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HomeMy WebLinkAbout2021 - Affordable Housing Board - Work Plan City of Fort Collins AFFORDABLE HOUSING BOARD 2021 Work Plan The Affordable Housing Board (AHB) will make recommendations to Council on policy and programing to guide the City’s efforts to reach the goals of the 2015-2019 Affordable Housing Strategic Plan in addition to assisting with the planned design and implementation of the updated Housing Strategic Plan. Demand for affordable housing continues to outpace supply in the City. The AHB will focus its efforts on increasing and preserving the City’s affordable housing inventory and providing support to consumers of affordable housing to promote housing by taking the following actions: • Promote implementation of the strategies contained in the 2015 -2019 Affordable Housing Strategic Plan by prioritization of action items while actively participating in the creation of the next 5-year Housing Strategic Plan: o Strategy 4.1 – Increase the Inventory of Affordable Rental Units o Strategy 4.2 – Preserve the Long-term Affordability and Physical Condition of Exiting Stock of Housing o Strategy 4.3 – Increase Housing and Supportive Services for People with Special Needs o Strategy 4.4 – Support opportunities to obtain and sustain affordable homeownership o Strategy 4.5 – Refine development incentives and expand funding sources and partnerships • Work with City staff and stakeholders in providing input on the updated Housing Strategic Plan to preserve and increase affordable housing options across the spectrum, meeting the needs of all Fort Collins residents. • Work with staff on implementation of City Plan, as it relates to housing, to ensure and increase affordable housing options will meet the needs of all Fort Collins residents through City build out or the long-term planning horizon. [Strategy 4.1; Strategy 4.3 Strategy 4.4; Strategy 4.5] • Continue to play a critical role in the spring Competitive Process by reviewing all affordable housing proposals and meeting with the Community Development Block Grant Commission (CDBG) to discuss the specific proposals and share priority rankings with them and the City Council. [Strategy 4.1; Strategy 4.2; Strategy 4.3 Strategy 4.4; Strategy 4.5] • Continue to work with staff to review and evaluate the effectiveness of the City’s current incentives to developers to produce affordable housing units, and recommend modifications, new incentives, and building code revisions (including increasing density and considering zoning) to the City Council. [Strategy 4.1; Strategy 4.4; Strategy 4.5] • Continue to investigate incentives to preserve the current available stock of affordable housing including mobile home parks and keep apprised of Council’s priority on the preservation of manufactured housing communities. [Strategy 4.2] • Assist staff in reviewing the Land Bank program’s implementation and potentially recommend changes to improve the program. [Strategy 4.5] • Review proposed policy, regulations, and code provisions regarding development (e.g., Metro Districts, development fees, density) to provide input to the City Council on the impact of these issues on housing affordability. [Strategy 4.1; Strategy 4.4; Strategy 4.5] • Research the potential for additional and current funding sources for the City’s various affordable housing funds to provide financial resources to affordable housing programs and projects. Keep apprised and advise staff and Council on impact fee and inclusionary zoning study results. [Strategy 4.5] • Advocate for the need for housing affordability for the entire spectrum of wage earners in our community, specifically: o Engage with City Council through written and oral communication o Attend other public meetings to stress the important relationship between economic, environmental, and social vitality o Use triple bottom line values as applied to affordable housing policy, regulation, facilitation, and funding. [Strategy 4.1; Strategy 4.2; Strategy 4.3; Strategy 4.4; Strategy 4.5] o Seek additional understanding as to how minority, disabled and other under-represented populations are negatively affected by local systems, policies and assumptions, in their efforts to attain appropriate housing. • AHB members will attend City Council meetings and address Council on matters pertaining to housing. A detailed discussion with the Board’s Council liaison is planned for at least twice a year. • Monitor the community’s efforts to end homelessness. [Strategy 4.3] • Be informed by staff of all requests for certification of affordable housing projects. [Strategy 4.1] • At least quarterly, review the Board’s Work Plan to assure the AHB work is accomplished. • Participate when appropriate and keep apprised of progress on the City’s Home2Health grant. • Board members will consider liaison positions to other boards and commissions, as possible, including but not limited to: o Planning and Zoning Board o Board of Realtors o Economic Advisory Board o Transportation Board o Human Relations Commission o Commission on Disability o Senior Advisory Board o CDBG Commission • Participate in/collaborate with other committees and workgroups convened by the City Council, staff, board members or citizens, in order to advocate and educate on issues related to affordable housing. • Evaluate and support the community’s housing and health needs during and following the COVID-19 pandemic. The Affordable Housing Board (AHB) has an interest in 3 Key Strategic Outcome areas in the City - Neighborhood Livability and Social Health, Economic Health and Transportation. During 2021, the AHB will be guided by the following City Strategic Objectives in its work: - Neighborhood Livability and Social Health’s key strategic objectives, including but not limited to: 1.1 Improve access to a broad range of quality housing that is safe accessible and affordable; 1.2 Preserve the significant historical character of the community;1.5 Preserve and enhance the City’s sense of place; 1.7 Leverage and improve collaboration with service agencies to address the prevention of homelessness, poverty issues and other high priority human service needs; 1.8 Expand organizational and community knowledge about diversity, and embrace cultural differences; 1.11 Maintain and enhance attractive neighborhoods through City services, innovative enforcement techniques and voluntary compliance with City codes and regulations; and foster positive and respectful neighbor relationships and open communication, as well as provide and support conflict resolution. - Economic Health’s key strategic objectives including but not limited to 3.3 Support workforce development and community amenities initiatives that meet the needs of employers within the City; 3.7 Support sustainable infill and redevelopment to meet climate action strategies; and 3.8 Preserve the City’s sense of place. - Transportation’s key strategic objectives, including but not limited to: 6.2 Improve transit availability and grow ridership through extended hours, improved headways, and Sunday service in appropriate activity centers; 6.4 Improve traffic flow for all modes of transporting people, goods and information to benefit both individuals and the business community; and 6.7 Create and implement planning, engineering and financial strategies to address adequate infrastructure within the northeast area of Fort Collins.