Strategic Plan

SP-05 Overview

Strategic Plan Overview

The City of Framingham’s strategic plan focuses on the following activities for 2026-2030: economic development, public facilities, public services, and housing rehabilitation. These activities include code enforcement, homelessness assistance, adult ESL services, commercial sign and façade programs, and other activities. Framingham continues to coordinate programming that principally benefits LMI people or addresses slums or blight. Housing and public services continue to be a priority in Framingham due to the number of people in need. Public services, capped at 15 percent per year, are often used quickly due to the volume of services within the City that address significant local needs. Although the City has paused the housing rehabilitation program for PY25 and PY26, the program may be reinstated in subsequent years as needed.

The City’s infrastructure is dated and needs upgrades to adequately serve the community, particularly LMI neighborhoods. Infrastructure improvements will increase the City’s ability to support new residential and commercial development opportunities, in turn providing local jobs and a better quality of life for all. A top need cited during a meeting with City staff was updates to water and sewer services, as many of the City’s water lines date to the nineteenth century. There was reiteration that the streets cannot be updated until the below-grade infrastructure receives attention. Environmental Justice neighborhoods are also in need of facility improvements. The mission of the 2026-2030 Consolidated Plan is to allocate funding to core projects that will serve residents equally.

The Citizen Participation process, data analyzed in the Needs Assessment and Market Analysis, the information provided by Planning and Community Development (PCD) staff, and information provided by the CDBG Program Manager resulted in the establishment of this Strategic Plan, most notably the goals and priorities for this 5-year Consolidated Plan as outlined in the SP-25, ES-05, and AP-20. Framingham will be engaged in the following activities from 2026-2030:

The Strategic Plan will work to address delivery and diversity of public service programs to sufficiently serve LMI populations within the City.
The Strategic Plan will work to address deteriorating housing via rehabilitation of the existing stock and neighborhood revitalization strategies, creating opportunities for those of assorted household types and backgrounds, including special needs populations and those considered extremely low-income (making below 30 percent of the AMI). Assisting property owners through rehabilitation activities will improve community appearance and livability.
The Strategic Plan will work to improve the technical capacity of City staff to assist those living, working and playing in the City as effectively as possible. This includes dedicating resources to administration and planning of the CDBG program to ensure optimization of funding, meeting national objectives and timeliness requirements, and equity in distribution.
The Strategic Plan will discuss the provision and advancement of economic development conditions particularly for small businesses in terms of upgrading the business district, expanding job opportunities for residents, and improving community appearance and livability. Focus will be placed on the Downtown and the Southside of the City.
The Strategic Plan will work to address public facilities including playgrounds/parks, utilities, and streetscapes where feasible to service LMI, EJ area residents, and other underserved populations so they may have the same opportunities as the general population.

Examples of other community programs and activities that will continue to be supported by CDBG funds in Framingham include:

Inspectional Services/Code Enforcement
Public Health Department
Literacy Unlimited
Framingham Adult ESL Plus
Community Connections Summer Work Program
Pearl Street Cupboard Café
Healthy Options for Progress through Education (H.O.P.E)
Hoops and Homework
Brazilian American Center (BRACE)
Circle of Hope – Support for Homeless Families in Framingham
Fresh Start Furniture Bank
Massachusetts Alliance of Portuguese Speakers (MAPS)
Downtown Framingham, Inc.
Downtown Commercial Sign & Façade Program

SP-10 Geographic Priorities[30]

Geographic Area

1	Area Name:	Low- and Moderate-Income Census Block Groups
	Area Type:	Other
	Other Target Area Description:	CDBG Grantee information available from HUD stated that the City of Framingham as a whole is experiencing a 46.2 LMI percentage rate. HUD’s LMI Area Data based on 2016-2020 ACS estimates stated that following 17 Census block groups are greater than 51 percent LMI: Tract 3831.01 Block Group 1 – 75.5% LMI, Block Group 2 – 83.1% LMI Tract 3831.02 Block Group 1 – 76.4% LMI, Block Group 2- 91.9% LMI Tract 3832 Block Group 1 – 91.9% LMI, Block Group 3 – 67.3% LMI Tract 3834.01 Block Group 1 – 76.8% Tract 3834.02 Block Group 1 - 56.9% LMI, Block Group 2 – 64.6% LMI, Tract 3835.01 Block Group 1 – 54.5% LMI, Block Group 2 – 78.0% LMI Tract 3835.02 Block Group 1 – 58.8% LMI, Block Group 3 – 66.2% LMI Tract 3836 Block Group 2 – 67.5% LMI Tract 3839.04 Block Group 3 - 52.4% LMI, Block Group 4 - 54.4% LMI Tract 3840.03 Block Group 3 – 67.9% LMI
	HUD Approval Date:	N/A
	% of Low/ Mod:	Tract 3831.01 Block Group 1 – 75.5% LMI, Block Group 2 – 83.1% LMI Tract 3831.02 Block Group 1 – 76.4% LMI, Block Group 2- 91.9% LMI Tract 3832 Block Group 1 – 91.9% LMI, Block Group 3 – 67.3% LMI Tract 3834.01 Block Group 1 – 76.8% Tract 3834.02 Block Group 1 - 56.9% LMI, Block Group 2 – 64.6% LMI, Tract 3835.01 Block Group 1 – 54.5% LMI, Block Group 2 – 78.0% LMI Tract 3835.02 Block Group 1 – 58.8% LMI, Block Group 3 – 66.2% LMI Tract 3836 Block Group 2 – 67.5% LMI Tract 3839.04 Block Group 3 - 52.4% LMI, Block Group 4 - 54.4% LMI Tract 3840.03 Block Group 3 – 67.9% LMI
	Revitalization Type:	Housing Rehabilitation and Code Enforcement
	Other Revitalization Description:	Arrest deterioration in the City's existing housing stock and stabilize residential neighborhoods by assisting property owners. Enhance living conditions. Improve community experience and livability.
	Identify the neighborhood boundaries for this target area.	The various Tract boundaries are outlined in Appendix X.
	Include specific housing and commercial characteristics of this target area.	Rental housing is the most common housing type, with older units and a higher likelihood of units in disrepair due to higher turnover, absentee landlords, and lower tenant incomes. Older housing is at higher risk of lead-based paint. Overcrowding, physical deterioration, receivership properties, and foreclosed properties are also more likely. Abandoned/blighted properties are due in large part to the difference between incomes and costs of living/rent. The majority of these tracts have been targeted for economic revitalization efforts. Many tracts are within walking distance to the downtown, the commuter rail, and or other major transportation routes. A portion of the tracts are within the two federal Opportunity Zones and are part of the NRSA. There are also brownfields located in the target area. Certain tracts meet the definition of an Environmental Justice neighborhood.
	How did your consultation and citizen participation process help you to identify this neighborhood as a target area?	The Citizen Participation Process highlighted the need for investment and CDBG activities in these areas due to certain economic, housing, and demographic conditions.
	Identify the needs in this target area.	Housing Rehabilitation, Public Facilities, Economic Development, and Public Services
	What are the opportunities for improvement in this target area?	Public Service activities for LMI housing benefit, business technical assistance façade treatment, infrastructure activities, housing rehabilitation, code enforcement, and foreclosed property care.
	Are there barriers to improvement in this target area?	There are language barriers for residents, many of whom speak English as a second language.
2	Area Name:	Downtown Framingham District
	Area Type:	Local Target Area
	Other Target Area Description:	Primarily Downtown Framingham
	HUD Approval Date:	N/A
	% of Low/ Mod:	Approximate concentration of low and moderate income 69%
	Revitalization Type:	Economic Development
	Other Revitalization Description:	Downtown Improvement
	Identify the neighborhood boundaries for this target area.	The area along Rte. 126 and Rte. 135 within Census tracts 3833, 3834.01, 3834.02, 3832, 3831.02, and 3831.01
	Include specific housing and commercial characteristics of this target area.	Rental housing is the most common housing type, with older units and a higher likelihood of units in disrepair due to higher turnover, absentee landlords, and lower tenant incomes. Older housing is at higher risk of lead-based paint. Physical deterioration, receivership properties, foreclosed properties, and vacancy are also more likely. Abandoned/blighted properties are due in large part to the difference between incomes and rent, as well as absentee landlords. The majority of these tracts have been targeted for economic revitalization efforts and have representative body to advocate for their needs. Many tracts are accessible to goods and services including new housing units, the commuter rail, and other major transportation routes. The tracts are near the two federal Opportunity Zones, the NRSA, and the Southeast Framingham neighborhood.
	How did your consultation and citizen participation process help you to identify this neighborhood as a target area?	The Citizen Participation Process highlighted the need for investment and CDBG activities in these areas due to certain economic, housing, and demographic conditions.
	Identify the needs in this target area.	Dilapidated and vacant storefronts, safety concerns, technical assistance for small businesses, employment opportunities, neighborhood stabilization and housing improvement, parking improvements, pedestrian bicycle access, public services, employment opportunities, affordable housing, lack of wayfinding signage, workforce development, and improved access for people with disabilities.
	What are the opportunities for improvement in this target area?	Major assets include access to public transportation, Memorial Hall, the Public Library, the Boys and Girls Club, the Police Station, and multi-cultural businesses. The City can capitalize on what is in the area’s proximity and improve current programming in this respect
	Are there barriers to improvement in this target area?	There are language barriers for residents, many of whom speak English as a second language.
3	Area Name:	Southeast Framingham Neighborhood
	Area Type:	Local Target Area
	Other Target Area Description:	Southeast Framingham
	HUD Approval Date:	N/A
	% of Low/ Mod:
	Revitalization Type:	Public Services, Housing Rehabilitation, Economic Development
	Other Revitalization Description:	Neighborhood Stabilization
	Identify the neighborhood boundaries for this target area.	North Boundary: Mass Bay Transit Authority (MBTA) Railroad Tracks East Boundary: Natick/Framingham Line Southeast Boundary: Sherborn Line West/Southwest Boundary: Bishop/Blandin Avenue with Route 135/Waverly Street, New Haven/Hartford/New York Railroad track to Sherborn Line
	Include specific housing and commercial characteristics of this target area.	Rental housing is the most common housing type, with older units and a higher likelihood of units in disrepair due to higher turnover, absentee landlords, and lower tenant incomes. Older housing is at higher risk of lead-based paint. Overcrowding, physical deterioration, receivership properties, and foreclosed properties are also more likely. Abandoned/blighted properties are due in large part to the difference between incomes and costs of living/rent. The majority of these tracts have been targeted for economic revitalization efforts. Many tracts are within walking distance to the downtown, the commuter rail, and or other major transportation routes. A portion of the tracts are within the two federal Opportunity Zones and are part of the NRSA. There are also brownfields located in the target area. Certain tracts meet the definition of an Environmental Justice neighborhood.
	How did your consultation and citizen participation process help you to identify this neighborhood as a target area?	The Citizen Participation Process highlighted the need for investment and CDBG activities in these areas due to certain economic, housing, and demographic conditions.
	Identify the needs in this target area.	Neighborhood stabilization and housing improvement, improved landscaping and street scape, improved pedestrian/bicycle access, access to public assets, elementary school, access to financial, medical pharmacies and fresh and healthy foods, limited access to public transportation, employment opportunities, lack of wayfinding signage, handicapped accessible sidewalks, public services, improved streets and sidewalks, accessible sidewalks, storefront improvements, and affordable housing.
	What are the opportunities for improvement in this target area?	Major Assets include Mary Dennison Park, Beaver Dam Brook, walkability to the downtown and the commuter rail, and access to certain services for LMI, minority, ESL, and other underserved groups. The City can capitalize on what is in the area’s proximity and improve current programming in this respect
	Are there barriers to improvement in this target area?	There are language barriers for residents, many of whom speak English as a second language.
Table 18 - Geographic Priority Areas

General Allocation Priorities

Describe the basis for allocating investments geographically within the state

Over the course of CDBG’s presence in the City, many individuals, families, and neighborhoods have been assisted by the program in some manner. Applications are reviewed upon receipt to determine the best-qualified project. Projects are then funded only if all application and regulatory requirements have been met. Geographical areas and beneficiaries are a factor in determining the best-qualified project. The City generally expends CDBG funds in areas with highest concentrations of LMI residents. Priority projects and programs are funded if they benefit persons living in LMI census tracts, blocks and neighborhoods. Particular attention is given to activities located in the Downtown, Southeast Framingham, and tracts that are greater than 51 percent LMI (mainly in the Downtown and Southeast). The Housing Rehabilitation program is only for income-eligible beneficiaries (households with income at or below 80 percent AMI). This ensures that funds are expended in a timely, fair manner to those with the greatest needs.

SP-25 Priority Needs[31]

Priority Needs

1	Priority Need Name	Tenant Based Assistance
	Priority Level	High
	Population	Elderly Extremely Low Families with Children Individuals Middle Persons with Developmental Disabilities Persons with Mental Disabilities Persons with Physical Disabilities Public Housing Residents
	Geographic Areas Affected	Jurisdiction
	Associated Goals	Public Services
	Description	To assist extremely low, low-, and moderate-income households remain housed, particularly those with supportive service needs in the community.
	Basis for Relative Priority	Data findings from the Needs Assessment and Market Analysis and information from City staff and citizen participation outreach provide the basis for this priority.
2	Priority Need Name	Economic Development
	Priority Level	High
	Population	Extremely Low Low Moderate
	Geographic Areas Affected	Jurisdiction
	Associated Goals	Economic Development
	Description	To sustain the economic viability and strength of the City by providing local business support and job/workforce training for extremely low, low-, and moderate income individuals. The City continuously works to support workforce and asset development, improve and enhance the appearance of business areas, improve parking and pedestrian access, decrease vacancies, and enhance signage and wayfinding, particularly for Downtown Framingham.
	Basis for Relative Priority	Data findings from the Needs Assessment and Market Analysis and information from City staff and citizen participation outreach provide the basis for this priority.
3	Priority Need Name	Public Services
	Priority Level	High
	Population	Extremely Low Low Moderate Large Families Families with Children Public Housing Residents
	Geographic Areas Affected	Local Target Areas
	Associated Goals	Public Services
	Description	To provide a variety of public service programs (operated by the City or nonprofit partners) for extremely low, low-, and moderate income households and those with supportive service needs in the community. Provision of these services will range from ESL services, to job training, to childcare, and beyond. Priority programs are those outlined at the end of section SP-05.
	Basis for Relative Priority	Data findings from the Needs Assessment and Market Analysis and information from City staff and citizen participation outreach provide the basis for this priority.
4	Priority Need Name	Public Facilities
	Priority Level	High
	Population	Elderly Extremely Low Families with Children Frail Elderly Large Families Low Middle Moderate Persons with Developmental Disabilities Persons with Mental Disabilities Persons with Physical Disabilities Public Housing Residents
	Geographic Areas Affected	Local Target Areas
	Associated Goals	Public Facilities
	Description	To improve the quality of life for extremely low, low-, and moderate-income households as well as the general population through the investment and reconstruction of public infrastructure such as streets, parks, water, sewer, and sidewalks. The City also continues to prioritize the removal of architectural barriers to increase access for those with disabilities.
	Basis for Relative Priority	Data findings from the Needs Assessment and Market Analysis and information from City staff and citizen participation outreach provide the basis for this priority.
5	Priority Need Name	Housing Rehabilitation
	Priority Level	High
	Population	Elderly Extremely Low Families with Children Frail Elderly Individuals Large Families Low Moderate Persons with Mental Disabilities Persons with Physical Disabilities
	Geographic Areas Affected	Local Target Areas
	Associated Goals	Housing Rehabilitation
	Description	To preserve, maintain, and improve the accessibility of the affordable housing stock for extremely low, low-, and moderate-income households and those with long-term support needs and disabilities. Rehabilitation of the existing housing stock is critical to the health and safety of residents, and it stabilizes neighborhoods.
	Basis for Relative Priority	Data findings from the Needs Assessment and Market Analysis and information from City staff and citizen participation outreach provide the basis for this priority.

Table 19 – Priority Needs Summary

Narrative (Optional)

Framingham’s Department of Planning and Community Development (PCD) focuses on creating and improving affordable housing, economic development opportunities, public facilities, and social services across the city. This is the most effective way to address the needs of the non-homeless special needs populations, those without adequate access to services, the homeless, and LMI households. It is also an effective way to grow the household wealth of those who are LMI, gradually allowing for the movement into higher income tiers and self-sufficiency. These objectives coincide with those of HUD’s Community Planning and Development (CPD) Outcome Performance Measurement System: providing decent housing, creating suitable living environments, and creating economic opportunities.

SP-35 Anticipated Resources

Introduction

The City anticipates receiving approximately $495,542 in annual allocation funds between 2026 and 2023. This funding of roughly $2,500,000 over the next five years is to support economic development, public facilities, administration, public services, and housing rehabilitation - including code enforcement. The City maximizes the impact of its CDBG funds by encouraging partners to leverage additional dollars, strongly encouraging the leveraging of non-federal resources. Other grants secured in the community will be used to forward CDBG goals outlined in this Strategic Plan when feasible.

Anticipated Resources

Program	Source of Funds	Uses of Funds	Expected Amount Available Year 1				Expected Amount Available Remainder of ConPlan $	Narrative Description
			Annual Allocation: $	Program Income: $	Prior Year Resources: $	Total:

CDBG	Public-Federal	Administration and Planning Public Services Economic Development Public Facilities Housing and Rehabilitation	$495,542	X	X	$495,542	X	Funds are expected to be annually allocated as follows: 20% for Administration; 15% for Public Services; the remaining is focused on the uses in this chart. The City of Framingham anticipates CDBG funds will leverage additional resources. Please see narrative following this priority table.

Table 20 - 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

Framingham’s CDBG funds are usually matched with private, state and local resources to make activities possible, this is particularly true concerning public services and their 15 percent cap. Recipients of CDBG funds must demonstrate funding leverage through the request process; the Department of Planning and Community Development (PCD) does not directly leverage these funds. For example, the CDBG Sign and Façade improvement program reimburses businesses or property owners a portion of the total cost. The Housing Rehabilitation Assistance Program often leverages MassHousing’s “Get the Lead Out” funds when lead remediation is required in housing projects. The Department of Planning and Community Development also leverages staff administrative and activity delivery costs against municipal general pool funding to support service delivery. Public Facilities improvement costs often exceed the total cost, causing a reliance on local/state capital funds to complete projects. In FY23, for every one dollar of CDBG funds spent for the projects the public grant recipients leveraged an additional $25 to successfully run their projects. All of the grant recipients provided close to $1.2 million in matching funds to carry out their work.

Framingham anticipates that CDBG funds will continue to leverage additional resources. Non-entitlement funds used to further the goals of the Strategic Plan may include private foundations, organizations, and individuals. The following leveraged resources are anticipated during the ConPlan period:

City General Funds: The annual city budget commits resources for the priority activities including public parks, facilities, infrastructure, and the Health Department.
Community Preservation Act (CPA): The city adopted the CPA in 2020 that provides an additional resource to fund open space and recreation, affordable housing, and historic preservation activities.
State Parkland Acquisitions and Renovations for Communities (PARC) Grant Program: The PARC Program was established to assist cities and towns in acquiring and developing land for park and outdoor recreation purposes. These grants can be used by municipalities to acquire parkland, build a new park, or to renovate an existing park.
Other State Grants: The City has previously received a variety of state grants including grants from MassDEP, MassDot, MA Executive Office of Energy and Environmental Affairs, MassTrails, and Mass Development.
State Affordable Housing Resources: Affordable Housing Developments are likely to utilize a variety of state housing resources including Housing Bond funds, State Tax Credits, Historic Tax Credits and the Massachusetts Rental Voucher program. MassHousing, Massachusetts Housing Partnership and MassDevelopment provide valuable resources for community, housing, and economic initiatives in Framingham.
Tax Increment Financing (TIF): The City has offered tax incentive agreements to businesses and developers to provide an incentive for large-scale transformative investments in the community. Framingham accesses two state-authorized TIF programs that encourage economic development, the Economic Development Incentive Program (EDIP) for commercial properties and the Urban Center Housing TIF (UCH-TIF) program which encourages revitalization of commercial centers through housing development.
Opportunity Zones: The Opportunity Zone Program is a federally established program to provide investment incentives for certain census tracts. This is a tool to encourage growth in low-income communities. Two census tracts in Southeast Framingham have been approved as Opportunity Zones. The area also participates in the federal HUBZone program to provide small business growth assistance through federal contract awards.
HUBZone Program: The HUBZone program fuels small business growth in historically underutilized business zones by awarding federal contract dollars. Four census tracts in and around Southeast Framingham are designated as Qualified HUBZone Census Tracts by the Department of Housing and Urban Development (HUD) based on poverty and household income criteria.
Federal Affordable Housing Resources: Affordable Housing Developments are likely to utilize Low-Income Housing Tax Credits, Historic Tax Credits, Housing Trust Funds, and Federal Home Loan Funds.
Other Federal Grants: U.S. Environmental Protection Agency (EPA) for EPA Brownfields Assessment. The United States Environmental Protection Agency (EPA) provides the City of Framingham with funds to assist property owners investigate environmental conditions on qualifying sites in Framingham which are being considered for redevelopment. Funds are intended to kick-start a redevelopment process that ultimately results in new development with the goals of stabilizing neighborhoods, adding jobs and homes, and increasing the City's tax base.
Philanthropy: Private funding from national, state, and local funders including the United Way and private foundations, and private donors.
Section 8 Funds: Section 8 is administered by the Framingham Housing Authority and provides rental subsidies.
Continuum of Care Funds: Project funds awarded to non-profit human service providers to assist in housing and services to homeless persons.

If appropriate, describe publicly owned land or property located within the state that may be used to address the needs identified in the plan

The City may use publicly owned land or property to address needs identified in this Consolidated Plan. A list of potentially appropriate targets for redevelopment, some of which are City-owned, has been reviewed other City Staff as potential candidates for economic development investment. The use of publicly owned properties will address the need for safe, affordable housing and for increasing access to recreational activities for City residents.

Discussion

Framingham actively seeks opportunities to leverage local and state funding with federal CDBG funds for the preservation of affordable housing, improvement of social services, public infrastructure/facility upgrades, and for assistance to businesses and labor force training. It has proven very difficult in the past years to expand programming due to the City’s small CDBG allocation.

SP-40 Institutional Delivery Structure[32]

Explain the institutional structure through which the jurisdiction will carry out its consolidated plan including private industry, non-profit organizations, and public institutions.

Responsible Entity	Responsible Entity Type	Role	Geographic Area Served
Advocates	Nonprofit Organization	Community Development Public Services	Jurisdiction, Local Target Areas
Balance Of State Continuum Of Care	Institution	Homelessness Public Services	Jurisdiction, Local Target Areas
Big Brother Big Sisters of Central Mass and MetroWest	Nonprofit Organization	Community Development Public Services	Jurisdiction, Local Target Areas
Brazilian American Center (BRACE)	Nonprofit Organization	Community Development Public Services	Jurisdiction, Local Target Areas
Circle of Hope	Nonprofit Organization	Homelessness Public Services	Jurisdiction, Local Target Areas
City of Framingham - Microenterprise Assistance Program (MAP)	Government	Economic Development	Jurisdiction, Local Target Areas
City of Framingham - Department of Public Health	Government	Community Development Public Services	Jurisdiction, Local Target Areas
City of Framingham - Department of Public Works	Government	Public Facilities	Jurisdiction, Local Target Areas
City of Framingham - Park & Recreational Department	Government	Community Development Public Services	Jurisdiction, Local Target Areas
City of Framingham - Community & Economic Development Division	Government	Community Development Economic Development Public Services Neighborhood Improvements Public Facilities Non-homeless Special Needs Affordable Housing Ownerships Rental Planning	Jurisdiction, Local Target Areas
City of Framingham - Inspectional Services Department	Government	Community development Neighborhood Improvements	Jurisdiction, Local Target Areas
City of Framingham- Department of Planning and Community Development	Government	Economic Development Neighborhood Improvements Non-Homeless Special Need Ownership Planning Public Facilities Public Services Rental	Jurisdiction, Local Target Areas
Community Connections/Framingham Coalition	Nonprofit Organization	Community Development Public Services	Jurisdiction, Local Target Areas
Downtown Framingham Inc.	Nonprofit Organization	Economic Development	Jurisdiction, Local Target Areas
Framingham Adult ESL Program	Nonprofit Organization	Public Services	Jurisdiction, Local Target Areas
Framingham Callahan Senior Center	Government	Non-homeless Special Needs	Jurisdiction, Local Target Areas
Framingham Hoops & Homework	Nonprofit Organization	Community Development Public Services	Jurisdiction, Local Target Areas
Framingham Housing Authority	PHA	Public Housing	Jurisdiction, Local Target Areas
Framingham Public High School Resiliency for Life Program	Public Institution	Community Development Public Services	Jurisdiction, Local Target Areas
Framingham Public Library - Literacy Unlimited	Nonprofit Organization	Community Development Public Services	Jurisdiction, Local Target Areas
Fresh Start Furniture Bank	Charity	Homelessness Non Homeless Special Needs Ownership Rental	Jurisdiction, Local Target Areas, Region
Greater Framingham Community Church	Nonprofit Organization	Non homeless Special Needs	Jurisdiction, Local Target Areas
HOPE (Healthy Options for Progress Through Education)	Nonprofit Organization	Community Development Public Services	Jurisdiction, Local Target Areas
I Believe Academy	Nonprofit Organization	Community Development Public Services	Jurisdiction, Local Target Areas
Jewish Family Services of MetroWest	Nonprofit Organization	Community Development Public Services	Jurisdiction, Local Target Areas
Massachusetts Alliance of Portuguese Speakers (MAPS)	Nonprofit Organization	Community Development Public Services	Jurisdiction, Local Target Areas
MetroWest Mediation Services	Nonprofit Organization	Community Development Public Services Public Facilities	Jurisdiction, Local Target Areas
MetroWest YMCA	Nonprofit Organization	Community Development Public Services Public Facilities	Jurisdiction, Local Target Areas
Pearl Street Cupboard and Café at Park	Nonprofit Organization	Community Development Public Services	Jurisdiction, Local Target Areas
Pelham Ii Corp.	Nonprofit Organization	Community Development Public Services	Jurisdiction, Local Target Areas
South Middlesex Opportunity Council (SMOC)	Nonprofit Organization	Economic Development Homelessness Ownership Rental Public Services	Jurisdiction, Local Target Areas
United Way of Tri-County	Nonprofit Organization	Community Development Public Services	Jurisdiction, Local Target Areas

Table 21 - Institutional Delivery Structure

Assess of Strengths and Gaps in the Institutional Delivery System

Framingham has a comprehensive network of experienced housing and social service agencies, City staff, and business organizations/professionals to address community needs. These organizations and the government work collaboratively to share resources and strategically plan for the future, emphasizing the provision of opportunities to those with the greatest need while meeting national objectives. The City outlines strategies, actions, and resources in the Strategic Plan to meet the goals and outcomes of the Five-Year Consolidated Plan and subsequent Annual Action Plans. The Department of Planning and Community Development continues to provide technical assistance to local agencies for CDBG activities. The Department is the information resource center for housing and community development issues and new development strategies. There is also a Community Development Coordinator who oversees the implementation and monitorization of CDBG programming and the Strategic Plan, meeting with partners and the community to ensure goals are being met. The City has identified the following strengths in the institutional delivery system: diversity of participating organizations including City departments, private non-profits, and public agencies, and the collaboration to meet the needs of LMI populations. Gaps in the system were identified as: the complexity and number of regulatory requirements added to lean programs and for organizations to meet present ongoing challenges. To develop institutional structure, the City of Framingham will continue the following work:

Collaborate with EOHLC on enhancing the coordinated entry system, the standard assessment tool for implementing and supporting statewide homeless services that facilitates acceleration of placement of homeless individuals and families.
Hold an orientation to familiarize nonprofit agencies with program regulations.
Make site visits to monitor progress and requests quarterly reports to track program development.
Schedule project-scoping meetings and provide technical assistance to partners so they meet program requirements from the project identification phase through completion.
Establish relationships with new agencies to create more opportunities for the community.
Continue to sit on the Latino Health Insurance Program’s committee that focuses on discussing and promoting the health of older adults through sharing and identifying challenges, best practices and strategies around improving their health and wellbeing.
Hold aging in place information sessions educating seniors and persons with disabilities on how design changes and adjustments can make homes easier to access and supportive of independent living.
Encourage the Fair Housing Committee to continue submitting accessibility conscious recommendations to the Planning Board on under-review projects.

Availability of services targeted to homeless persons and persons with HIV and mainstream services

Homelessness Prevention Services	Available in the Community	Targeted to Homeless	Targeted to People with HIV
Homelessness Prevention Services

Counseling/Advocacy	X	X	X
Legal Assistance	X	X
Mortgage Assistance	X	X
Rental Assistance	X	X
Utilities Assistance	X	X

Street Outreach Services

Law Enforcement	X	X
Mobile Clinics
Other Street Outreach Services	X	X

Supportive Services

Alcohol & Drug Abuse	X	X
Child Care	X	X
Education	X	X
Employment and Employment Training	X	X
Healthcare	X	X
HIV/AIDS	X		X
Life Skills	X
Mental Health Counseling	X	X
Transportation	X	X

Other

Other	X

Table 22 - 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)

Framingham has a number of resources for homeless and chronically homeless individuals and families. Major service providers include SMOC, Pathways, and the Wayside Youth and Family Support Network. SMOC services adolescent families, individuals, families, domestic violence victims, and those with HIV/AIDS. The Framingham Department of Veteran’s Services and the Framingham Health Department assist veterans and their families in the community. Wayside Community Programs assists the youth and their families. Pathways Family Shelter, Voices Against Violence, the Framingham Housing Authority, and Framingham Legal Services each service individuals and families. SMOC and New Beginnings offer specific services for those with HIV/AIDS.

Many of these organizations are servicing local and regional populations, offering additional services such as job training, housing, and counseling/mental health services. Many are also participants in the Balance of State Continuum of Care (BoS CoC). The BoS CoC (through its participating organizations and jurisdictions) is the primary provider of affordable housing and services for homeless veterans and their families, those with HIV/AIDS, and unaccompanied homeless youth. This housing includes Permanent Supportive Housing, Transitional Housing, and Emergency Shelter. The incorporated services help participants achieve long-term housing stability. Clients are often paired with case managers who provide assistance with financial management, tenancy issues, access to employment programs, transportation, food, medical and mental healthcare. Case managers identify resources and make referrals and placements. Governments and housing authorities also partner with the BoS CoC to create affordable housing opportunities via unit provision and rental subsidies, particularly housing with the supportive services needed for homeless special needs populations.

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

The service providers and public and private organizations in the BoS CoC have a coordinated approach to addressing the needs of the homeless and chronically homeless. The BoS CoC prioritizes the issue of homelessness, particularly in Framingham, and is dedicated to preventing every individual from becoming homeless. If they do become homeless, BoS CoC ensures the experience is rare, brief, and one-time.

Services for special needs populations are provided by single-focus advocacy/services groups such as ARC of Metro West and the Department of Developmental Services. This is complemented by organizations such as Advocates, Wayside Youth and Family Support, SMOC, and the Framingham Housing Authority, who also offer housing and supportive services to these populations. Community Development staff participate on various task forces and committees with local service providers. The City also works with the EOHLC to collect data for addressing need. Monthly workshops are held by the City with providers to discuss specific homeless needs as they evolve. Lastly, the City administers the Tenant Based Rental Assistance (TBRA) program which provides the security deposit and first month’s rent to income-eligible residents, including homeless households.

Gaps begin to form in the system as those in need of services age. The City does not receive federal funds to assist with homeless prevention but is the home to many important providers that support these populations; funding is given to specific providers through the CoC grant. The City collaborates with DHCD BoS CoC to address needs and issues, specifically during meetings between the police, providers, and municipal staff regarding unsheltered homelessness in the Downtown. This continues to be an area of concern as the Downtown attracts more residential, commercial and mixed-uses; the issue was mentioned on multiple occasions during the Citizen Participation Process.

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.

Framingham will continue to capitalize on the strengths of its institutional structure, providing resources and encouraging information-sharing to overcome gaps in service delivery. The City will work closely with the West Metro HOME Consortium (WMHC) on housing and homelessness issues. Framingham participates in the WMHC with twelve other cities/towns. The Consortium’s responsibilities include establishing housing policies, determining fund allocation, remaining current on local, state, and federal housing issues, advocating for local, state, and federal policies that promote affordable housing in the region, and acting as a liaison to their local housing committees. Framingham will also work closely with the BoS CoC and its 114 other municipalities. Community Development staff work with committees, boards and commissions to implement the Consolidated Plan in accordance with the BoS, engaging public and assisted housing providers, public services providers, and financial institutions. This allows for a comprehensive approach to identifying priorities and delivering services. SMOC is the Community Action Agency and the Regional Administration Agency for Section 8, MRVP, RAFT, and HCEC. EOHLC administers the HMIS and gives access to agencies providing homelessness-related services, such as SMOC. The institutional structure for developing and managing CDBG funds is broad-based and integrates many organizations. Recipients utilize resources from government agencies, private lenders, nonprofit, and for-profit organizations to provide gap funding for housing and community development and meet goals. They guide these activities through their policies, program guidelines, and in the case of the local housing authorities, through provision of housing units, vouchers, and services. Sometimes, government agencies can take on the roles of investors when a service is provided by nonprofit and for-profit organizations. Nonprofit and for-profit providers, in turn, develop affordable housing projects, offer supportive services, monitor ongoing activities, and influence the type of projects built and services offered. Private lenders can also play an institutional role within the delivery system by providing financing and or acting as a channel for the delivery of services to investors. The relationship among these stakeholders forms the basis of the housing and community development delivery system. Coordination is carried out by the organizations receiving funds through CBDG, and the City provides support for these efforts.

SP-45 Goals

Goals Summary Information

Sort Order	Goal Name	Start Year	End Year	Category	Geographic Area	Needs Addressed	Funding	Goal Outcome Indicator
1	Public Services	2026	2030	Non-Housing Community Development	Jurisdiction	Public Services	CDBG: $375,000	Public service activities to address low/moderate income housing benefit: 2,000
2	Economic Development	2026	2030	Non-Housing Community Development	Jurisdiction	Economic Development	CDBG: $375,000	Facade treatment/business building rehabilitation: 20 businesses Microenterprise Assistance Program: 10 businesses Business technical assistance: 650 businesses
3	Public Facilities	2026	2030	Non-Housing Community Development	Jurisdiction	Infrastructure	CDBG: $500,000	Public facility or infrastructure activities other than low/moderate income housing benefit: 50,000 persons
4	Housing Rehabilitation	2026	2030	Affordable Housing Non-Housing Community Development	Jurisdiction	Housing Rehabilitation	CDBG: $500,000	Homeowner housing rehabilitated: 10 households Health and housing code enforcement/Foreclosed property care:
5	Administration	2026	2030	Administration	Jurisdiction		CDBG: $500,000	Program administration that equitably allocates funding to the benefit of low- and moderate- income residents

Table 23 – Goals Summary

Goal Descriptions

	Goal Name	Goal Description
1	Public Services	Improve the quality of life for low and moderate-income people by subsidizing with CDBG funding the provision of public services.
2	Economic Development	Enhance the quality of life for low- and moderate-income people by improving economic conditions for small businesses in Downtown Framingham.
3	Public Facilities	Upgrade public infrastructure to prolong the durability of local facilities (streets, sidewalks, parks, public facilities) and strengthen neighborhoods that primarily serve low- and moderate-income residents, making them accessible to people with disabilities.
4	Housing Rehabilitation	Arrest deterioration in the City's existing housing stock and stabilize residential neighborhoods by assisting property owners. Enhance living conditions. Improve community appearance and livability.
5	Administration	Administer and manage the CDBG program.

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)

An estimated 200 extremely low-income, low-income, and moderate-income families will be provided affordable housing throughout the duration of this Consolidated Plan according to the CDBG Program Manager.

SP-65 Lead-based Paint Hazards - 91.415, 91.215(i)

Actions to address LBP hazards and increase access to housing without LBP hazards

Housing rehabilitation often involves lead paint remediation. Lead paint is common in older housing, namely homes built before 1980. Older homes are more likely to be in LMI areas. The Department of Planning and Community Development works with federal, state, and local agencies to integrate leadpaint hazard reduction measures into housing policies and programs, including child welfare agencies. The Department fully implements de-leading procedures and protocols as required and directed by HUD.

Traditionally, Framingham has addressed lead hazards through the City’s rehabilitation program. The Health and Inspectional Services Department and the Building Department test rental units for lead upon the request of tenants with children under six years of age, tenants who suspect lead paint in a dwelling unit predating 1978, or if a child’s test shows elevated blood levels. The Health and Inspectional Services Department works closely with the Massachusetts’s Department of Public Health’s (DPH) Childhood Lead Poisoning Prevention Program (CLPPP).

If there is a potential lead-based paint hazard, appropriate remedial action is taken as part of the homeowner rehabilitation work and conducted in accordance with federal regulations. A certified contractor is responsible for the remediation procedures. The Community Development office distributes the EPA/HUD “Protect Your Family from Lead in Your Home” pamphlet and provides information to every rehabilitation loan recipient. Lead safe work practices are required for all projects, even those that do not involve lead remediation. Although the rehabilitation program will be discontinued in FY25, there are three prior projects nearing completion that include lead remediation. The city will consider reinstating the rehabilitation program in future years and/or limiting the application criteria to lead remediation cases.

How are the actions listed above integrated into housing policies and procedures?

In Framingham, lead paint testing is conducted on each property built prior to 1978 that is assisted with federal funds. These homes have the potential to contain lead paint, which was not banned until 1978. There is a significant chance that low to moderate income renters may live in older, poorly maintained buildings, which increases the risks associated with lead paint. Lead risk assessments are completed for all housing units receiving assistance through CDBG and HOME. When conditions are found which indicate a potential lead-based paint hazard, appropriate remedial action taken and all lead work is conducted in accordance with federal regulations and performed by a certified contractor. As mentioned previously, the Health and Inspectional Services Department collaborates with the DPH to share information and resources on LBP hazards.

SP-70 Anti-Poverty Strategy

Jurisdiction Goals, Programs and Policies for reducing the number of Poverty-Level Families

The purpose of the Anti-Poverty Strategy is to establish goals that help individuals and families rise out of poverty and into a better quality of life. To ensure success, Framingham continues to allocate the maximum allowable amount of funding (15 percent of yearly CDBG allocation) to public services. Public Service programs can range from workforce development to education services, childcare, and job readiness, with emphasis on the youth population. Through the implementation of the Strategic Plan, the City strives to make an impact on the reduction of the number of families with incomes at/below the area’s poverty level. The city also plans to use its membership in the West Metro HOME Consortium to dedicate HOME funds to assisting low-income households transition out of poverty through programs such as rental assistance and new affordable unit production.

There are several anti-poverty programs and services offered by local/regional providers within Framingham. While the City’s efforts have meaningfully impacted households transitioning out of poverty, there are other agencies supported by CDBG that specialize in addressing this issue. The region’s anti-poverty agency, SMOC, has a number of resources that assist households in moving toward self-sufficiency:

Adult addiction and mental health service programs rooted in behavioral health;
Housing assistance and advocacy services such as an alternative rental voucher program, appliance management program, a heating system repair/replacement program, a fuel assistance program, and a home modification loan program;
Commercial and multi-family weatherization services;
Job training and workforce development through the Mobile Stabilization Team, Joan Brack Adult Learning, the Young Parent Program, and the Green Jobs Academy;
The WIC (Women, Infants & Children) Nutrition Program;
The Young Adult Residential and Case Management Program;
The Family Self-Sufficiency and Family Unification Programs; and
Scattered site and rental housing opportunities including Mainstream Housing, Massachusetts Rental Voucher Program (MRVP), Single Adult Emergency Housing, emergency housing for women/victims of domestic violence, and Housing Opportunities for People with AIDS (HOPWA).

The Economic Development and Industrial Corporation and the Department of Planning and Community Development assist Downtown Framingham Inc. by administering CDBG funds for business development initiatives, especially activities to attract and maintain businesses to the Downtown. One such program is the Downtown Commercial Sign & Façade Program. The fundamental goal for the Downtown continues to be the expansion of economic opportunities for LMI residents and employers. The City is unceasingly trying to find practical ways for services and resources to help reverse the effects of poverty through:

Development of an inventory of municipal services that impact and improve the quality of life of poor people as well as chances for self-advancement and self-sufficiency;
Convening of a task force of key leaders to examine the feasibility for policy change; and
Creating a strategy, campaign, and timetable for bringing about practical, incremental change.

How are the Jurisdiction poverty reducing goals, programs, and policies coordinated with this affordable housing plan

Poverty-reducing programs and policies are coordinated with this Consolidated Plan because they are incorporated into the programmatic requirements, funding allocation structure, and goals for 2026- 2030. The city will provide 15 percent of its CDBG allocation to public services, with funds being used to support local non-profits in providing affordable housing, job training and education, and concomitant health and wellness activities. The City’s anti-poverty efforts complement its plans to preserve and improve existing affordable housing by providing housing stability and resources for LMI households. Framingham will continue to pursue a strategy in line with this Consolidated Plan to reduce the number of households with incomes below the poverty line through actions that include the following:

Formulation and implementation of policy regarding preference to housing clients in CDBG funded public service activities;
Studying and devising policies contingent upon comprehensive service planning and maximum cross enrollment of housing clients;
Initiating inventory of municipal services and policies affecting the poor including such activities as family self-sufficiency programs of Framingham Housing Authority and South Middlesex Opportunity Council (DHCD Regional Rental Assistance Contractor); Head Start (SMOC); and workforce development initiatives;
Renewing efforts by the City to enforce provisions of Section 3 of the Community Development Act; and
Developing consciousness-raising programs targeted to municipal officials.

SP-80 Monitoring

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 Framingham conducts monitoring reviews to determine whether programs supported by HUD funds are being carried out in accordance with the Consolidated Plan and federal regulations in a timely manner. Monitoring is conducted on a regular basis (at least once a year) to ensure that statutory and regulatory requirements are being met. This includes efforts to ensure long-term compliance with housing codes, particularly in terms of housing rehabilitation, homebuyer assistance, and other housing development activities.

Pre- and post-inspections are completed by staff of the housing rehabilitation program who have knowledge of codes and CDBG/HOME program requirements. The City then assesses progress toward client benefit goals within the timetables cited in the Consolidated Plan and Annual Action Plan. Reporting forms similar to Consolidated Plan tables are used to measure performance relative to goals.

Monitoring by the Department of Planning and Community Development shall include review to ensure that information is being submitted to a HUD cash and management information system, and that information is correct and complete. Community Development staff will meet with designated provider agencies (formal sub-recipients and others) to review the development status of planned projects including timeliness of expenditures. Documentation of status will be sought through quarterly reports and on-site visits. The Department, in cooperation with local sub-grantees, will identify significant variances from planned performance targets and compliance deficiencies. Technical assistance will be given where a) required and b) possible. Phased corrective action plans will be formulated as required.

[30] 91.415, 91.215(A)(1)

[31] 91.415, 91.215(a)(2)

[32] 91.415, 91.215(K)