The Process

PR-05 Lead & Responsible Agencies

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.

TABLE 1 – RESPONSIBLE AGENCIES

Narrative

As a HUD CDBG entitlement community, the City of Framingham administers CDBG programs to address community-wide and neighborhood-level needs. In addition, the City benefits from access to federal HOME funds administered by the City of Newton as lead entity for the WestMetro HOME Consortium.

The City of Framingham receives Community Development Block Grants from the Department of Housing and Urban Development (HUD). The 2026-2030 Consolidated Plan reports how the City plans to use its allocation to improve programming in economic development, housing, public facilities and infrastructure, and public services. Framingham received $495,542 for Program Year (PY) 2024, a 6 percent increase from PY2023. Figure PR-05.1 outlines Framingham’s CDBG awards from HUD in the past ten years. The City receives funds annually, requiring the submission of an Annual Action Plan (AAP) for each PY, in addition to the Consolidated Plan at the beginning of every five-year period.

In 2020, Framingham received additional grant allocations through the Coronavirus Aid, Relief, and Economic Security (CARES) Act to help prevent, prepare for, and respond to the COVID-19 pandemic. The CARES Act included supplemental formula grant allocations to HUD’s Community Planning & Development (CPD) programs and were awarded in three rounds over the course of the first few months of the pandemic. CDBG-CV funds were allocated in Round 1 and Round 3 to the City. CDBG-CV 1 allocated $319,206 and CDBG-CV 3 allocated $714,101 to Framingham, for a total of $1,033,307 reprogrammed funds. When combined with FY20 program income ($542,619), the total amount available in FY20 was $1,575,926.

The City of Framingham’s Department of Planning and Community Development (PCD) administers CDBG funds and implements the Consolidated Plan and Annual Action Plans through the Office of Community Development (OCD). PCD prepares and submits the Consolidated Plan on behalf of the Mayor and City Council. In addition, PCD is the City’s liaison to the MetroWest HOME Consortium. The Department has established working relationships with active housing organizations and service providers throughout Framingham. Interaction between staff and CDBG subrecipients occurs regularly through the submission of quarterly reports and project monitoring. PCD also works closely with the non-profit community to assess needs and to allocate funds to address these needs. Figures PR-05.2 and PR-05.3 show the most recent summary of accomplishments and expenditures from the program year.^[1]

[1] Each grantee’s accomplishment report is based on its program year, not federal fiscal year. By 12/31/2023, all grantees’ reporting periods for program year 2022 have ended. Therefore, 2022 is the most complete program year for all grantees, and program year 2022 accomplishment reports are the most current reports for all grantees (HUD Exchange).

Consolidated Plan Public Contact Information

Nate Doyen-Charon

Community Development Coordinator

City of Framingham

150 Concord St., Room 121

Framingham, MA 01702

Phone: (508) 532-5457

Email: ndoyencharon@framinghamma.gov

Website: https://www.framinghamma.gov/418/Community-Development

PR-10 Consultation

Introduction

Framingham’s Department of Planning and Community Development (PCD) and Barrett Planning Group organized a consultation process with a wide range of local organizations and service providers between October 2024 and January 2025. PCD staff invited nonprofit housing, economic development, and social service providers, religious organizations, and municipal staff and volunteers to participate in needs assessment discussion groups, most of which occurred in November-December 2024.   Organizations unable to participate in these organized discussion groups received follow-up requests for individual interviews or for written comments by email. Meetings between city staff and consultants accompanied this outreach, during which discussions of community needs, programmatic approaches, cooperative efforts, and funding priorities/limitations took place. These efforts, coupled with data from previously commissioned plans/studies, the American Community Survey (ACS), the Comprehensive Housing Affordability Strategy (CHAS), and other sources were critical to the completion of the Consolidated Plan.

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)).

As the agency responsible for developing Framingham’s Consolidated Plan, the Department of Planning and Community Development (PCD) coordinates many of the housing, planning, and homelessness initiatives within the City. The PCD leads the City’s community development planning efforts, working closely with other city divisions and stakeholders to ensure comprehensive community and economic development approaches.

The City works closely with public housing providers, service agencies, and private health providers to improve the quality of life for residents. Non-profit organizations and service agencies coordinate regularly to maximize resources and extend their programming. 

The Community Development Coordinator continues to sit on the steering committee of Framingham Community Partnership, a group dedicated to strengthening families and community systems through collaboration. Framingham Community Partnership meets bi-monthly for local providers to share resources. The group hosts information sessions and networking events and circulates notifications on opportunities in the community. Among its offerings has been events to introduce services to members through a speed-networking event, themed discussions on local resources, and a listserv to announce community opportunities ranging from jobs to trainings.

In addition to its work with Community Partners, the Planning and Community Development department studies the practical ways in which municipal resources can be used to impact low- and moderate-income residents. PCD staff work to raise consciousness among municipal leadership about community needs, analyzing areas of potential policy change and devising long-term campaigns to encourage policy changes that enhance coordination. The department also works with municipal boards and committees, City staff, the Mayor, the City Council, and constituents to connect all of its ongoing work towards achieving this end. 

Additionally, Framingham is a member of the MetroWest Housing Coalition. This workgroup brings housing services providers, municipal departments, human service organizations, and other stakeholders together to foster collaboration and enhance access to affordable housing across the MetroWest region. In 2024, the group hosted several listening sessions for community members to discuss the housing challenges that they face and created a housing toolkit to help citizens to navigate the complex system of opportunities available. 

These ongoing initiatives illustrate some of the ways that Framingham works to enhance coordination between and among key stakeholders.

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.

Framingham is one of 115 communities in the Balance of State Continuum of Care (BoS CoC) service area (MA-516), which also services the majority of Middlesex, Essex, Suffolk, and Norfolk counties. The City works with the Massachusetts Executive Office of Housing and Livable Communities (EOHLC), HUD, and local entities to end homelessness through their participation in the BoS CoC; EOHLC being the managing organization. The BoS CoC’s process for formulating and pursuing strategies is used to address specific housing and supportive service needs of homeless individuals and families. Framingham has established a regional network in collaboration with EOHLC and local partners to coordinate the provision of effective, timely services to those transitioning out of homelessness and into permanent housing. EOHLC coordinates with neighborhood organizations to conduct homeless needs assessments and develop necessary programs. No federal funds are received directly by the city for homeless prevention, but the BoS CoC meets the following HUD eligibility requirements through their activities: improving coordination and integration with mainstream resources and programs targeted to people experiencing homelessness, improving data collection and performance measurement, and allowing each community to tailor its programs to particular strengths and challenges when assisting homeless individuals and families within that community.[2]

The BoS CoC has a Coordinated Entry System (CES) that is accessible by speaking with shelter providers in each of the municipalities, through online sources, or by calling EOHLC directly. An objective tool is used to measure a variety of vulnerabilities including the length of time someone is homeless, history of domestic violence, disabilities, and other barriers. The CES and the standard assessment tool cover the entire BoS CoC geographic area, working to reach those who are least likely to apply for homelessness assistance, and prioritizing people most in need to ensure they receive timely assistance.

Coordinated by EOHLC and using the HMIS, BoS CoC member communities collect the numbers for the annual Point-in Time (PIT) counts. Data collected by homeless service providers in the PIT identify the most critical needs for services and housing in service areas. Annual RFP’s are released during the Fall, following the PIT counts, for service providers in the BoS CoC area. Service providers located in Framingham usually receive funding from the state or federal government for their specific programs to service the region i.e., SMOC, MetroWest Legal Services, and Advocates.

Instead, the City of Framingham works collaboratively with the Balance of State Continuum of Care to highlight partners as well homeless issues within the MetroWest region. On a frequent basis, the Community Development Coordinator works with the Veterans Service Office to provide case management to homeless vets. Through these meetings, the city became more involved with the CoC’s veterans committee as well as enhance the communication with various homeless veterans’ providers in the region.

The city relies on the South Middlesex Opportunity Council and Family Promise Metrowest to assess the needs of homeless individuals within the region.

[2]  U.S Department of Housing and Urban Development, “Continuum of Care (CoC) Program Eligibility Requirements,” Continuum of Care (CoC) Program, HUD Exchange, 2025.

SMOC and Advocates are among the many organizations that participate in the CoC’s efforts to prevent and end homelessness, offering a variety of emergency shelter, transitional housing, and permanent supportive housing (PSH) facilities at the local and regional levels. SMOC operates its own Housing Continuum for formerly homeless single adults in recovery. Representatives from homelessness agencies and area providers in Framingham advocate for their needs during regular meetings with the BoS CoC, weighing in on decisions about CoC policies and procedures during open meetings held monthly at EOHLC. Staff members also serve on various CoC Boards and Committees, overseeing the effective use of resources, the Homeless Management Information System (HMIS), and if projects/programs are in agreement with HUD’s Continuum of Care regulations.

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.

Framingham is not a recipient of Emergency Shelter Grant (ESG) funds; funds are awarded at the state level to the Executive Office of Housing and Livable Communities (EOHLC) by HUD.

ESG funds in the BoS CoC region are overseen and distributed through the Massachusetts Non-Entitlement Grant program contingent on need. HMIS data from ESG-funded agencies is used to evaluate performance and determine distribution. EOHLC also collaborates with CoC's to determine how funds will be allocated in terms of providing emergency shelter to the homeless, shelter diversion, and rapid re-housing funds. Meetings led by EOHLC review performance data and provide input on program evaluation.

Describe Agencies, groups, organizations and others who participated in the process and describe the jurisdiction’s consultations with housing, social service agencies and other entities.

Table 2– Agencies, groups, organizations who participated

Identify any Agency Types not consulted and provide rationale for not consulting

No agencies with an interest in the Five-Year Consolidated Plan were excluded during the consultation process.

Other local/regional/state/federal planning efforts considered when preparing the Plan

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 is anticipating receiving $495,542 in program income to fund 2026-2027 CDBG activities. Total funding of approximately $2.5 million between 2026 and 2030 will be used for public service; economic development; housing rehabilitation; and public facilities activities throughout the duration of this Consolidated Plan, furthering the goals outlined within the Strategic Plan. Public services will receive approximately $375,000 in funding over the next five years, complying with HUD’s 15 percent cap. The City gives special consideration during the RFP process to projects that leverage multiple funding sources and serve high-priority needs in the community. From 2026 to 2030, Framingham will receive additional federal, state, and local resources to leverage in their CDBG efforts.

The City is a member of the WestMetro HOME Consortium that includes 12 other municipalities. The Consortium allocates HOME funding to each of the communities in the region to assist in furthering affordable housing development and preservation. In FY26, the Consortium will receive a total of $1,526,678, approximately $247,731 of which is set-aside for Framingham. As mentioned previously, Framingham is a member of the Balance of State Continuum of Care (BoS CoC) for homelessness with 115 other municipalities. The Community and Economic Development Division actively consults with its WestMetro Home Consortium and CoC partners, city committees, boards and commissions, and local and regional service providers to coordinate efforts and leverage resources.

CDBG funding activities to support low and moderate-income residents over the next five years include $375,000 for public services (up to 15 percent of allocation), $375,000 for economic development, $500,000 for public facilities, $500,000 for housing rehabilitation, and $500,000 for Administration (up to 20 percent of allocation). In PY2026, the City anticipates receiving $495,542 for public services, economic development, housing rehab and code enforcement as a subset of housing rehab services. Also, during PY2026, the city will be completing its update of the Housing Plan. The Plan’s goals mirror those of this Consolidated Plan, the PY2026 AAP, and those of future AAPs for PY2027 through 2030: preserve and maintain an adequate supply of safe, decent housing that is affordable and accessible to Framingham households, particularly those in LMI neighborhoods.

Narrative

Consolidated Plans involve cooperation with multiple organizations to determine opportunities for CDBG funding. Studies commissioned by the city containing evaluations of housing, facility/infrastructure, economic development, social services, and other local/regional initiatives provided information for the Needs Assessment and Market Analysis of this Plan. These plans are outlined in detail in Table 3.

It is important that the Consortium works collaboratively to seek out local and state match opportunities to forward housing and community development initiatives, as CDBG funding alone is not enough to cover the cost of large-scale projects. As an Entitlement Grantee, Framingham must adhere to specific performance measures and timely expenditure of funds set by HUD. Roles and responsibilities must be clear among partners for well-timed performance and fund expenditures, or beneficiaries can be adversely affected. Backlogs can have compounding effects if not properly managed, diverting attention from other projects.

PR-15 Citizen Participation

Summary of citizen participation process/Efforts made to broaden citizen participation

Summarize citizen participation process and how it impacted goal-setting

The Citizen Participation Plan was updated as part of the 2026-2030 Consolidated Plan. The outreach process consisted of consultations via nine focus group sessions and questionnaire, a public meeting hosted by the Community and Economic Development Division (February 13, 2025), a public hearing on the draft (March 25, 2025), and a public comment period to review the draft and incorporate additional comments. The Community Development Committee hosted the public meeting on February 11, 2025 in the Executive Conference Room of City Hall, focusing on housing, economic development, public facility, and public service needs of Framingham’s low-income residents. Advertisements in the MetroWest Daily News provided advanced notice of every hearing. The city posted all public meeting notices on the City website. Table 4 outlines the public comments received during the focus group sessions, during the public meeting, and during the public comment period. Important information gathered through the consultation process is also outlined in PR-10.

The Public Notice soliciting comments on the 2026-2030 Consolidated Plan and PY2026 Annual Action Plan draft was published in March 2025. The public hearing on the draft was held on March 25, 2025, and the public comment period following between March 26 and April 25, 2025. The City posted a link to the Plan on their website for thirty days for the public comment period. The City also worked with stakeholders encouraging participation of all including minorities, non-English speaking minorities, and people with disabilities. The city publishes notices in Spanish and Portuguese and provides translation services for those whom English is their second language.

Citizen Participation Outreach

Table 4– Citizen Participation Outreach