aspire to self-sufficiency and homeownership.
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SP-60 Homelessness Strategy – 91.215(d) Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs
The overall goal of Lawton's homeless programs is to assist homeless families and individuals to move from homelessness to self-sufficiency. The program is based on a holistic view of homelessness that recognizes and integrates the economic, housing, and social service needs of homeless households to develop innovative solutions to the specific needs of homeless families and individuals. Homeless assistance is provided through a continuum of care by the collaborative efforts of key government agencies and service providers, both profit and nonprofit.
Addressing the emergency and transitional housing needs of homeless persons
A local homeless program has been established in Lawton through the collaborative efforts of providers in the public sector. The C. Carter Crane Shelter for the Homeless, in partnership with Great Plains Improvement Foundation (GPIF), Inc., is the primary provider of housing for homeless families and individuals. GPIF, a community action agency, manages one homeless shelter, and nine transitional houses for homeless families. The C. Carter Crane director indicates that typically the facilities are used to 100 percent of capacity. The Director also indicates a need for additional single room occupancy (SRO) facilities to house homeless individuals as well as the additional resources to operate the facility. Additional transitional houses are required to expand the shelter's capacity to provide housing assistance for homeless families. She estimates the shelter can effectively manage up to 20 transitional houses without additional staffing, although she admits it would further stress an already over-extended staff. The shelter is highly dependent on volunteers and in 2008 and 2009 relied on volunteers to assist in delivery of over 200 homeless persons to job sites, doctor’s appointments, and interviews. They facilitated over 5,000 nights (total number of beds used during the year or stated differently, a running total of each bed used in the shelter throughout the year) to clients who were in need. In addition, military veterans were provided housing and linkages to services to which they are entitled. Over 125 working (full- and part-time) clients were given a stable environment to begin good work ethics and provided shelter, laundry facilities and transportation to their employment. The agency anticipates providing shelter to a similar number of homeless people next year. It is important to note that, like many of Lawton's human service providers, C. Carter Crane serves not only the local community, but it also draws some of its homeless clientele from Comanche County at large as well as parts of other surrounding counties. To meet future homeless needs the shelter is developing plans to expand the capacity of the shelter and has requested assistance in procuring additional transitional houses to address the needs of families, particularly large ones. While the C. Carter Crane Shelter historically has made use of HUD rental properties to make up a small part of the shortfall in housing for homeless families, there are currently none in the inventory. However, the agency has recently reapplied for that HUD program and anticipates using the program to expand the shelter's capacity for providing for the housing needs of homeless families.
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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.
Service providers in the community who partner with the City direct homeless persons to the appropriate services and financial assistance needed to achieve independent living. This may include assistance in obtaining permanent housing, medical treatment, mental health treatment, counseling, supervision, and/or other government or private assistance available such as:
• Medicaid
• Supplemental Nutrition Assistance Program
• Women, Infants and Children (WIC)
• Federal-State Unemployment Insurance Program
• Social Security Disability Insurance
• Supplemental Security Income
• Child and Adult Care Food Program
• Veterans Services
Help low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families who are likely to become homeless after being discharged from a publicly funded institution or system of care, or who are receiving assistance from public and private agencies that address housing, health, social services, employment, education or youth needs
Transition of homeless households to permanent housing is the overall objective for those households that want to become homeowners. The transitional housing program serves as the vehicle for assistance in moving from homelessness to independent living. Households will be provided information, assistance, and access to the FTHB program to provide homeownership opportunities. Additionally, in appropriate cases, households will be provided advice and assistance in procuring financing from other sources if FTHB funds are unavailable or the households are not selected for the program.
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Outreach assessment will be an ongoing effort in the community. There is a need for improved collaboration and information sharing throughout the continuum of care to develop a clearer perspective of the degree of homelessness and lack of supportive services in the community. The efforts of the Southwest Region Continuum of Care group will continue to pay dividends through better tracking of the homeless, better care and through increases in supportive services and housing as the exact nature and extent of the homeless problem in the region is identified.
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SP-65 Lead based paint Hazards – 91.215(i) Actions to address LBP hazards and increase access to housing without LBP hazards
The 2007-2011 ACS data reflects that there are 74,897 occupied housing units constructed prior to 1980 that have the potential for lead contamination. Of this total amount 11,704 have children present in the home. The City funds various activities that fall into the category of residential rehabilitation. Since September 15, 2000, when residential rehabilitation activities funded by the City are conducted, the regulations prescribed for lead-based paint, contained at 24 CFR Part 35 are used as the guide for achieving compliance. Under the regulations, the City is required to follow the approaches to Lead Hazard evaluation, provide the proper notifications, perform the Lead Hazard evaluation, and follow the safe work practices and clearance requirements.
How are the actions listed above related to the extent of lead poisoning and hazards?
All applicants to the City's Rehabilitation programs receive priority for contracting and funding when lead based paint is present in a home with children.
How are the actions listed above integrated into housing policies and procedures?
The City of Lawton Housing and Community Development Division has adopted a Lead-Based Paint Policy that provides for compliance with the requirements of 24 CFR Part 35 regarding assessment and treatment of lead-based paint hazards.
Community Development Block Grant (CDBG) funds are allocated to one or more organizations to provide technical assistance to organized neighborhoods in eligible low-income census tracts throughout the city. As a condition for receiving an award of capacity building funds, the City will attach a condition that neighborhood organizations in eligible CDBG census tracts be alerted to the dangers of lead-based hazards particularly to children, and urge neighborhood campaigns to have children tested for elevated lead blood levels.
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SP-70 Anti-Poverty Strategy – 91.215(j) Jurisdiction Goals, Programs and Policies for reducing the number of Poverty-Level Families
The City of lawton (City) does not have a formal antipoverty strategy, but has implemented numerous local and federal job creation and education programs with the lead agency being lawton Support Services that cumulatively work to reduce poverty. The City has provided substantial revenue for improvements in school districts that educate children of Oklahoma our residents. Education serves as one of the cornerstone of most effective anti-poverty strategies. In addition to the locally funded economic development and job creation efforts to combat poverty, the City utilizes federal resources to stimulate job growth.
How are the Jurisdiction poverty reducing goals, programs, and policies coordinated with this affordable housing plan
The City places a high priority on mixed income neighborhoods and deconcentration of poverty. All funding decisions are sensitive to the highest levels of need, and the desire to allocate limited resources strategically to provide a holistic approach to neighborhood revitalization.
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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 of Lawton monitors all activities it funds with federal grants. A compliance review is conducted for all sub-recipients on an annual basis. Office of the City Auditor, Outside Auditor (A-133), and the Office of Inspector General:
1. The City's internal auditors randomly audit various programs in city departments.
2. As part of the annual independent A-133 audit, federally funded activities are audited to determine compliance with grant provisions and federal guidelines. The City Manager, City Council and the auditing firm review any responses to exceptions and corrective actions.
3. Agreements with sub-grantees require annual independent audits be made and that copies of the audits be provided to the City within 30-days of receipt by the agency. The audit reports are reviewed along with corrective actions for any exceptions found.
4. The documentation required in support of federal draw-down requests is also required to access funds through the City's procurement system.
Activities that are not funded by the City are monitored through reports, by review of minutes of committees and agencies, and through staff participation on or attendance at meetings of various committees and boards.
When Subgrantees are monitored, the following procedure is used:
• Prepare schedule of monitoring visits.
• Notify subrecipients of date(s) set for monitoring visit(s).
• Review with subrecepient the monitoring checklist that will be used as a monitoring guide.
• Conduct the monitoring review as follows:
• Check minutes of Board meetings for actions, authorizations affecting operations, expenditures, and personnel actions.
• Review time records and other documents relating to time spent on program activities.
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• Check deposit records.
• Check expenditures by examining vouchers, supporting documentation and/or canceled checks to determine eligibility of costs.
• Determine that books of account(s) agree with the reports submitted by the funded agency.
• Review records to determine eligibility of low and moderate income beneficiaries, to include examination of income source documents.
• Determine that requested funds are spent timely, if applicable.
• Conduct an exit interview to review findings and/or concerns noted during the audit with relevant agency staff.
• Prepare a written report to the Board Chairperson/President relating the method of review, determination of compliance, concerns, findings or other relevant comments. The letter must identify a deadline for correction or submission of information and must offer technical assistance if appropriate.
• Subgrantee monitoring reports are presented to the Division Heads of the Grants Management Division and the Community Development Division for review.
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Expected Resources
AP-15 Expected Resources – 91.220(c)(1,2) Introduction
First program year allocations are based upon the most recent projections available at the time of report submission. CDBG allocations in future years are projected to remain steady with no significant cuts anticipated. HOME funds continue to decline. The estimated HOME funding for future years is projected at 90% of the first year estimate, which may be somewhat optimistic.
HUD released an interim rule for a National Housing Trust Fund (HTF) on January 30, 2015. These funds will be administered by the State under a structure similar to Low Income Housing Tax Credits (LIHTC). Due to similarities with the HOME program, political discussion at the time of reporting suggests that this program may replace the HOME program due to the similarities in structure and intent. It is unknown at the present time if the City of Oklahoma City will pursue HTF funding through the State; however, if an opportunity arises to increase affordable housing production through this resource, application will be made.
Anticipated Resources
Program Source Uses of Funds Expected Amount Available Year 1 Expected Narrative Description of Funds Annual Program Prior Year Total: Amount Allocation: Income: Resources: $ Available $ $ $ Reminder of ConPlan $
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Program Source Uses of Funds Expected Amount Available Year 1 Expected Narrative Description of Funds Annual Program Prior Year Total: Amount Allocation: Income: Resources: $ Available $ $ $ Reminder of ConPlan $ CDBG public - Acquisition Prior year resources include 2014 federal Admin and unprogrammedfunds, and recaptured Planning program funds. Future allocations assume Economic flat funding over the five (5) year life of the Development Plan. Housing Public Improvements Public Services 643,568 0 0 643,568 0 HOME public - Acquisition Prior year resources include unallocated federal Homebuyer 2014-15 program funds, and recaptured assistance program funds. Future allocations assume a Homeowner minimum 10% cut in funding over the five rehab (5) year plan period. Multifamily rental new construction Multifamily rental rehab New construction for ownership TBRA 279,183 16,490 0 295,673 0 Table 54 - Expected Resources – Priority Table
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Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied
The City of Lawton prioritizes activities that leverage federal funds with other public and private resources to address housing needs in the community.
The City has a CHDO set-aside that includes the 15% CHDO statutory minimum and a pool of HOME funds for new home construction and rehabilitation/sale activities. CHDOs are encouraged to utilize private bank financing along with the CHDO loan pool of HOME funds in providing affordable housing. Proposals for new projects are accepted when the
CHDO has completed all previously funded projects. The City facilitates the transfer at no cost, of City owned vacant lots to nonprofit organizations for the construction of affordable housing. The primary lot recipients include CHDO’s and Habitat for Humanity. The new home construction is typically funded with private financing and other resources. When resources allow, the City also provides local funding (general funds) to agencies that provide services to the homeless.
Federal funds provided by HUD are utilized in several ways to leverage public and private resources. The City’s down payment and closing cost assistance program assists in the achievement of home ownership, and has proven to be an attractive program that stimulates significant interest among private lenders.
The City may also assist developers by providing HOME funds to document community support for Low Income Housing Tax Credit (LIHTC) applications to the Oklahoma Housing Finance Agency (OHFA) when reasonable to do so. OHFA provides bonus points for applications that receive a minimum level of funding granted to the project from the local community. LIHTC credits provide significant leverage in affordable housing developments.
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If appropriate, describe publically owned land or property located within the jurisdiction that may be used to address the needs identified in the plan
The Lawton Urban Renewal Authority (LURA) still owns much property in the south and southeast area of the city, and has a goal to develop some of their sites with mixed-income housing projects. Beyond this, LURA will continue the redevelopment of closeout areas under the agreements with HUD through eligible program activities that include acquisition, disposition, relocation, clearance and urban renewal completion.
LURA owns thirty-six (84) residential lots on the south side of Lawton between Lee Blvd and Bishop Road. These lots were offered in a Request for Proposals (RFP) released 1n March 25, 2015 to solicit project proposals for residential, commercial and/or mixed-use development on these sites. It is anticipated that redevelopment of these parcels will occur within the five (5) year Consolidated Plan period.
Discussion
Regarding required match contributions, HUD match reduction for fiscal distress has eliminated the need to provide 50 % of 25% match funding for the HOME program in recent program years. Although match reductions or waivers cannot be projected in future years, it should be noted that the City has accumulated a significant banked match credit which will ensure that adequate leverage is available for new activities. The City of lawton continues to prioritize funding of projects that leverage private capital and non-federal funding. It is anticipated that sufficient match will be generated from funded activities to fulfill the match requirement without the use of banked credit.
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Annual Goals and Objectives
AP-20 Annual Goals and Objectives
Goals Summary Information
Sort Goal Name Start End Category Geographic Area Needs Addressed Funding Goal Outcome Indicator Order Year Year 1 CDBG 2016 2020 Administration Unknown Quality of CDBG: Other: 1 Other Administration LAWTON VIEW Affordable $128,714 NEIGHBORHOOD Owner Housing HOME: REVITILAZATION Affordability of $29,443 STRATEGY AREA Owner- DOWNTOWN - 01 Occupied ZONE ONE Housing DOWNTOWN - 03 Supply of LAWTON VIEW Affordable Owner- Occupied Housing
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Sort Goal Name Start End Category Geographic Area Needs Addressed Funding Goal Outcome Indicator Order Year Year 2 Whole-House 2016 2020 Affordable Unknown Quality of HOME: Homeowner Housing Rehabilitation- Housing LAWTON VIEW Affordable $208,292 Rehabilitated: 8 Household HOME NEIGHBORHOOD Owner Housing Housing Unit REVITILAZATION STRATEGY AREA DOWNTOWN - 01 ZONE ONE DOWNTOWN - 03 LAWTON VIEW 3 Exterior 2016 2020 Affordable Unknown Quality of CDBG: Rental units rehabilitated: 15 Maintenance - Housing LAWTON VIEW Affordable $75,585 Household Housing Unit CDBG NEIGHBORHOOD Owner Housing REVITILAZATION STRATEGY AREA DOWNTOWN - 01 ZONE ONE DOWNTOWN - 03 LAWTON VIEW 4 Emergency 2016 2020 Affordable Unknown Quality of CDBG: Homeowner Housing Repairs-CDBG Housing LAWTON VIEW Affordable $75,585 Rehabilitated: 15 Household NEIGHBORHOOD Owner Housing Housing Unit REVITILAZATION Affordability of STRATEGY AREA Owner- DOWNTOWN - 01 Occupied ZONE ONE Housing DOWNTOWN - 03 LAWTON VIEW
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Sort Goal Name Start End Category Geographic Area Needs Addressed Funding Goal Outcome Indicator Order Year Year 5 Downpayment and 2016 2020 Affordable Unknown Quality of HOME: Homeowner Housing Added: Closing Costs Housing LAWTON VIEW Affordable $15,000 1 Household Housing Unit Assistance-HOME NEIGHBORHOOD Owner Housing REVITILAZATION Affordability of STRATEGY AREA Owner- DOWNTOWN - 01 Occupied ZONE ONE Housing DOWNTOWN - 03 LAWTON VIEW 6 CHDO Set-Aside 2016 2020 Affordable Unknown Supply of HOME: Homeowner Housing Added: Project- HOME Housing LAWTON VIEW Affordable $41,690 2 Household Housing Unit NEIGHBORHOOD Owner- REVITILAZATION Occupied STRATEGY AREA Housing DOWNTOWN - 01 ZONE ONE DOWNTOWN - 03 LAWTON VIEW 7 Section 108 Loan 2016 2020 Help Build Public DOWNTOWN - 01 Quality of CDBG: Jobs created/retained: 400 Assistance- CDBG Streets and Side DOWNTOWN - 03 Affordable $150,000 Jobs Walks Owner Housing
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Sort Goal Name Start End Category Geographic Area Needs Addressed Funding Goal Outcome Indicator Order Year Year 8 Counseling 2016 2020 Non-Housing Unknown Quality of CDBG: Public Facility or Assistance Community LAWTON VIEW Affordable $96,535 Infrastructure Activities for (Christian Family Development NEIGHBORHOOD Owner Housing Low/Moderate Income Counseling REVITILAZATION Affordability of Housing Benefit: 250 STRATEGY AREA Owner- Households Assisted DOWNTOWN - 01 Occupied ZONE ONE Housing DOWNTOWN - 03 LAWTON VIEW Table 55 – Goals Summary
Goal Descriptions
1 Goal Name CDBG Administration Goal Provide administrative and management support for federal CDBG and HOME programs. Description 2 Goal Name Whole-House Rehabilitation-HOME Goal Provide HOME financial assistance for the whole-house rehabilitation of a minimum of eight (8) owner-occupied housing Description units for income qualified families. 3 Goal Name Exterior Maintenance -CDBG Goal Provide CDBG funding for the remediation of exterior maintenance code violations on a minimum of fifteen (15) owner- Description occupied housing units for income qualified families.
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4 Goal Name Emergency Repairs-CDBG Goal Provide CDBG funding for emergency repairs of a minimum of one fifteen (15) owner-occupied housing units for income Description qualified families to address immediate threats to life, health and safety. 5 Goal Name Downpayment and Closing Costs Assistance-HOME Goal Provide HOME funding for down payment and closing costs assistance for a minimum of one (1) households. Description 6 Goal Name CHDO Set-Aside Project- HOME Goal Provide HOME funding to the Community Housing Development organization (CHDO) to increase the supply of affordable Description housing by One Hundred and Fiftty-two (152) units annually for low to moderate income homebuyers. 7 Goal Name Section 108 Loan Assistance- CDBG Goal Section 108 loan program funds to provide Special Economic Assistance for the creation of jobs. The "funding" allocation Description noted below is the annual debt service on outstanding loans and not direct assistance to a specific project. 8 Goal Name Counseling Assistance (Christian Family Counseling Goal Provide funding to local non-profit(s) to assist in rehabilitation and expansion of existing facilities for social services and/or Description assistance in the construction of public infrastructure. Specific activities have not yet been selected. It is estimated that a minimum of two hundred (200) persons annually will benefit from support services and/or case management.
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Projects
AP-35 Projects – 91.220(d) Introduction
The following initiatives and goals for the 1st Action Year are consistent with those established in the Five-Year Consolidated Plan with an effective date of July 1, 2016, and are compatible with the purposes set forth in 24 CFR Section 91.1, that include:
1. Affordable Housing Programs consisting of housing rehabilitation and new construction that focus on home ownership, programs to assist lower-income persons to attain home ownership, as well as single and multi-family rental rehabilitation and new construction program activities
2. Economic Development activities targeting the low and moderate income areas.
3. The goals and objectives that are addressed in this 1st Action Year Plan specifically relate to the goals outlined in the 2016-2020 Consolidated Plan and the Department of Housing and Urban Development goals that include:
1. The provision of decent housing
2. The provision of a suitable living environment, and
3. Expanding economic opportunities principally for persons of low and moderate income.
The program activities are outlined below as they relate to availability/accessibility, affordability, and sustainability with regard to decent housing, suitable living environment and economic opportunity.
Oklahoma City’s formula grant funding allocations, recommended for adoption the 1st Action Year Plan (fiscal year July 1, 2015 through June 30, 2016), follow the priorities established in the new five-year Consolidated Plan that expires June 30, 2020. The annual Action Year Strategy contains specific funding recommendations to implement the goals established in the five-year Plan tables to the extent possible depending on federal funding allocations awarded to Oklahoma City.
The funding recommendations for the 2016-2017 Action Year were considered by the City Planning Commission on March 24, 2016, and received their favorable recommendation. Final Plan approval was granted by the City Council on April 26, 2016.
Projects
# Project Name
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# Project Name 1 CDBG Administration 2 Whole-house Rehabiliation-HOME 3 Exterior maintenance-CDBG 4 Emergency Repair-CDBG 5 Downpayment and Closing Costs Assistance-HOME 6 CHDO Set-Aside Project - HOME 7 Section 108 loan Repayment Project 8 Counseling Assistance (Christian Family Counseling) Project 9 Delinquency Prevention (Teen Court) Project 10 Domestic Violence Shelter (New Direction) Project 11 Homeless Shelter (C.Carter Crane Homeless Shelter) Project 12 Drug & Alcohol Case Management (Roadback, Inc.) Project 13 Homeless Shelter (Family Promise of lawton, Inc) Project 14 Lawton Support Services 15 Housing Rehabilitation (HAD Delivery Costs) Project - CDBG 16 LETA Paint the City Day 17 Administration - HOME Table 56 – Project Information
Describe the reasons for allocation priorities and any obstacles to addressing underserved needs
Priority is assigned to housing objectives based on the amount of federal funds available, unmet needs identified in the preceding analysis as they relate to creating affordable owner housing and encouraging home ownership, and in an effort to direct funds to long term solutions to problems. Housing objectives that receive a ranking of high are the objectives that will be addressed through program activities funded in the Annual Action Year programs. Other housing criteria evaluated to provide a ranking of high priority include:
1. Preservation of existing housing stock, particularly in areas where the greatest concentration of lower-income persons and minorities reside. Funding is allocated to fund rehabilitation of private homes, provide for emergency home repair, exterior maintenance repair, and rehabilitation of public housing units.
2. Permanent housing for the chronic homeless that includes persons with serious mental illness, substance abuse, and other disabilities. Funds can be allocated to match other grant in aid programs, or to accumulate sufficient funds to start a sponsored permanent homeless housing projects.
3. Down payment and closing cost assistance to increase the affordability of home ownership.
4. Increasing the supply of affordable housing is a high priority. Community Housing Development
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Organizations (CHDOs) and other non-profits are eligible to apply for allocations of HOME funds to construct new homes, or purchase/rehab homes for eligible owner households.
5. Objectives that improve the quality of owner housing have a high priority including emergency home repair, housing exterior maintenance and whole house rehabilitation.
6. Objectives that improve the quality of public housing have high priority.
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AP-38 Project Summary Project Summary Information
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1 Project Name CDBG Administration Target Area Unknown LAWTON VIEW NEIGHBORHOOD REVITILAZATION STRATEGY AREA DOWNTOWN - 01 ZONE ONE DOWNTOWN - 03 LAWTON VIEW Goals Supported CDBG Administration Needs Addressed Quality of Affordable Owner Housing Affordability of Owner-Occupied Housing Supply of Affordable Owner-Occupied Housing Funding CDBG: $128,714 Description Administrative expenses for CDBG and HOME program operations and management. Target Date 6/30/2017 Estimate the number and Beneficiaries will be reported under individual program activities. type of families that will benefit from the proposed activities Location Description City-wide Planned Activities Program administration 2 Project Name Whole-house Rehabiliation-HOME Target Area Unknown LAWTON VIEW NEIGHBORHOOD REVITILAZATION STRATEGY AREA DOWNTOWN - 01 ZONE ONE DOWNTOWN - 03 LAWTON VIEW Goals Supported Whole-House Rehabilitation-HOME Needs Addressed Quality of Affordable Owner Housing Supply of Affordable Owner-Occupied Housing Funding HOME: $208,292 Description Provide HOME financial assistance for the whole-house rehabilitation of a minimum of eight(8) owner-occupied housing units.
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Target Date 6/30/2017 Estimate the number and Eight (8) low to moderate income families will receive whole-house type of families that will rehabilitation. benefit from the proposed activities Location Description City-wide Planned Activities Whiole House Rehabilitations. 3 Project Name Exterior maintenance-CDBG Target Area Unknown LAWTON VIEW NEIGHBORHOOD REVITILAZATION STRATEGY AREA DOWNTOWN - 01 ZONE ONE DOWNTOWN - 03 LAWTON VIEW Goals Supported Exterior Maintenance -CDBG Needs Addressed Quality of Affordable Owner Housing Affordability of Owner-Occupied Housing Funding CDBG: $30,000 Description Provide CDBG funding to remediate exterior maintenance code problems for six(6) low to moderate income homeowners Target Date 6/30/2017 Estimate the number and Six (6) low to moderate income homeowners will receive exterior type of families that will home maintenance assistance. benefit from the proposed activities Location Description City-wide Planned Activities Exterior maintence of qualified homes. 4 Project Name Emergency Repair-CDBG Target Area Unknown LAWTON VIEW NEIGHBORHOOD REVITILAZATION STRATEGY AREA DOWNTOWN - 01 ZONE ONE DOWNTOWN - 03 LAWTON VIEW Goals Supported Emergency Repairs-CDBG
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Needs Addressed Quality of Affordable Owner Housing Affordability of Owner-Occupied Housing Funding CDBG: $75,585 Description Provide CDBG funding to fund emergency home repairs for a minimum of FIFTEEN (15) homes for low to moderate income homeowners to address immediate threats to life, health and safety. Target Date 6/30/2017 Estimate the number and A minimum of fifteen (15) low to moderate homeowners will type of families that will revieve emergency home repairs. benefit from the proposed activities Location Description City-wide Planned Activities Emergency home repairs. 5 Project Name Downpayment and Closing Costs Assistance-HOME Target Area Unknown LAWTON VIEW NEIGHBORHOOD REVITILAZATION STRATEGY AREA DOWNTOWN - 01 ZONE ONE DOWNTOWN - 03 LAWTON VIEW Goals Supported Downpayment and Closing Costs Assistance-HOME Needs Addressed Affordability of Owner-Occupied Housing Funding HOME: $15,000 Description Provide HOME funding for down payment and closing costs assistance to one (1) low to moderate income homebuyers. Target Date 6/30/2017 Estimate the number and One (1) low to moderate income homebuyer will receive down type of families that will payment and closing costs assistance. benefit from the proposed activities Location Description City-wide Planned Activities Down payment and closing costs assistance. 6 Project Name CHDO Set-Aside Project - HOME
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Target Area Unknown LAWTON VIEW NEIGHBORHOOD REVITILAZATION STRATEGY AREA DOWNTOWN - 01 ZONE ONE DOWNTOWN - 03 LAWTON VIEW Goals Supported CHDO Set-Aside Project- HOME Needs Addressed Supply of Affordable Owner-Occupied Housing Funding HOME: $42,938 Description provide HOME funding to Community Target Date 6/30/2017 Estimate the number and A minimum of one (1) low to moderate income family will achieve type of families that will homeownership. benefit from the proposed activities Location Description City-wide Planned Activities New construction and/or rehabilitation 7 Project Name Section 108 loan Repayment Project Target Area DOWNTOWN - 01 DOWNTOWN - 03 Goals Supported Section 108 Loan Assistance- CDBG Needs Addressed Affordability of Owner-Occupied Housing Funding CDBG: $149,517 Description Section 108 Loan Program funds to provide Special Economic Assistance for the creation of jobs. The "funding" allocation noted below is the annual debit service on an outstanding loan. Target Date 6/30/2017 Estimate the number and Create Jobs for over 400 persons of low to moderate income type of families that will families. benefit from the proposed activities Location Description Planned Activities Repayment of Loan 8 Project Name Counseling Assistance (Christian Family Counseling) Project
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Target Area Unknown LAWTON VIEW NEIGHBORHOOD REVITILAZATION STRATEGY AREA DOWNTOWN - 01 ZONE ONE DOWNTOWN - 03 LAWTON VIEW Goals Supported Counseling Assistance (Christian Family Counseling Needs Addressed Affordability of Owner-Occupied Housing Funding CDBG: $19,307 Description Provides professional outpatient counseling moderate, low and very low income persons. Target Date 6/30/2017 Estimate the number and over seventy (70) persons and forty (40) families will receive type of families that will counseling through this program benefit from the proposed activities Location Description City-wide Planned Activities Counseling of individual and families. 9 Project Name Delinquency Prevention (Teen Court) Project Target Area Unknown LAWTON VIEW NEIGHBORHOOD REVITILAZATION STRATEGY AREA DOWNTOWN - 01 ZONE ONE DOWNTOWN - 03 LAWTON VIEW Goals Supported Counseling Assistance (Christian Family Counseling Needs Addressed Affordability of Owner-Occupied Housing Funding CDBG: $16,894 Description Teen Court's mission is to help reduce the number of youthful offenders in the court system by both providing educational programs to prevent a crime from happening and facilitating alternative adjudication for youthful non-violent crimes. Target Date 6/30/2017
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Estimate the number and The of moderate, low and ver low income individuals type of families that will benefit from the proposed activities Location Description City-wide Planned Activities Delinquency Prevention Education and Counseling. 10 Project Name Domestic Violence Shelter (New Direction) Project Target Area Unknown LAWTON VIEW NEIGHBORHOOD REVITILAZATION STRATEGY AREA DOWNTOWN - 01 ZONE ONE DOWNTOWN - 03 LAWTON VIEW Goals Supported Counseling Assistance (Christian Family Counseling Needs Addressed Affordability of Owner-Occupied Housing Funding CDBG: $14,480 Description Provide assistance (housing, counseling and job placements) to over two hundred and fifty (250) victims of domestic violence/sexual assault and stalking. Target Date 6/30/2017 Estimate the number and Over two hundred and fifty (250) moderate, low and very low type of families that will income families will reveive assistance. benefit from the proposed activities Location Description City-wide Planned Activities Counseling, housing and job assistance. 11 Project Name Homeless Shelter (C.Carter Crane Homeless Shelter) Project Target Area Unknown LAWTON VIEW NEIGHBORHOOD REVITILAZATION STRATEGY AREA DOWNTOWN - 01 ZONE ONE DOWNTOWN - 03 LAWTON VIEW Goals Supported Counseling Assistance (Christian Family Counseling Needs Addressed Affordability of Owner-Occupied Housing
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Funding CDBG: $12,067 Description Provide emergency and temporary shelter to men, women and families who find themselves in a homeless situation. Target Date 6/30/2017 Estimate the number and Provide 1650 emergency and temporary shelter bed nights, 3180 type of families that will meals and 300 transportation tickets to moderate, low and very low benefit from the proposed income families. activities Location Description The homeless shelter is located 1203 SW Texas Avenue, Lawton Oklahoma 7350 Planned Activities Provide emergency shelter and meals to temporary homeless individuals and families. 12 Project Name Drug & Alcohol Case Management (Roadback, Inc.) Project Target Area Unknown LAWTON VIEW NEIGHBORHOOD REVITILAZATION STRATEGY AREA DOWNTOWN - 01 ZONE ONE DOWNTOWN - 03 LAWTON VIEW Goals Supported Counseling Assistance (Christian Family Counseling Needs Addressed Affordability of Owner-Occupied Housing Funding CDBG: $13,274 Description Provide Recovery Coaching/ Case Management Program to individuals which help promote recovery from alcohol and drug use. Target Date 6/30/2017 Estimate the number and Provide counseling and case management assistance to over two type of families that will hubdred and fifty (250) moderate, low and very low income benefit from the proposed recovering alcohol and drug users. activities Location Description City-wide Planned Activities Drug and Alcohol Counseling. 13 Project Name Homeless Shelter (Family Promise of lawton, Inc) Project
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Target Area Unknown LAWTON VIEW NEIGHBORHOOD REVITILAZATION STRATEGY AREA DOWNTOWN - 01 ZONE ONE DOWNTOWN - 03 LAWTON VIEW Goals Supported Counseling Assistance (Christian Family Counseling Needs Addressed Affordability of Owner-Occupied Housing Funding CDBG: $10,860 Description Help equip and empower homeless families with children to achieve sustainable independence. Target Date 6/30/2017 Estimate the number and Provide assistance to over 40 moderate, low and ver low income type of families that will families benefit from the proposed activities Location Description Service provided at 910 SW "E" Avenue, Lawton, Oklahoma 73501 Planned Activities Provide housing and other need asistance to homeless families with children. 14 Project Name Lawton Support Services Target Area Unknown LAWTON VIEW NEIGHBORHOOD REVITILAZATION STRATEGY AREA DOWNTOWN - 01 ZONE ONE DOWNTOWN - 03 LAWTON VIEW Goals Supported Counseling Assistance (Christian Family Counseling Needs Addressed Affordability of Owner-Occupied Housing Funding CDBG: $9,653 Description Administers a homeless prevention program designed to assist individuals and families who are at risk of becoming homeless and providing case management services sufficient to bring about stability in the household. Target Date 6/30/2017
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Estimate the number and Will provide assistance to over 105 moderate, low and very low type of families that will income families/ benefit from the proposed activities Location Description City-wide Planned Activities Provide assistance to prevent individual and families from becoming homeless. 15 Project Name Housing Rehabilitation (HAD Delivery Costs) Project - CDBG Target Area Unknown LAWTON VIEW NEIGHBORHOOD REVITILAZATION STRATEGY AREA DOWNTOWN - 01 LAWTON VIEW Goals Supported CDBG Administration Exterior Maintenance -CDBG Emergency Repairs-CDBG Needs Addressed Quality of Affordable Owner Housing Affordability of Owner-Occupied Housing Funding CDBG: $153,217 Description Costs associated with housing rehabilitation funded by CDBG program. Target Date 6/30/2017 Estimate the number and Will provide assistance to a minimum of twenty-one (21) moderate, type of families that will low and very low income household. benefit from the proposed activities Location Description City-wide Planned Activities Administrative cost of the cdbg Rehabilitation projects. 16 Project Name LETA Paint the City Day Target Area Unknown LAWTON VIEW NEIGHBORHOOD REVITILAZATION STRATEGY AREA DOWNTOWN - 01 ZONE ONE DOWNTOWN - 03 LAWTON VIEW Goals Supported Exterior Maintenance -CDBG
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Needs Addressed Quality of Affordable Owner Housing Affordability of Owner-Occupied Housing Funding CDBG: $10,000 Description Paint the exterior of 50 homes owned and occupied by the elderly and or disabled individuals. Over five hundred (500) volunteers will provide the labor. Target Date 6/30/2017 Estimate the number and Will paint the exterior of 50 homes owner and occupied by the type of families that will elderly and or disabled. benefit from the proposed activities Location Description City-wide Planned Activities Paint the exterior of 50 homes. 17 Project Name Administration - HOME Target Area Unknown LAWTON VIEW NEIGHBORHOOD REVITILAZATION STRATEGY AREA DOWNTOWN - 01 ZONE ONE DOWNTOWN - 03 LAWTON VIEW Goals Supported CDBG Administration Needs Addressed Quality of Affordable Owner Housing Affordability of Owner-Occupied Housing Supply of Affordable Owner-Occupied Housing Funding HOME: $29,443 Description Cost associated with the administration of the HOME program Target Date 6/30/2017 Estimate the number and Provide the administration of the HOME program that will benefit type of families that will ten (10) moderate, low, and very low income households. benefit from the proposed activities Location Description City-wide Planned Activities Rehabilitation and construction of homes
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AP-50 Geographic Distribution – 91.220(f) Description of the geographic areas of the entitlement (including areas of low-income and minority concentration) where assistance will be directed
Projects funded by this plan will be conducted for the benefit of low- and moderate-income persons and families throughout the city. Other housing projects under the CDBG and HOME programs, the Section 8 Program, and the local public housing authority’s programs provide housing and conduct housing activities throughout the City of Lawton. CDBG and HOME Program projects for this annual plan were selected and recommended based on citizen input, review, and analysis of the Lawton community’s priority needs.
Geographic Distribution
Target Area Percentage of Funds
Table 57 - Geographic Distribution
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Rationale for the priorities for allocating investments geographically
CDBG and HOME Program projects for this annual plan were selected and recommended based on citizen input, review, and analysis of the Lawton community’s priority needs outlined in the Consolidated Plan, and the most recent Comanche County Community Needs Assessment. A summary of the proposed expenditures and projects for the implementation of the annual plan is provided in this plan.
Discussion
These entitlements, designed to assist keeping low- and moderate-income clients in livable homes has been a wild success throughout the entire country. What is even more amazing is that those Congressional leaders most opposed to these programs are quite often the very same leaders from states whose populace use and need them the most. Too many of our clients are elderly, on a fixed income from Social Security, completely incapable of paying for the extent of the work that needs to be done to repair their homes. These massive reductions in funding levels will result in deaths as elderly or handicapped are trapped in homes that are substandard. The blame will be placed on the heat or the cold, but the reality will be the inability of these programs to complete the necessary work to assist the citizens of this great nation.
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Affordable Housing
AP-55 Affordable Housing – 91.220(g) Introduction
The objectives of the 2016-2020 Consolidated Plan were developed through review and analysis of CHAS data, consultations with service providers, input from citizens on the development of the plan, and an analysis of community needs and objectives as identified in the Needs Analysis.
The objectives that address housing, homeless, non-homeless special needs populations and community development needs were given a priority ranking based on the expectation of funding during the term of the Consolidated Plan. Objectives that received a high ranking will be prioritized by funded program activities in each Annual Action Year program. Activities receiving a Low rating remain areas of need, and will been assisted during the term of this Consolidated Plan as resources allow.
In general, the objectives contained in the Consolidated Plan primarily focus on stimulating neighborhood revitalization by encouraging the development and rehabilitation of affordable owner housing and by activities that stimulate affordable home ownership. Please refer to the Strategic Plan Priorities and Annual Action Plan goals for specific annual goals and activities.
The one year housing goals noted below are based on proposed goals and activities for the 2016-2017 Annual Action Plan year. It is anticipated that these annual goals will be largely consistent over the five (5) year term of this Plan, provided that annual allocations are not substantially reduced.
The numbers for rehabilitation include whole house rehab, public housing unit rehabs, and emergency home repairs. Units purchased using down payment assistance are included in the production of new units field.
One Year Goals for the Number of Households to be Supported Homeless 250 Non-Homeless 40 Special-Needs 200 Total 490 Table 58 - One Year Goals for Affordable Housing by Support Requirement
One Year Goals for the Number of Households Supported Through Rental Assistance 319 The Production of New Units 2 Rehab of Existing Units 8 Acquisition of Existing Units 0
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One Year Goals for the Number of Households Supported Through Total 329 Table 59 - One Year Goals for Affordable Housing by Support Type Discussion
The Consolidated Plan identifies a gap between the low incomes in the community and the high cost of housing. It also outlines the strategy for addressing affordable housing needs in the community. The overall goal of local affordable housing strategy is, with the resources available, to preserve and expand affordable housing in the community. The primary mechanism will continue to be through local housing assistance programs, which provide rehabilitation to existing low-income homeowners, purchase assistance for first-time low-income home buyers, emergency assistance and exterior housing improvement to very low-income homeowners. The Lawton Housing Authority (LHA), Oklahoma Housing Finance Agency (OHFA), eight (8) HUD subsidized multifamily dwellings, and three (3) new affordable tax credit multifamily dwellings provide rental units for very low-income renters in the community.
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AP-60 Public Housing – 91.220(h) Introduction
As capital improvement funding from HUD continues to decrease, lawton Housing Authority (LHA) continues to struggle with deferred maintenance issues. Although resources are scarce, The City will continue to assist in rehabilitation of public housing units.
Actions planned during the next year to address the needs to public housing
The City of Lawton will continue to work with LHA to increase the overall quality of public housing. Presently, the Housing Authority has sufficient resources to maintain and manage their properties; however, are unable to make all of the needed upgrades and repairs. All housing is considered "average" by the Housing Authority. The City will provide HOME funding to assist with the rehabilitation of approximately of fifty (50) public housing units.
Actions to encourage public housing residents to become more involved in management and participate in homeownership
The LHA has an approved Section (5)(h) Homeownership Program. This program allows the LHA to sell scattered site homes to income-qualified applicants. Proceeds from these home sales will be reinvested in additional housing properties to continue the home ownership process. LHA also has a Section 8 Homeownership Program that allows the Section 8 voucher holder to utilize their monthly voucher to assist in the payment of their monthly mortgage payments for up to 30 years. These homeowners will work with LHA or LSS to select a newly constructed or remodeled home and apply for HOME First-time Homebuyer (FTHB) funds to assist with downpayment and closing cost assistance. The LHA will pursue opportunities in order to increase the number of affordable housing units available in Lawton such as Section 202, Section 811, Tax Credits, and private financing. There is also our FTHB which we project two (2) homes in the current fiscal year.
If the PHA is designated as troubled, describe the manner in which financial assistance will be provided or other assistance
Not Applicable
Discussion
The lawton Housing Authority (LHA) administers the public housing rental projects owned by the Housing Authority and administers the Section 8 rental assistance voucher program. Section 8 is a Federal program that provides rental assistance to low and very-low income families to obtain decent, safe and sanitary housing. The subsidy provides that an eligible tenant must pay (the higher of) 30% of
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adjusted income or 10% of gross income as their share of the rent; Section 8 funds make up the difference between the amount paid by the tenant and the fair market rent established for the rental unit by the Housing Authority and HUD.
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AP-65 Homeless and Other Special Needs Activities – 91.220(i) Introduction
In 2009 the Homeless Prevention and Rapid Rehousing (HPRP) program was created by the American Recovery and Reinvestment Act. This unprecedented funding offered an opportunity to change the way homeless services are delivered in the City of Lawton. This program featured a coordinated effort by homeless service providers to introduce person-centered planning, service coordination, financial assistance, and needs based supportive services.
The City and local service providers manage a community-wide effort to prevent and end homelessness within the Continuum of Care by building inter-agency partnerships. These partnerships work together to provide members of the community with the necessary tools to remain in their homes or to obtain appropriate affordable permanent housing. All community partners work to provide a streamlined process of screening, assessment, referral, service coordination, direct assistance and follow up to individuals and families who are in need of safe, affordable and stable housing.
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
In order to reach unsheltered homeless individuals and families, CDBG funds are used to assist Public Service Organizations outreach activities to help connect this population with emergency shelter, housing, and/or services. Assistance is sometimes extended to non-facility based medical/mental health care if recipients of that care are unable or unwilling to access an appropriate health facility. Activities supported in the first Action Plan Year to address homelessness include CDBG and HOME funds. Tenant Based Rental Assistance (TBRA). ESG funds continue to support housing and case management activities for families and veterans.
Addressing the emergency shelter and transitional housing needs of homeless persons
The City of Lawton will continue to support, within its available resources, local public and private agencies’ efforts to address homelessness in the community. The strategy for addressing homeless needs is outlined in the Consolidated Plan. For Federal Fiscal Year 2016, Great Plains Improvement Foundation, Inc. requested from the Oklahoma Department of Commerce, an Emergency Shelter Grant (ESG) for $50,000. They will also receive $75,000 from the United Way of Southwest Oklahoma. As for the shelter, the community action agency also is pursuing other funding options to continue the shelter at its current level of operations. This plan provides $11,934 for C. Carter Crane Homeless Shelter, $10,741 for the Family Promise Shelter organization, and $14,321 for the New Directions Battered Women’s Shelter to continue assistance with funding shelter operations in the community. Marie Detty, which is the parent organization of the New Directions Battered Women’s Shelter, received $140,000
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for the year from the United Way of Southwest Oklahoma. (Note: these numbers will change slightly when the final sequester budget is released and the final determinations on funding levels are completed by HUD).
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
Public Service Providers in the community who partner with the City direct homeless persons to the appropriate services and financial assistance needed to achieve independent living. This may include assistance in obtaining permanent housing, medical treatment, mental health treatment, counseling, supervision, and other government or private assistance available such as:
• Medicaid
• Supplemental Nutrition Assistance Program
• Women, Infants and Children (WIC)
• Federal-State Unemployment Insurance Program
• Social Security Disability Insurance
• Supplemental Security Income
• Child and Adult Care Food Program
• Veterans Services
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
The following organizations provide emergency shelters, transitional housing, and permanent supportive housing for homeless persons within the City of Lawton:
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(a) Great Plains Improvement Foundation, Inc.
1. C. Carter Crane Emergency Homeless Shelter 2. Sixteen (16) single-family transitional units at various locations in the community 3. Developmentally Disabled Group Home (b) Marie Detty Youth and Family Services, Inc
1. Teen Emergency Homeless Shelter 2. Parker Pointe Children Group Home 3. New Directions Battered Women Shelter and Transitional Housing (c) Salvation Army Corps Emergency Homeless Shelter (d) Family Promise Shelter Organization, using rotating places of worship to provide the meals, shelter, and volunteers to take care of the clients. (e) Jim Taliaferro Mental Health Center’s five (5) transitional units for mentally disabled persons at various locations in the community (f) J. Roy Dunning Children’s Shelter. (g) Lawton Housing Authority provides priority Section 8 vouchers (if available) to homeless persons or families.
Discussion
The overall goal of local homeless programs is to assist homeless families and individuals to progress from homelessness to self-sufficiency. Implementation of the strategy relies on a system of public and private homeless providers who, through their collaborative efforts, pursue a continuum of care approach to address the economic, human, and social needs of homeless families and households. The City will continue to support and work with local homeless agencies to improve the linkage between housing providers and other continuum of care providers. The Support of Applications by Other Entities Report identifies programs for addressing homelessness, which are supported by the Consolidated Plan strategy. The City will support applications for funding by existing homeless shelters, transitional facilities, and service providers to increase funding for operations at past levels of service.
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AP-75 Barriers to affordable housing – 91.220(j) Introduction:
The Consolidated Plan identifies the high level of housing prices relative to the low incomes earned by the community’s low-income population as the major obstacle to affordable housing in Lawton. This barrier to affordable housing is being addressed. The housing programs outlined in this plan were developed to address the problem of near term affordability of housing.
Actions it planned to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment
Near term, affordability of housing for Lawton’s low- and moderate-income families and households is addressed by implementation of the housing programs funded in this plan. The First-Time Homebuyer Program (FTHB) and the transitional housing programs provide housing opportunities for families and households who, due to their current economic circumstances, could not otherwise afford housing. While the total need for affordable housing is not beyond the reach of the community, limited available resources must be allocated to the highest priorities established in the Consolidated Plan to address the shortfall.
Discussion:
The City of lawton remains committed to ensuring equal housing opportunity for all persons. Proposed Action Plan activities for 2016-2017 provide direct support for the provision of fair housing training, compliance, and complaint processing functions. Staff will continue to monitor affordable housing barriers and provide resources where needed to ensure compliance.
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AP-85 Other Actions – 91.220(k) Introduction:
The local and federal resources are insufficient to address all needs, even those of high priority. In some instances, there are perceptions in the community that affordable housing will decrease area property values as well as facilitate other societal problems (NIMBY issues).There is a lack of interest from service providers in developing permanent supportive housing for the chronically homeless (lack of developers).
Actions planned to address obstacles to meeting underserved needs
Fair Housing Activities are funded with CDBG under General Program Administration. The services are provided by lawton Housing Authority which investigates and reports on fair housing for the City to ensure equitable access and opportunity for all persons.
Grant funds covered under the Consolidated Plan and other grant funds are utilized to provide services and activities that benefit the various segments of lower-income populations in a responsible and comprehensive manner. Funds are allocated to activities that are not duplicative or competitive. Funds are allocated to activities that are designed to serve all segments of the population in the areas of concentrated lower-income persons.
The primary weakness in the delivery system is lack of funds to address the identified needs within the community. The City continues to address underserved needs by prioritizing the programs believed to provide the most benefit to the greatest number of lower-income residents in concentrated low-income neighborhoods.
Actions planned to foster and maintain affordable housing
In general, the objectives contained in the Consolidated Plan primarily focus on stimulating neighborhood revitalization by encouraging the development and rehabilitation of affordable owner housing and by activities that stimulate affordable home ownership. The Consolidated Plan rental housing objectives call for the creation of affordable rental housing to address special needs populations and for targeting affordable rental housing for the elderly and families by size and income range.
Funds for activities that support new housing construction under the HOME program are provided to the Community Housing Development Organization Program (CHDO). The successful CHDOs are awarded HOME CHDO set-aside funds to construct, and in some cases, rehabilitate existing housing units in targeted neighborhoods.
Housing rehabilitation activities are provided through CDBG and HOME Assistance Program citywide. Funding is allocated to conduct owner occupied whole house rehabilitation activities for eligible lower income households. A priority for use of HOME and CDBG funding allocated for housing will be to reverse patterns of gentrification by incentivizing mixed income housing. A second priority for use of
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both HOME and CDBG funding for housing will be to reverse patterns of low income concentration in certain economically challenged areas by incentivizing mixed income housing through the aggregation of assisted housing activities. Single Unit Rehabilitation is addressed by CDBG and HOME funding through eligible program.
Actions planned to reduce lead-based paint hazards
The Lawton City Council has adopted a Lead-Based Paint Policy that provides for compliance with the requirements of 24 CFR Part 35 regarding assessment and treatment of lead-based paint hazards.
The City funds various activities that fall into the category of residential rehabilitation. Effective September 15, 2000, whenever residential rehabilitation activities funded by the City are conducted, the regulations prescribed for lead-based paint, contained at 24 CFR Part 35 will be the guide for achieving compliance. Under the regulations, the City is required to adopt proper approaches to Lead Hazard evaluation, to provide regulatory notifications to the homeowner, to perform Lead Hazard evaluation, and to follow safe work practices and clearance requirements.
The City is directly involved in alerting and educating households participating in our programs about lead hazards, and indirectly through each of its sub recipients, Community Housing Development Organizations (CHDO's), and other for-profit and nonprofit organizations providing housing. All applicants seeking housing assistance from the City receive a pamphlet informing them of the dangers of lead hazards. If assistance is granted, the applicant signs for this information at loan closing.
All of the City’s housing rehabilitation inspectors are licensed and certified as lead-based paint risk assessors, inspectors and abatement supervisors. The services of the licensed staff are used by most of the City’s housing providers receiving Federal funds from the City and other non-profit housing providers contract for the services.
All rehabilitation staff are certified as Lead inspectors/ Risk Assessors for target housing and child- occupied facilities. The Rehabilitation staff inspectors are also trained in NITON Spectrum Analyzer/Radiation Safety. Emergency home repair is conducted for the City by a sub-grantee capable of independently performing lead-based paint responsibilities. Additionally, sub-grantees, non-profit borrowers, CHDOs, and other funding recipients carry out lead-based paint responsibilities directly or through the City’s inspectors.
Actions planned to reduce the number of poverty-level families
All rehabilitation staff are certified as Lead Abatement Supervisors and Risk Assessors for target housing and child-occupied facilities. The Rehabilitation staff inspectors are also trained in NITON Spectrum Analyzer/Radiation Safety. Emergency home repair is conducted for the City by a sub-grantee capable of independently performing lead-based paint responsibilities. Additionally, sub-grantees, non-profit borrowers, CHDOs, and other funding recipients carry out lead-based paint responsibilities directly or
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through the City’s inspectors.
Actions planned to develop institutional structure
The organizational structure for implementing local affordable and supportive housing programs involves a variety of public and private entities working independently and in collaboration to meet the community’s affordable housing needs. The structure generally is effective and adequate for implementing activities and programs to meet community needs. However, opportunities exist for significant improvement in the current structure’s effectiveness. Activities that support and enhance the effectiveness of the institutional structure include the following:
1. The Fourth Tuesday Forum sponsored by the United Way of Southwest Oklahoma. LFS Habitat for Humanity, Inc.
2. Southwest Oklahoma Continuum of Care Task Force
3. Lawton Support Services, Inc.
4. Great Plains Improvement Foundation, Inc.
5. Lawton Housing Authority
6. Verde Investments, Inc.
Actions planned to enhance coordination between public and private housing and social service agencies
See LHA Five-Year and Annual PHA Plan adopted by the LHA Board. This plan is adopted by reference as part of this year’s annual plan.
Discussion:
In addition to the above initiatives, direct home ownership assistance is provided with HOME funds to down payment and closing cost assistance provider(s). CDBG funds may be used to provide down payment and closing costs assistance if actual funding exceeds current projections.
At the present time, HOME down payment assistance provides a loan up to $14,999 that is forgivable at the rate of 1/60th per month over a five-year affordability period to eligible homebuyers. When HOME funds are utilized, the maximum sales price of the home cannot exceed 95% of the area median sales price of homes in the jurisdiction. The limits are published annually by HUD and enforced in the City’s program.
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Program Specific Requirements AP-90 Program Specific Requirements – 91.220(l)(1,2,4)
Introduction:
The City of Lawton offers a "no wrong door" approach, with providers being well linked to available resources through networking connections gained via the Coalition To End Poverty. In addition to this, 211 is the information and referral agency which provides information about eligibility and referrals to service agencies. 211 conducts public awareness campaigns throughout the year with public service advertisements located on television, radio, on city buses and signage. People are linked to public benefits through provider agencies.
Community Development Block Grant Program (CDBG) Reference 24 CFR 91.220(l)(1) 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.
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 6,000 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. 0 3. The amount of surplus funds from urban renewal settlements 0 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 0 5. The amount of income from float-funded activities 0 Total Program Income: 6,000
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. 100.00%
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HOME Investment Partnership Program (HOME) Reference 24 CFR 91.220(l)(2) 1. A description of other forms of investment being used beyond those identified in Section 92.205 is as follows:
Unallocated 2015-16 HOME funds in the amount of $41,351 are available to re-allocate. 2015-16 HOME program income of $22,640 is anticipated.
2. A description of the guidelines that will be used for resale or recapture of HOME funds when used for homebuyer activities as required in 92.254, is as follows:
A description of the guidelines that will be used for resale or recapture of HOME funds when used for homebuyer activities as required in 92.254, is as follows:
The Homebuyer Assistance Programs funded by the Cityof lawton will utilize the Recapture Method provided in the HOME Regulations at 92.254(a)(5)(ii). Recapture provisions ensure that the participating jurisdiction recoups all or a portion of the HOME assistance to the homebuyers, if the housing does not continue to be the principal residence of the family for the duration of the period of affordability. As the participating jurisdiction, the City of Lawton may structure its recapture provisions based on its program design and market conditions. The period of affordability is based upon the total amount of HOME funds subject to recapture described in paragraph (a)(5)(ii)(A)(5).
3. A description of the guidelines for resale or recapture that ensures the affordability of units acquired with HOME funds? See 24 CFR 92.254(a)(4) are as follows:
The City, as the participating jurisdiction, will recoup all or a portion of the HOME assistance to the homebuyers, if the assisted housing is transferred voluntarily or involuntarily during the period of affordability based on the availability of net proceeds. Net proceeds are defined as the sales price minus superior loan repayment (other than HOME funds) and any closing costs. Only the direct subsidy provided to the homebuyer, i.e., down payment and closing cost assistance and/or the difference between the fair market value of the property and a reduced sales price attributable to HOME funds, will be recouped pro-rata based on the forgivable loan terms and on the reduction during affordability period provided in the HOME regulations at 92.254(a)(5)(ii)(A)(2).
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4. Plans for using HOME funds to refinance existing debt secured by multifamily housing that is rehabilitated with HOME funds along with a description of the refinancing guidelines required that will be used under 24 CFR 92.206(b), are as follows:
The City of lawton does not anticipate using HOME funds during the First Action Plan year to refinance existing debt secured by multifamily housing.
Discussion:
The City of Lawton offers a "no wrong door" approach, with providers being well linked to available resources through networking connections gained via the Coalition To End Poverty. In addition to this, 211 is the information and referral agency which provides information about eligibility and referrals to service agencies. 211 conducts public awareness campaigns throughout the year with public service advertisements located on television, radio, on city buses and signage. People are linked to public benefits through provider agencies.
The City’s HOME allocation for the FFY 2016 program year is $279,183. Additionally, $16,490 of HOME program income is available for a total of $294,425 for funding the projects. The HOME Program funding provides funds to support Lawton’s local housing programs. The funds may be used to assist low- and moderate-income homeowners, homebuyers, and renters in the purchase, construction, rehabilitation, or rental of decent, safe, sanitary, and affordable housing. HOME funds also support Community Housing Development Organization (CHDO) activities to develop affordable housing. The Great Plains Improvement Foundation, Inc. (GPIF), the Lawton-Fort Sill Habitat for Humanity, Inc. (Habitat), Verde Outreach, Inc, and the Lawton Support Services, Inc. (LSS) are designated as CHDOs in Lawton.
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Appendix - Alternate/Local Data Sources
Consolidated Plan LAWTON 152 OMB Control No: 2506-0117 (exp. 07/31/2015) 22 21 31 34 7 6 5 3 2 1 33 26 BLK 72 BLK 4 32 BLK 2 BLK 1 BLK 5 BLK 2 BLK 1 BLK 2 BLK 1 3 BLK 42 4 Appendix M - page 1 4 3 5 32 25 3 3 6 5 4 3 7 6 5 2 1 8 7 6 2 1 7 6 5 10 9 8 7 Legend BLK 77 BLK 76 BLK 75 2 1 BLK 74 3 2 1 8 7 6 2 1 4 BLK 73 4 5 4 SW GEORGIA AVE Street Centerline Available Lot 1213 11 10 9 8 7 6 5 16 15 14 13 12 11 10 9 8 7 6 4 23 1 5 4 3 2 1 16 15 14 13 12 11 10 9 8 7 6 5 4 3 2 1 16 1415 13 11 12 10 9 7 68 5 4 3 2 1 16 1415 1213 11 10 9 8 7 65 4 3 2 1 Lot BLK 80 BLK 81 BLK 82 BLK 83 BLK 84 Subdivision 20 21 22 23 24 25 26 27 2928 30 31 32 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 17 18 19 20 21 22 2324 25 26 2728 29 30 31 32 17 19 2018 21 22 23 24 25 26 27 28 29 30 31 32 Block SW PENNSYLVANIA AVE
13 12 11 10 9 78 6 4 35 2 1 16 15 14 13 12 11 10 9 8 7 6 5 4 3 2 1 16 15 1314 12 11 10 9 67 58 234 1 16 15 14 1213 11 10 89 7 465 3 2 1 16 15 14 13 12 11 10 9 8 7 6 5 4 3 2 1
BLK 89 BLK 88 BLK 87 BLK 86 BLK 85
20 21 22 23 24 25 26 27 28 29 3130 32 17 18 19 20 21 22 23 24 25 26 27 28 29 3130 32 17 18 19 20 21 22 23 2524 1817 19 20 21 26 27 28 29 30 31 32 22 23 24 25 26 27 28 29 30 31 32 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32
SW NEW YORK AVE
13 12 11 10 9 8 7 6 5 4 3 16 15 11 2 1 14 13 12 10 9 8 7 6 5 4 3 2 1 16 15 14 13 12 11 10 9 8 7 6 5 4 3 2 1 16 14 1315 12 11 10 9 8 7 6 5 4 3 2 1 16 15 14 13 12 11 10 9 8 7 6 5 4 3 2 1
BLK 92 ST 11TH SW BLK 93 BLK 94 BLK 95 BLK 96
20 21 22 2423 25 26 27 28 29 17 18 19 3130 32 20 21 22 23 24 25 26 27 28 29 30 31 32 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 SW WISCONSIN AVE
13 12 11 10 9 8 7 6 54 3 2 1 1516 14 13 12 11 10 9 8 67 5 4 3 2 1 16 15 14 13 1211 10 9 8 7 6 45 3 2 1 16 15 14 13 12 11 10 9 6 578 4 23 1 16 15 14 13 12 11 10 9 8 7 6 5 4 3 2 1
BLK 101 BLK 100 BLK 99 BLK 98 BLK 97 LURA Owned Land 20 23 242221 2625 27 2928 30 31 32 17 18 19 2120 22 2324 25 26 27 2928 30 31 32 18 1917 20 21 22 23 24 25 26 27 28 29 30 31 32 17 18 19 20 21 22 23 24 25 26 27 2829 30 31 32 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 Lawton View SW TENNESSEE AVE Available Property
13 12 11 10 9 78 56 4 3 2 1 16 15 14 13 12 11 10 9 8 7 6 5 4 3 2 1 16 15 14 13 12 11 10 9 8 7 6 5 4 32 1 16 15 14 13 12 11 10 9 8 7 6 5 4 3 2 1 16 15 14 13 12 11 10 9 8 7 6 5 4 3 2 1
BLK 104 BLK 105 BLK 106 BLK 107 BLK 108
20 21 22 2423 25 26 27 28 29 30 31 32 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32
SW 277 SH SW TEXAS AVE
13 12 11 10 9 8 7 6 5 4 3 2 1 16 15 14 13 12 11 10 9 8 7 6 5 4 3 2 1 16 15 14 13 12 11 10 9 8 16 7 6 5 4 3 2 1 15 14 13 11 1012 9 8 7 6 534 2 1 16 15 14 13 12 11 10 9 8 7 6 5 4 3 2 1
BLK 113 BLK 112 BLK 111 BLK 110 BLK 109
20 21 22 23 24 25 26 28 27 29 30 31 32 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 17 18 2019 21 22 23 24 25 17 18 19 26 27 28 29 30 31 32 20 21 22 23 24 25 26 27 28 29 30 31 32 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32
SW OKLAHOMA AVE
13 1211 10 9 8 7 6 5 34 2 16 1 15 14 13 12 11 10 9 8 7 6 5 4 3 2 1 16 15 14 13 12 11 10 9 16 15 11 10 9 8 8 7 6 5 4 3 2 1 1413 12 11 10 9 8 7 6 5 4 3 2 1 16 15 14 13 12 7 6 5 4 3 2 1 Not To Scale BLK 116 BLK 117 BLK 118 BLK 119 BLK 120 .
20 21 22 23 24 25 26 27 28 29 30 31 32 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 17 18 19 20 21 22 23 24 25 26 27 28 29 3130 32