The City of Jamestown, New York, is located in southern Chautauqua County on the southern shore of Chautauqua Lake, approximately 75 miles from Buffalo. The City of Jamestown is the largest urban center (8.9 square miles) in the County with a 1990 population of 34,681. The City has historically served as a focal point for the development of the entire surrounding region. While once heavily reliant on manufacturing of durable goods, the City has seen its economic base shift towards smaller businesses and service sector operations.
The City of Jamestown's Consolidated Plan describes and prioritizes the community's housing and non-housing community development needs. It includes a One-Year Action Plan for spending approximately $1,844,000 of Community Development Block Grant (CDBG) and program income in 1995. These funds are programmed for a wide variety of housing rehabilitation, economic development, infrastructure improvement, public services and planning activities.
The development of the 1995 Consolidated Plan was coordinated by the Jamestown Department of Development, which administers the City's CDBG Program. The City's extensive public input process included an open public forum on January 18, 1995 and at least eight meetings with various community groups. An extensive mailing list was utilized to help inform the public of these meetings. Briefings and consultations were also held with the City Council and other City department heads. Some of the participants in the process also included the leaders of the communities adjacent to the City of Jamestown, the Chautauqua County Department of Health and the Jamestown Housing Authority.
Two public hearings were held during the consolidated planning process. The public hearing held on February 28, 1995 was devoted to general public input regarding the Consolidated Plan, while the hearing held on April 3, 1995 was reserved for the presentation of the draft Consolidated Plan and related public comment. Notice to the public regarding both of these public hearings was published in the Jamestown Post- Journal and additional publicity was generated by news releases to both the print and electronic media.
The draft Consolidated Plan was released for public review on April 3, 1995
for a thirty-day public review period. A summary of the draft plan including
the amount of anticipated development assistance and the range of proposed
activities was published in the Jamestown Post-Journal on April 7 and April 8,
1995. The Plan was approved by the Jamestown City Council on May 8, 1995.
The City of Jamestown is a traditional "rust belt" community which experienced significant economic dislocations during the 1970s and 1980s. While the City's economic base has been based traditionally in manufacturing of durable goods, economic activity has become increasingly service-oriented in recent years. As a result, the City has an abundance of former industrial sites and structures which are no longer cost-effective or practical to develop "as is".
According to the 1990 Census, the population is currently 34,681, which
represents more than a 3% decrease from the 1980 figure of 35,775. The median
family income was $20,582, which is lower than the New York State median income
figure. The 1990 Census per capita income figure was $10,731 for City
residents. Approximately 5% of the population is made up of ethnic minorities
which represents an increase over the past 10 years. The per capita income
figure for Jamestown's minority population was 23% lower ($8,293) than the
citywide figure.
The relative decrease in the number of well-paying industrial jobs in the City of Jamestown has had serious repercussions on general conditions within the community. While manufacturing jobs have made a slight rebound over the past year, there are still 600 fewer jobs in the MSA that there were eight years ago in the City. Although there were 14,900 manufacturing jobs in 1986, there were only 14,300 in 1995...down from a high of 16,200 in 1990. On the other hand, non-manufacturing jobs in the MSA have increased somewhat in numbers, from 40,800 in 1987 to 41,900 in 1995. However, a significant portion of these non-manufacturing jobs are in the wholesale and retail trade sectors which have average wages of $21,349 and $10,030, respectively. By contrast, the average manufacturing wage is $25,054. As a result of these trends, many households have found that their ability to become homeowners and their options in terms of rental housing quality have become diminished. This appears to be particularly true for minority households and disabled persons, who tend to have lower than average incomes.
The analysis of the City's housing needs conducted during the consolidated planning process resulted in the identification of a number of critical housing needs in the Consolidated Plan:
Owner-occupied housing units still represent over half of all occupied units in the City, although homeownership rates have declined over the past few years. In general, the Jamestown housing market is characterized by high vacancies and substandard conditions, especially in the rental stock. Vacancies tend to be highest among one-bedroom units. By contrast, vacancies appear to be quite low for larger rental units. However the available larger units tend to be in inferior condition. Local rental costs, while still lower than the national average, have risen faster than the national average in the past few years. Sales prices are also lower than the national average, but are still out of reach for many Jamestown residents.
Of all income groups, very low-income and low-income households have the highest percentage of affordable housing problems. These problems are the most concentrated among non-elderly renting families, especially larger families. Overcrowding is also a problem for large renting families, especially for those of extremely low income. Very low and low income homeowners are also the most vulnerable of all homeowners for housing problems, especially minority homeowners. For moderate income groups, housing problems arc somewhat more common for homeowners than for renters, and first-time homeownership opportunities are a pressing concern.
There is currently a lack of any comprehensive data concerning homelessness specifically within the City of Jamestown. However, the available data for Chautauqua County as a whole demonstrates that homelessness has been a persistent problem in the past few years. At present, available statistics indicate that homelessness appears to be most prevalent among female headed households, although it is also present among single persons and youth.
Emergency shelter within the City is currently provided by three facilities. The Union Gospel Mission, which houses men only, has a twenty bed capacity. The Mission also provides emergency food and an on-site evening meal program to all patrons, The Agnes Home, which is operated by the Salvation Army, has a thirteen bed capacity. Shelter services are limited to women who are fifteen years, eleven months of age or older and their children (including male children up to the age of 15). A wide variety of support services are provided including food, clothing, health care, counseling, advocacy, and child care. The Safe Housing for Runaways has a twelve bed capacity, and serves homeless clients under the age of 18. In addition to assistance with food and clothing needs, case management services are provided as well as advocacy representation in the family courts.
The most important need areas identified within the Consolidated Plan are as follows:
Public Housing in the City of Jamestown is currently limited to two projects
serving senior citizens and/or disabled persons (217 units). Assisted housing
projects include five complexes serving senior citizens (239 units) and two
projects serving families (159 units).
The condition of these units is generally considered good.
According to Chautauqua Opportunities, Inc. there are approximately 300 units in the City of Jamestown subsidized through the New York State Division of Housing and Community Renewal (DHCR), 120 through the Jamestown Housing Authority, and 50 through rent vouchers. At present, only a fraction of the very low and very low income households in the City receive Section 8 rental assistance and the number of households on the Section 8 waiting list exceeds the total number of Section 8 units currently assisted. The average waiting period is approximately three years, and the overwhelming majority of persons on the waiting list are of very low income.
An analysis of the City of Jamestown's housing-related public policy suggests that regulatory statutes, ordinances, regulations, and administrative procedures and policies play a minimal or negligible role in impeding the development, maintenance, or improvement of affordable housing. In general, it is perceived that the most significant public issue effecting housing affordability in the City of Jamestown is high property taxes.
The City of Jamestown is currently completing a study of impediments to Fair Housing choice within the community. Preliminary evidence suggests that problems are the most prevalent among larger families (especially those receiving social service assistance) and Blacks. These problems appear to be the most focused in the rental housing market.
The City of Jamestown has one of the oldest housing stocks in the State of New York with 68% of all housing units constructed before 1940 (1990 Census figure). Approximately 31% of the pre-1940 housing stock is occupied by low income renters. As a result, the potential for lead-based paint hazards are a significant problem in the City. Out of the 16,351 housing units in the City, it is estimated that approximately 10,350 are at high risk for lead-based paint hazards. Between 1992 and 1994, 329 (20.9%?) of the 1574 Jamestown children tested were determined to have blood lead levels of 10 ug/dl or above. Of these 329 children, 80 (24.3%) tested positive for 20 ug/dl or above. For cases in which blood lead levels of 20 ug/dl or above are detected, Title X of the NYS Public Health Law and Subpart 67-2 of the NYS Sanitary Code mandates that lead hazards be abated within a specified time frame after notice and demand has been issued (30 days in Chautauqua County). In 1994, four single family homes in the City of Jamestown were inspected by the Department of Health, three of which were rental units and subsequently abated (the fourth was not a mandatory abatement). In addition, 31 multi-unit dwellings were inspected, 21 of which required abatement.
Community Development Needs that were identified as a result of the citizen participation and were ranked as a HIGH priority need level are as follows (some of the proposed activities in the Annual Action Plan may touch on more than one community development need priority):
The City of Jamestown's 1995 Consolidated Plan, through the efforts of numerous individuals, groups and organizations, takes a comprehensive look at the needs of the community. The overall goal within the City's Strategic Plan is to improve the quality of life for all Jamestown residents, especially those of lower income, through a multi-faceted plan that addresses both housing and non-housing development needs.
The most pressing housing development objectives and priorities are those related to the needs of lower income tenants and homeowners, and the maintenance and expansion of the affordable housing stock. Community development objectives and priorities include a wide range of economic and neighborhood development activities.
Priorities to provide direct financial assistance to very low and low income renter households by continuing to provide rehabilitation services and rental assistance.
Priorities to expand the supply of affordable, code conforming larger housing units to accommodate the needs of larger families low income families, so as to prevent overcrowding.
Priorities to improve owner-occupied units by providing direct financial assistance for rehabilitation of low income owner unites. These efforts will help preserve the housing stock for future generations and reinforce long-term neighborhood stabilization efforts.
Priorities to address serious needs in the area of public facilities within the City by directing financial resources to assist the re-establishment of the senior center, development of additional youth centers and neighborhood facilities and promotion of efforts to expand current child care centers.
Priorities to improve parking facilities serving the downtown retail operations by undertaking a detailed analysis of the current situation which would focus on the long term needs associated with the changing downtown landscape.
Priorities to address infrastructure improvement needs will include improvements to the City's solid waste disposal system, storm water and flood drainage systems and specific neighborhood projects such as street and sidewalk improvements.
Priorities to enhance overall economic development efforts through the continued provision of technical assistance to local business owners and entrepreneurs looking to expand existing operations or creating new enterprises. The redevelopment of the many former industrial properties through the identification of an increase number of financing options for such sites.
The City of Jamestown supports a policy promoting greater economic development coupled with job training as the best strategy for reducing the number of households below the poverty line. These job training and economic development initiatives will be coordinated with general community revitalization and housing rehabilitation efforts, where appropriate, though such organizations such as the Jamestown Department of Development, the Jamestown Urban Renewal Agency, the Jamestown Housing Authority, the Jamestown Housing Partnership, CODE, Inc., and others.
The City of Jamestown has been an Entitlement Community since the 1990 and received $1,755,000 in CDBG funds in Fiscal Year 1995. The City has supplemented the 1995 Annual Action Plan with $89,000 of program income anticipated to be generated during the program year.
In the recent past, as resources for public services and community
development have generally dwindled, many networking efforts have been initiated
in order to identify and overcome gaps in areas as the public service delivery
system. These networks include the Jamestown Housing Partnership, a forum of
community leaders in the housing field; the Economic Development Zone
Initiative, which includes the City of Jamestown, the Village of Falconer, and
the Town of EIlicott; the Rebuild Committee, which is a group working to further
inter-municipal cooperation in the greater Jamestown Area, and a network of
various social service providers. Coordination of the planning process for the
Consolidated Plan was spearheaded by the Jamestown Department of Development,
with the assistance of a wide range of housing, community development, economic
development, and social service agencies. It is anticipated that these
networking efforts will continue to identify and overcome gaps in the
institutional structure for carrying out community development priorities. The
City's Department of Development will assume primary responsibility for the
implementation of the Strategic Plan and The 1995 Annual Action Plan.
The City of Jamestown's Housing and Community Development Strategic Plan and the 1995 Annual Action PIan embrace the concepts of community viability and sustainable community redevelopment. The City of Jamestown intends to access, to extent feasible, funds from other Federal and state programs to support Strategic Plan and Annual Action Plan initiatives. The Annual Action Plan envisions the expenditure of $1,844,000 of CDBG and program income funds to carry out the following array of activities:
The City anticipates that 32 rental units will be addressed under the citywide and downtown rental rehabilitation programs. 10 units will be addressed under the local homesteading program. It is anticipated that 6 owner units will receive financial assistance. 4 units will participate in the pilot lead paint abatement program.
MAP 2 depicts points of interest and low-moderate income areas.
MAP 3 depicts points of interest, low-moderate income areas, and minority concentration levels.
MAP 4 depicts points of interest, low-moderate income areas, and unemployment levels.
MAP 5 depicts points of interest, low-moderate income areas, unemployment levels, and proposed HUD funded projects; in addition, a table provides information about the project(s).
Sam Teresi
PH: (716) 483-7541
