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HomeMy WebLinkAbout2018 - Affordable Housing Board - Work PlanCity of Fort Collins AFFORDABLE HOUSING BOARD 2018 Work Plan Demand for affordable housing continues to outpace supply in the City. The 2015-2019 Affordable Housing Strategic Plan establishes specific goals to increase the percentage of affordable housing units in the City. The Affordable Housing Board (AHB) will make recommendations to Council on policy and programing to guide the City’s efforts to reach the plan’s goals. The AHB will focus its efforts on providing education and advocacy for increasing the City’s affordable housing inventory and providing support to consumers of affordable housing to promote housing retention to the Fort Collins City Council by taking the following actions: • Promote implementation of the strategies contained in the 2015-2019 Housing Affordability Strategic Plan by advising staff and City Council and by prioritization of action items. 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 staff on providing input into the development of City Plan to ensure affordable housing options meet the needs of all Fort Collins citizens over the next 20 years. [Strategy 4.1; Strategy 4.3 Strategy 4.4; Strategy 4.5] • Continue to play a critical role in the Competitive Review 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, or new incentives, or building code revisions to the City Council,. [Strategy 4.1; Strategy 4.4; Strategy 4.5] • Investigate incentives to preserve current available stock of affordable housing including mobile home parks, and implementation of selected rehabilitation programs identified in the Redevelopment Displacement Mitigation Strategy. [Strategy 4.2] • Assist staff in reviewing the land bank program and potentially recommend changes to improve the program. [Strategy 4.5.3] • Review proposed policy, regulations, density and other issues (e.g., development fees and requirements) and provide input to the City Council on the impact of these issues on housing affordability, including recalibration of City fees to encourage development of affordable market rate and subsidized housing. [Strategy 4.1; Strategy 4.4; Strategy 4.5] • Research the potential for additional ongoing funding sources for the City’s various affordable housing funds to provide financial resources to affordable housing programs and projects. [Strategy 4.5] • Advocate for the need for housing affordability for the entire spectrum of wage earners in our community, specifically, engaging with City Council through written and oral communication and attending other public meetings to stress the important relationship between economic, environmental, and social vitality, using 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] • AHB members will attend City Council meetings and address Council on matters pertaining to housing. Also, have a detailed discussion with the Board’s Council liaison 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] • Promote the development of an affordable housing education program. [Strategy 4.5] • At least quarterly, review the 2018 Work Plan to assure the AHB work is accomplished. Board members will maintain liaison positions to other boards and commissions, as possible, including: 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 as well as 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. The Affordable Housing Board (AHB) has an interest in 3 Key Strategic Outcome areas in the City - Community and Neighborhood livability, Economic Health and Transportation. During 2018, the AHB will be guided by the following City Strategic Objectives in its work: - Community and Livability’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.