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97-2�' �'R�E?!� � S�i � � v :t ^,.0 , � e e' � a �,; r'. � J �� C�. ��19�i RESOLUTION Presented by Referred To Council File # �'�Z Green Sheet # 3(0 0 Committee Date RESOLUTIONACCEPTING AND ADOPTIIVG `BUSIIVBSS PLAN: IMPLEMENTA770N OF A COMPREHENSIVE HO USING STRATEGY 1 WHEREAS, the City Council and Housing and Redevelopment Authority (F IRA) directed the 2 development of a Business Plan to implement the City's Comprehensive Housing Strategy in 3 Council File #96-925 and I-�RA Resolution 96-8/14/; and 4 WHEREAS, these resolutions directed the development of a Business Plan which included the 5 following considerations: 6 1. A comprehensive improvement and rehabilitation program available for all housing: owner- 7 occupied or rental houses, duplexes and apartments; 8 2. Opportunities for life-cycle and market-driven housing in neighborhoods, downtown and on 9 the riverfront;,., 10 3. Strategies to prevent housing deterioration and guidelines for structure evaluation for whether 11 to rehabilitate or demolish; 12 13 14 15 16 17 18 19 4. Neighborhood-compatible infill housing along with design guidelines for infill housing; 5. Preservation of historic structures; 6. Neighborhood based planning, recognizing the distinct character and variety of neighborhoods; 7. Consideration of alternative approaches for housing, such as cooperatives, land trusts, and limited equity ownership. 8. Rental opportunities for all incomes; 9. A marketing plan to promote living in Saint Paul; 20 10. A collaborative approach with the private sector, non-profit interests, neighborhood and 21 business organizations and other governmental jurisdictions for neighborhood improvement; 22 11. Responsiveness to emerging and changing markets and regional planning efforts including, but 23 not limited to, an evaluation and plan for low income housing development dispersal; and 24 WHEREAS, this Business Plan was to inciude target dates for completion, and identify: public and 25 private financial resources; strategies to target resources; partners and their roles; and all requirements 26 and barriers to implement and accomplish the Business Plan; and 27 WHEREAS, the Department of Planning and Economic Development has developed and submitted 28 the "Business Plan: Implementation of a Comprehensive Housing Strategy" and placed it before the 29 HRA Board for consideration; now, therefore, be it CITY OF SAINT PAUL, MINNESOTA 30 30 RESOLVED, that the Ciry Council, upon full consideration in a policy session scheduled for January 31 15, 1997, accepts and adopts the "Business Plan: Implementation of a Comprehensive Housing 32 Strategy" and request that staff prepare and present for consideration to the City Council �l� Z � � r. in 1997: Strategies to address the efPects to Saint Paul of HUD Section 8 Contract renewals and the possible funding cuts in CDBG and AOME funds; Guidelines for historic preservation and related substantial rehabilitation issues for sin�le family houses and duplexes; and in the City's revision of the Comprehensive Land Use Plan, staff tan Council's forecast of 69 erowth in Eitv households bv 2010 a strat tan Requested by Deparhnent of: � Form Approved by City Attomey � Approved by Mayor for Submission to Council Adoption Certified by Council Secretary By: BY� � �-� �-. � ��Q.�--�, Approved by Mayor: Da� 3 2 ��9 B y� `� b Adopted by Council: Date � � � \� ,�� Z Z DEP C1LyCO11IlC1]�� UNCIL DAT1Z/Z69G GREEN $HEE N° 3_6408 CANTACT PERSON & PHONE INITIAVDATE INRIAIJDATE ADII C1C5�]C� ZGG-HGQO O DEPARTMENT DIRECTOR � CIN COUNdL ASSIGN OCIiYATTOPNEY �CRYCLERK NUYBERFON MUST BE ON COUNCIL AGENDA BY (DAT� p� O BUDGET DIRECfOF � FIN. 8 MGT. SERVICES DIR. January 2, 1996: to be laid over ORDEN O MpyOR (OR A$$ISTAMn � TOTAL # OF SI6NATURE PAGES (CLIP ALl LOCATIONS fOR SIGNATURE) ACTION REQUESTE�: Approval of resolution accepting and adopting the °Business Plan: Implementation of a Comprehensive Housing Strategy" pending a full CouncIl discussion at its January 15, 1997 policy session. RECOMMENDA710NS: APProve (A) or Rejeet (R) pERSONAL SERVICE CONTflACTS MUST ANSWER THE FOLLOWING QUESTIONS: _ PLANNING CAMMISSION ._ CIVIL SEPVICE COMMISSION �� Has this personlfirm ever worked under a coritrect for ihis tlepartment? � _ CIB CqMMfREE _ �'ES NO — � A � 2. Has this personRirtn ever been a city employee? — YES NO _ DIS7RICT CAUR7 _ 3. Does this personHirtn possess a skiil not normally possessetl by any curteM city emplayce? SUPPORTS WHICH COUNpI OBJECTIVEI YES NO Explain all yes answers on separate sheet and attach to green sheet INITIATING PROBLEM, ISSUE, OPPORTUNITY (Who, What, Whan, Where, Why): The City Council and HRA Board directed the Department of Planning and Economic Development to develop a Business Plan to provide for the timely, thoughYful and thorough implementation of the policy goals and associated acuviues ouflined in We I996-97 Housing Acfion Program. (See Council FIle /{96-925 and HRA Resolution 96-8/14/) ADVANTAGES IFAPPROVED: The Business Plan will make cleaz to all interested parties not only what the City's housing policy goals and associated acuvities aze, but also give a cleaz indication of the specific steps and timelines necessary to complete activifies and thus implement the policy. DISADVANTAGES IF pPPROVED: None. DISADVANTAGES IP NOTAPPROVED: � It will not be cleaz to all interested parties what specific steps and timelines necessary to complete the activities necessary to implement the City's housing policy. TOTAL AMOUNTOFTRANSACTION $ COST/REVENUE BUDGETE� (CIRCLE ONE) YES NO FUNDIHG SOURCE ACTIVITV NUMBER FINANCIAL INFORMATION: (EXPLAIN) - i � C� q�-Z Business Plan Resolution amendment: and request staff prepare and present for consideration to the City Council in 1997: Strategies to address the effects to Saint Paul of HUD Section 8 Contract renewals and the possible funding cuts in CDBG and HOME funds; Guidelines for historic preservation and related substantial rehabilitation issues for single family houses and duplexes; and Request that in the City's revision of the Comprehensive Land Use Plan, staff address the Metropolitan Council's forecast of 6% growth in city households by 2010 and prepare strategies to maintain Saint Paul's share of inetropolitan growth. J `� � November 13, 1996 Business Plan Impiementation of a Comprehensive Housing Strategy Following is a Business Plan to implement a comprehensive housing strategy. The business plan provides details about implementation activities by the City of Sairn Paul and the Depart�t of Plannmg and Economic Development (PED) to cazry out the provisions of certain City Council adopted dceuments. These docum�ts include: SaintPaulHousingPolicyforthe 1990s, HousingAction Program 1996-1997, and City Coimcil resolution, CF# 96-925, included herein as Attachwent D. Additionally, the business plan incorporates: Activity Performance Plan--1997, PED Housing Division (proposed), included herein as Auachment E. I. INTRODUCTION A. Description of t6e "business" The description of the "business" in the context of a comprehensive housing strategy is to facilitate providing Quality Housing across the income spectrum and life-cycle tUroughout Saint Paul and the metro azea. Quality Housing is identified and facilitated that is sustainable, supplements the private sector, and satisfies umnet needs. The definition of Quality Housing includes several factors and is outlined in Attachment A. City of Saint Paul and PED activities to facilitate the delivery of Quality Housing to e�cisting and new home owners and renters in Saint Paul is the heart of the business plan. Tlus business is delivered with l. the understanding of the proper role of govemment and the City of Saint Paul, 2. the practice of certain implementation or operating principles including cost conta�n*++�*+t measures (see Attachment C), and 3. the setting of priorities within the capacity of PED and its overall mission. B. Role of the �ty and PED The Ciry's role in the implementation of a comprehensive housing strategy includes several departments and offices of the City, including ihe Public Housing Agency. However, this busin�s plan is primarily the activities undertaken by PED, with brief inention of the work of the City's code enforcement offices. November 13, 1996 B�inas P1an Pagr. 2 Lopkmenhtion of a Comp�eheative Hatdmg Strategy C � 1. 2. City code enforcemenY OffiCes The City's primary mechanism for ens�uing health and safety f� all its citizens is to enco�sage compliance with established building codes. Experience shows that compliance caa be improved through par�slrips with neighborhoods and community groups as well as effeclive citations and housing court acrions. (This business plan dces not focus oa these City building code enforcement and compliance activities.) PED PED is cucrentty in the process of better defining its direction and delivery of services to neighborhoods through an interdisciPlinazY, Problem-solving, focus with neighborhood organizations and leaders, businesses and residents. Development, finance and planning resources and services delivered by newly organized PED area teams are e�ted to be integrated, focused, flexible and collaborative. In addition to worldng in area teams to provide strategic planning, development and Snance aclivilies, specific �amples of PED's role in the area of housing include the following: a Providing sound mortgage lending through public initiatives to effectively meet critical needs not adequately addressed by the private sector. b. Supporting efforts to increase private sector leading in the rehabilitation and upgrading of the city's aging housing stock. (For a variety of reasons [risk, small size of loans needed, conswction management, etc.] private lenders have avoided maldng many home improvement loans and other housing inveshnents. Therefore, the City has established a substantial public role in helping to mcet this needJ c. Working with private, nonprofit and other public entities and special populations to achieve a continuum of care approach including emergency, iransidonal and permanent housing and appropriate support services for special populations. These efforts aze part of a broad range of community development activities including the reduction of overcrowding and over concentration of rental housing. C. Primary Goal, Mission snd Key Objectives Goal The primary goal of in the citu and its nei Mission strategy is to maintain a lu hg�degree of confidence The mission of PED is to eacourage investment in Saint Paul by identifying and facilitating coordineted ef2'orts to improve the tax base, create jobs, sustain housing, and promote orderly development. November 13,1996 � Plan Page: 3 Impkmenhtion of a Comprehe�ve Housmg Strategy �� ObjectiVes Specific housing objectives include: 1. Maintain and improve neighborhood quality, and provide Quality Housing across the income specfim► and life-cycle. 2. Integrate housing activities with oth� elements of community and economic development; eg, bvsiness and commerciat activities, education, jobs, child care, maintenance of public infrastructiue, social savices, etc. 3. Improve residential prope�ty values. D. PoGcy Principles The basic principles for housing policy expressed in the Saint Paul Housing Policy for the 1990s document remain applicable today. The policy principles are listed in Attachment B. E. Implementation Principles The operating principies listed in Attachment C(will) guide the implementation of housing activities in Saint Paul. November 13, 1996 Bm3neas Plan Impkmentation o[ a CompreLea�ve Hou�g Stntegy II. IIvIPLEMENTATION ACTIVITIES A. Area Wide Teams Page: 4 q� �-- PED is cisrenHy in the process of better defining its direction and delivery of seivi� to neighborhoods through an interdisciPlinaz3', Problem-solving, focus with neighborhood organizations and leaders, businesses and residents. Development, finance and planning services delivered by PED area teams aze expected w be integrated, focused, flexible and collaborative. Therefore, the first seven ('n priorities listed below to develop and implement strategic neighborhood investment initiatives are criticat and are a prime focus of PED and this business plan. B. Strategies and Priorities PED's approach to realizing the above stated goal and implementing the priorities of the Housing Action Program is to develop and organize priority improvement initiatives according to four basic strategies with nine sub-strategies. Strategies Support strategic neie.hborhood improvement Priorities i. Develop and implement strategic, targeted neighborhood investment initiatives. 1. Facilitate collaborations that support neighborhood improvement with CDCs, private lenders and other neighborhood organizations. Facilitate appropriate collaboration in each of the new PED areas. a. Initiate discussions about a continuum of improvement approach and a mix of investment strategies needed in each neighborhood. b. Assess the capacity of the community and PED to undertake t}us planning and impiementation, and detemvne appropriate mle for PED. a Initial important areas include the following: Phalen Corridor including RaiUoad Island and Phalen Village; Dayton's Bluff; ConcordlRobert area; Frogtown; Selby Ave. area; Rice St./Front Ave area; Brewery/Ran-View azea; and downtowa azea(s). 2. Identify two or more Livable Communities demonstration pmjects. 3. Identify and market appropriate programs and other initiatives in conjimction with the residential sireet paving Program• November 13, 1996 Increase home ownershio Bu�eas Plan Implementation o[ a Comprehenare Hw�m�g Strateg� 2. Provide below-mazket interest rate home mortgage loans and other financial incentives to home buyers and existing home owners. 3. Facilitate the rehab and re-occupancy of vacant houses. Page: 5 Z 4. Spansor the annual Minneapolis/Saint Paul Home Tour, and support neighborhood-based housing fairs, etc. 5. Implement approved Commimity Development Agenda initiatives. 6. Implement improved systems to manage subgrantee program contracts. 7. Improve information and communication, and simplify access and application W housing programs. 8. Continue to issue mortgage revenue bonds (MRBs) for Srst-time home buyer mortgage toans, and mortgage credit certificates (MCCs); structure Phase 11 and provide additional MCCs at the appropriate times. 9. Continue to issue MRBs for middle income home buyers; structure Phase 3 at the appropriate time. 10. Continue to utilize the akeady developed continuum of entry cost special assistance monies for home buyers and owners provided by the Family Housing Fund and 1viHFA. 11. Support the Home Ocvnership Center. 12. Support the Mortgage Foreclosure Prevention Program. 13. Facilitate conversion of renter-occupied housing to owner-occupied. 14. Revise the selection criteria for the demolition or rehab of vacant houses, including a definition of economic feasibility, the standard of rehab, and PT��'� 8�delines for subsidy gap Snancing. 15. Develop better procedwes with LISC and the Coalition for the managemern and delivery of treatment activities for vacant houses, including new in-fiil houses. $ovember 13, 1996 Buainess Ptan Page: 6 Implementation of a Comprebeative Hoasmg Shategv a -- 1 z 4. Facilitate the construction of new ownership housing. 16. Identify ways to increase the volume of m,hab, and the redevelopment of vacant IWs atter demoliti�. 17. Implemwt the housing replacement t� incr�ent finan�in8 �TIF) oPPorhmitY• 18. Identify HRA, tax forfeit and privately owned lots appropriate for new development 19. Prepare and implement a pian to identify and encoisage single family developers to construct necv houses. 20. Initiate discussions with private lenders to provide affordable, interim construction financing. 21. Identify potential redevelopment sites for new ownership "step-up" developments; assess environmental and other barriers to implementation. Maintain the existin hg ousin�stock 5. Provide home improvement loans and grants to existing home owners. 22. Continue the single family home improvement program for low income e�cisting home owners; consider revisions to the payback provisions. 23. Prepare guidelines for a new financing initiative for the rehab of common areas in existing townhouse and condo developments; initiate discussions with private lenders; submit appropriate applications for funding, including the STAR program. 24. Develop a marketing initiative for the This Old House incentive program. 25. Continue to provide rehab loans for child care facilities including single family homes. 26. Continue to provide financing assistance for bazardous materials removal including lead-based paint. 29. Work to increase private lender home improvement lending; consider ioan guarantee and other credit support mechanisms. Novemba 13, 1996 Bu�cess Plan Implementation o[ a Comprebeusive Housing Stntegv 6. Provide purchaselreSnance & rehab home 28. Implement the CHIP program. impmvement home mortgage loans to buyers and .y.� Y� � ' �.�A4 p1P �I. 7. Rehab and re-occupy vacant houses. Page: 7 �� 29. Actively market purchaseJretiab mortgage P[Od➢CtS. 30. Work with the Faznily Housing Fund, CDCs, MCDA, Fannie Mae, private lenders and other interested parties in developing a rehab advisory referral system, if deemed appropriate. (Vacsnt housing treatment listed above.) Maintain and provide rental housing 8. Provide below-market interest rate renYal rehab loans to e�cisting aparlment owners, and provide financial assistance £or significant rehab, re- positioning and new development projects. 9. Facilitate the preservation affordable rental housing for low and moderate income households, and the provision for transitional housing and emergency shelter facilities. 31. Continue rental rehab financing; update and consider revisions to the rental rehab loan progam guidelines, especially related to loan tetms. 32. R�position sigirificant existing rental housing developments, including Bums Piace, Lakewood Apartments and other rentat housing in Phalen Village, and Concord Square. 33. Support new legislation to continue the Rental Tax Equity program. 34. Continue to allocafe federal low income housing ta�c credits. 35. Support the work of the Family Housing Fund and other participants to improve landlord effectiveness and tenant responsibilities. 36. Initiate continuum-of-care planning with Ramsey County and others for housing and services for homeless and low income peopte in Saint Paul and the east metro region. 37. Support efforts to improve the distribution of low income housing throughout the regioa C. Flezibility of Resources In an attempt to provide better services to neighborhoods, PED will propose a consolidation of programs and other resources in order to have more flexible fimds to address unique neighborhood needs. Additionally, PED is PreP�S aPPropriate updated undenvriting and capitai spending standards that will guide the expenditiue of funds. Strong credit unden�ziting will continue w be balanced with lugh public purpose benefits. November 13, 1996 Buqiness Plan Lnplemenbtiou of a Compre6erefve Houdng Strategy Pege: 8 �� Z Howeva, �mtii a determination is made about the consolidation of programs including approval by the City Council, resources available to undertake housing development and finance activities � c,,..�ma,;�cYi below. D. CapitaUprogram budget (estimated) Following is a summary of fimds estimated to be available to the City of Saint Paul and resulting housing related programs and activities for 1997. It does not account for fimds from past years that have been commiued. 1. The City receives Community Development Biock Gra:rt (CDBG) funds on an annuat basis. The following is a list of ongoing housing programs approved for CDBG fimding for 1997: Single Family Home Improvement Loans Rentai Rehabilitation Loans Hazardous Materials Abatement (primarily lead-based paint) Home Ownership Development' Total $1,425,000 500,000 375,000 1.400.000 $3,700,000 Includes Houses to Homes vacant housing and Replacement Single Family New Construction Additionally, $1,300,000 of CDBG funds were also awazded in previous years for the improvement of the Phaien Village apartments. 2. The City receives federal HOME program funds on an annual basis. In 1997, $2.0 million are expected to be allocated to Saint Paul in 1997 in addition to approximately $900,000 atready available for allocation from 1996 fimds. These fimds are for a variety of eligible housing activities £or the production and rehabilitation of affordable housing including home ownership and rental iniriatives. 3. The City administers Minnesota Housing Finance Agency (MF�A) single family home improvement programs, and pazticipates in MHFA's rental rehab program. During 1997, it is estimated $900,000 will be provided for these programs in the city. 4. The City/Housing and Redevelopment Authority (HRA) annually has the suthority to issue up to approximately $15 million in mortgage revenue bonds (MRBs) to fund mortgage loan programs for first-time home buyers, including purchase & rehabilitation loans. Approwmately $7 million of Phase X is projected to be available in 1997. During 1997, it is e�cpected that a Phase X[ program will be strvctured for $10 million. Additionally, the HRA has issued other mortgage revenue bonds for a Middle Income Housing program, wkuch provides mortgage loans to middle income buyers to purchase homes in the city, including purchase and rehabilitation In 1997, it is estimated approximately $23 million will be available in the Middle Income Fund including $20 million in a new program. November 13, 1996 Bnsmeu Plan Pege: 9 Lnpkmmhtion of a CompreLensivc Hoummg Strahg� �� Also, tbe Family Housing Fund of Minneapolis and Saint Paul will provide appro�mately $400,000 of special assistance monies to assist low and moderate income families pay �try costs when purct�asing a home. 5. The City/HRA aLso can convezt some or all of its MRB authority and instead issue Mortgage Cradit Certificates (MCCs) to eligil�le boirowas in conjimclion with conv�tional mortgage loans. An MCC can convert 20% of a mortgage loan's annuat i�est deduction to a federai income tax credit Ihuing 1997, it is estimated that MCCs will generate appro�mately $13 million in conventional purcbase mortgage loans originated by over 30 participating lenders. 6. The Ciry/HRA has the authority to issue rental housing revenue bonds for rental housing developments including projects sponsored by 501(c)(3) nonprofit development entities. The City/HRA also annually has the suthority to issue federal housing tax credits. For 1997, approximately $373,000 of housing tax credits aze estimated to raise more than $2.0 million in limited paztner equity inveshnents for a att'ordable rental housing development(s). 7. The City/HRA also takes advantage of funds made available &om time-to-time on a competitive basis from the U.S. Department of Housing and Urban Development (HLTD) and IviHFA. A recent example includes the MFIFA's Community Rehabilitation Fund wlrich awarded $250,000 for the Lakewood Apartments revitalization in Phalen Village. 8. The City makes certain funds available to community organizations for various neighborhood initiatives including housing activities. Recent examples include the Sales Ta�c Revitalization (STAR) program, and the Enterprise Community (EC) initiative. There aze several initiatives being considered and implemented by neighborhood community development corporations (CDCs) and other organizations. (In addition to STAR and EC, these funds include CDBG, HOME, Met Council Livable Communities, ivif�'A and others.) 9. The HRA annually provides local support funds for ongoing prograzns and a variery of housing activities including the new housing and blighted lands tax increment fmancing (TIF) district. Ongoing activities include single family and rental rehab improvement loans, vacant housing treatment and new in-fill single family construction, and childcaze facility improvements. Major neighborhood initiatives aze also oftentimes supported by the HRA; e.g., the Raikoad Island initiative. Other activities supported by HRA fimds include the Mortgage Foreclosure Prevention progam, the Home Ownership Center, and the annual Minneapolis/Saint Paul Home Tour. The above public funds do not inciude funds leveraged from other sources, inciuding owne,r/borrower £unds; private lenders; Mf�'A, Family Housing Fund, and LISC pre- development, interim financing, and other development funds. November 13,199G Bad�as Plan Page: 10 Lnpkmmhtion ot a Compreheorive Hoo�g Strategv �--� Z E. Ongoing Program Indicators Performance indicators aze outlined ia the Ongoing Performance Indicators section (page 3) of the Adivity Performsnce Plan-1997, PED Housing Division, included herein as At#achment E. PED has also initiated work programs to develop means to better evaluate development impack 17�is work progams inciude: i. Neighborhood monitoring through indicators 2. Evaluation of past and future pmgram impact 3. Fudue project impact When better evaluation mechanisms are created and information available, it will be shared with the City Council. F. Pariners and Their Roles PED relies on numerous parmers to implement the city's housing policies. PED strives to engage the private sactor to invest in Saint Paul's housing stock. This includes lenders, realtors, for- profit developers, and existing and potential property owners. Other partners include public agencies wlrich deliver necessary se�vices or provide funds fot crucial city priorities. Community Development Corporations, other non-profit intermediaries not only pmvide vital Snancial resources, but also play an important role in identifying and resolving issues related to the city's housing. Other non-profit organizations aze important in service delivery and advocating housing issues. G. Barriers to Implementation Following is a list of significant barriers to satisfactory implementation of housing activities: i. Lack of sufficient capacity within the community and individual agencies, including: a. Limited fmancial resources. b. Undefined role or insufficient opportunities for private lenders, corporations, and other parts of the private sector to be part of the community development system. c. Lack of willing and able developers, owners and managers to develop housing in Saint Paul. d Lack of adequate support systems for non-profit organiza6ons. November 13, 1996 Budoas Plan Page: 11 Lnpkmenhtion of a Compreheadvc Hou�g Strategy �� 2. Cost and income issues, including: a High cost of development, or cost excceding value. b. Insufficient income of buyers and renters necessitate subsidies to bring the cost down or the incomes up. c. Lack of sufficient employment opporbmities and adequate living wages. 3. Potential home owner and renter households oftentimes have difficuhy in gaining infom�ation about available oppordmities, or lenders have created application processes that are comples and not easily accessible. 4. Lack of neighborhood, commimity, and political support for atl'ordable housing. 5. Lack of an adequate system to measure public benefit, to complement the ability to measure public cost. 6. The perception or reality about various neighborhoad factors that contribute W a household's willingness to live in a Saint Paul neighborhood, including safety, schools, amount of property taxes, etc. �Tovember 13, 1996 Bus3ness Plan Page: 12 ' Lnplemenhtion ot a CompreLen�ve Hou�g Strategy �� Z �. A� A. B. C. D. Definition of Quality Housing Policy Principles Implementation Principles City Council resolution, Coimcil File #96-925 E. 1997ActivrtyPerformancePlan (APP)—HousingDivision (proposed) Other attachments include: Saint Paul Housing Policy for the 1990s, September 20, 1990 HousingAction Program (FIAP)1996-1997, June 19, 1996 w rwa�w��w.p� a November 13, 1996 Bu�ms P1an Lnplementalion o[ a Compmheasice Housiog Stntegy Attachment A Definition of Quality Housing Followiag is tl� definition of Quality Housing. A Quality Ho lICITa includes being 1. � Pege: 1 "� G� !� affordable to the household, which requires a spectr� of house values and apazhment reats so as to serve individuals and families at all incomes levels; in sound condition by complying with or exceeding building, housing and health code standards;and 2. 3. a suitable housing unit for the household, wluch requires a variery of building and unit types so as to serve the varied mazket demands and nceds of households at ditl'erent stages of the life-cycle (e.g., detached and attached units and differing unit size and number of bedrooms). Additionally, Quality Housing is i. in an attractive neighborhood setting, which includes confidence in the basics of the living environment such as safety, quality schools, public services that meet e�cpectations, property taaces that are not out of line with other communities, open space and recreational �PP�rhmities, etc.; and 2. linking new development to broader community objectives. C. Furthermore, Qualiry Housing includes 1. necessary support services for the residents to attain economic and personal stability including home owner & tenant training & counseling, and has convenient access to public transportation and employment, etc.; and 2. requires responsibie, financially strong, local hands-on owners and managers of rental housing. November 13, 1996 &�ess Plan Implementatioa of a Compreheasive Houting Strate� Attachment B Policp Principles The following are basic policy principles e�cpressed "m the Saint Paul Hmssing Policy for the 1990s. Page: 1 �Z A. An economic profile of Saint Paul's population s6ould be increasingly similar to t6at of the metropolitan area. B. Moderate poputation density is one of the city's strength. (T'he addition of new housing is c�urently encouraged in response W new market opportunities. This new housing includes in-fill detached single family houses; and Irigher density and income, step-up, ownership housingJ C. Each Saint Paul neighborhood should be attractive in the regionat housing market to the range of households for which its 6ousing is swtablc. (Each city neighborhood and smaller development area must fare well in the housing market for the range of existing or new housing types to wlrich it is most suited. Each neighborhood should provide a mix of housing types serving a milc of household incomes. The design and density of housing within Saint Paul must recognize and preserve the urban setting, but yet compete in the regional housing mazketJ D. Long-term strategy is needed as a basis for neighborhood maintenance and revitalization. E. The variety of housing whic6 ezists in Saint Paul is a resource of great value. Maintenance and renewal of t6e housing stock must remain a lugh priority. (The eacisting housing stock is a critical piece of the cily's infrastructure. It is the most powerful influence on a household's decision of whether to live in Saint Paul. The housing sfock must be maintained, renewed and repiaced by private and public resources.) F. A pubGc responsibility ezists to see that housing needs not met in the private market are addressed effecfively. Federal [and other] resources are essential to this effort, and improved distribution of housing opportunity among east metropolitan communities is needed. (Additional telct on each principle is found on pages 7-8 in the Policy Plan. Text in pazenthesis above are fi�rther cuirent commenu.) November 13, 1996 Busmw Plan Lnplementation ot � Comprehen�ve Housmg Shategv Attachment C Implementatioa Principles The following aperating principles (will) guide the implemeatation of housing activities in Saint Paul. A. Q C. Role of Private Sector Page: 1 �� Housing development snd finance activities in Saint Paul should be done by the private sector. Individuai properiy owners are encoivaged to undertake maintenance and repair of their houses and, where possibie, acquire and rehab houses that require substantial improvement. Ownas and property managers of rentai housing should practice sound properiy and asset management including cost containment measures for development and operating costs, and ensure responsibletenant behavior. Lending for housing maintenance, home improvemeat, and development should be done by private lenders. Private lenders should be encouraged to create special lending activiries and be �Y ��8� in community im�estment and revitalization. Role of Public Sector Where there am special or unmet needs that are not adequately served by the private sector, the City should iacilitate activities to meet these needs. Sound lending tivough a public program can efl'ectively meet unmet neads or provide important incentives not adequately addressed by the private sector. The City's housing development funds should be used to fund the "gap" between total development costs and the amount that can be reasonably provided by the private sector when the project will yieid substantial public benefit. City funds should be provided in the least amoum with the best terms so as to +*�aX;1,,;�� leverage of other resources. PED/HItA funds aze administered in confotmance with established HRA and department approved credit procedures. Ocvnershi�terest Housing infrastructure is best maintained when the occupants, including renters, 6ave a vested interest in the property. This can be aclrieved through direct ownerslrip, or shared ownerslup through condominium associations and equity cooperatives. Altemative forms of ownership, inctuding leasehold cooperatives and other alternative forms of rental "ownerslrip," will continually be expiored for those househoids for whom traditional ownersl�ip is not possible. D. Strategic Investments Limited housing resources mast be targeted strategically to effectively address 6ousing conditions or reverse negative trends. Limited public resources should be targeted in the most &agile neighborhoods and to households whose needs are not met by the private housing market. Targeting may also be necessary to aclueve adopted city objecbives. Targeted programs should be considered only as an implementation measure of a City approved pian or initiative. Funds available to lower income households including emergency funds for immediate mechanical or November 13,199G Bu�ss Plan Page: 2 Impkmentation o[ a CompreLeosive Housmg Strategy �� E. F. G. H. L struchual house repairs and mortgage loans should aiways be available city-wide. Intrrrated & Holistic Development Activities A compreLensive housing strategy must be more than the "bricks & mortar" of housing development Housing activities must be integrated with community development and include support systeuu and services for residents to achieve personal and economic self-sufficiency. The City supports humau services, such as home ownership couoseling and training, mortgage faeclosure prevention, and planning for homeless, and poteatially homeless, persons and families ihat increase the abilities of households to acquire and maintain Quality Housing. Holistic development is attained only when housing activities are planned as part of lazger �ighborhood improvement initiatives. Collabontion Planning and implementation of all housing aclirities (including development, rehabiGtation and financing) should be done in collaboration and partnersltip with appropriate stakeholders including neighborhood residents and other housing agencies. Deliverv of Public Resources Public resources for housing improvement and development must be delivered in a batanced manner to serve the needs of the city and each neighbor600d. There are generatly three neighborhood conditions in Saint Paul: (i) soimd neighborhoods that have strong private inveshnent patterns that require litHe public intervention; (2) transitional neighborhoods with some disinvesimeirt that require public immediate attention to enswe they gaw iuto sound neighborhoods; and (3) fragile neighborhoods that have experienced prolonged disinvestment and require substantial attention and public assistance. The ciry and each neighborhood should have a continuum of improvement approaches that combine private and public resources. Delivery decisions (eg., a request for proposals or a first-come-first-served process) are decided on a resource-by-resource or program-by-program basis. ality and Mazket Driven Housing CitylI�RA resources should be used to maintain or develop 6ousing units that are high quality and meet loag-term market demands. Development decisions shouid give cazeful consideration to the type of unit, site and neighborhood setting. In treatment of existing units, exterior site plans and interior unit layouu should be improved to better serve current market demands and the struchue rehabilitated to a]ugh standazd of quality when possible. Building Code Enforcement & Compliance Responding to acute housing complaints whi(e addressing chronic problem groperties is critical in maintaining the residential quality of Saint Paul. Compliance with established building and housing codes must be enforced. J. Historic and Architecturallv Simificant Buildin�s Novemlwr 13, 1996 Hus�en P1an Page: 3 Impietnenhtion of a CompreLenstve Houtmg StrategY ^ � �� K L. H'utorie snd architecturally significant buildings am a unique asset of our housing stock and should be preserved whenever possible. The quality, materials and desigi of older buildings meet the needs of one portion of the market tbat cannot bY �PPlied in suburban communities. Balance Between tncreasine Tax Base and Mcetinp. Other Nceds Housing and neig6borhood improvement activities should balance the objectives of increasing the taz base, and meeting needs of Saint Paul residents that do not directly contn'bute to an increased property value. However, increasing the tax base should be a primary public benefit from the investment of public resources in neighborhood and housing improvement. �ianal Distribution The Ctty supports improved regionai distribution of housing opportunities for lower income househotds. The City will continue to be an active partner with other funders in addressing affordable housing nceds in the region, and continue to be active in initiatives with suburban housing officials. The City should look for opportunities to provide tow income housing in less integrated neighborhoods of Saint Paul as well. M. Affordable Low Income Housing Activities Central Saint Paul neighborhoods will require public assistance in order to improve the quality ot affordable housing and thereby, the quality of t6e neighborhood. The current location of seivices, public transportation, and ethnic/social relationslrips will maintain a lugh level of demand for low income affordable housing in central Saint Paul neighborhoods. Current economic factors make it difficult for the private sector to provide qualiry affordable housing causing a large amount of low income affordable housing to be met tl�rough substandard housing. PED wiIl continue to participate in the Interagency Stabilization Group (ISG) to monitor and determine appropriate actions for the preservation and stabilization of quality rental hausing. City/HRA funds will be used primarily for improvements to euisting properties. Building, unit and neighborhood density will be reduced whenever possible. Decent, suitable, reasonable affordable housing is a proven ingredient in the mia of supports that can enable households to becoming self-sufficient—the most importaut route to less poverty. The income--housing cost gap is substantial for a large segment of Saint Paul's population and continues to grow. We should promote economic self-sut�ciency by searching for oppordmities to bridge this gap. A broad based approach is key to ideniifying strategies that can lead to acceptable solutions that ease the burden of concentration of facilities and services for homeless persons and taaulies. A broad based planning approach should include Ramsey County, homeless persons, human service providers, and City and suburban officials. The planning process should be regional in scope, and be comprehensive and encourage new ideas in providing services to the homeless. We must take appropriate steps to preserve previous HRA investments in affordable housing in accordance with approved credit process guidelines. The borrower/owner must �ra� is, i� � r►.n r�« a Impkmenmtion of a Compreheosive Hou�g Strategy �^ � dr�onstrate a salisfactory record of past experieace and co�imring long term capacity to pravide samd propeRy n+?*�a�++�++ fimctions. All parties to a deal must contribute a"fair share" in tbe Snancial packsge tLat provides adequate leverage for City/HRRA funds. N. Real Estate Acquisition and Development The HRA should consider the acquisition of real estate w6en it is necessary to meet identified redevelopment objectives. The City/HRA should facilitate placing appropriate publicly-owned land, including tax-forfeited pazcels, back on the property tax rolls as quickly as reasonably possible. The City should consider facilitating the development of new houses on all buildable parcels, including step-up and lugher priced housing an muitiple lots. Splinter parcels should be used to increase the size of individual adjacent lots only when the divided lot is imbuildabie according to zoning requirements. �' : j�-�ustr,�y t7i u. A'ME N'� E`(J --�' J I y � 9� E�Q— cze � RESO(!UT CITY Presented Referred �� Council File # � Green Sheet # a 70 b� �� Z a� Date 1 Resolution Requesfing a Business Plan to�iplement a Comprehensive Housing Strategy 2 WHEREAS, residential property in the City of Saint Paul comprises 93 percent of the city's tax 3 parcels and 78 percent of its market value; and 4 WHEREAS, all city bonding authority and taxing ability is based upon the tax capacity of the 5 land, and . . . 6 WHEREAS, as stated in the Saint Paul Housing Policy for the 1990's, the city's housing inarket 7 strength varies widely among Saint Paul neighborhoods and while some areas enjoy healthy 8 reinvestment and increasing values, others suffer from poor conditions, declining values and 9 minimal reinvestment; and . 10 VF'HEREAS, the future of Saint Paul deperids, to a large extent, nn the confidence people have in lI city neighborhoods, and the ability of people to have choices of housinj �t�ithin those 12 neighborhoods;and . 13 WHEREAS, the City Council recently adopted the 1996-1997 Housing Action Program, wnich 14 identifies goals and activities to promote good housing, and strong neighborhoods; 15 NOW THEREFORE BE IT RESOLVED, that in order to increase the city's tax base, and 15 implement the goals of the adopted Housing Policy and the 1996-97 Housing tiction Pi'og��ana the 17 City Council and the Housin� and �edevelopment Authority (HRA) Bbard requests the IS administration and stafr of the Planning and Economic Development Department and the Saint 19 Paul Housing and Redevelopment Authority, with the involvement of other city departments and 20 partners, develop and submit by October 1, 1996 to the City Council and the HRA Board for its 31 approval a Busi�zess Plan to implement a comprehensive housin� strateQ}�, as outlined in the 22 adopted Housing Policy and the 1996-97 Housing tiction Progranz, and includes: 23 l. A comprehensive improvement and rehabilitation pro�ram available for all housinC: 2^ owner-occupied or rental houses, duplexes and apartments; 1 2 3 4 5 6 7 8 9 10 il 12 13 14 15 16 � � 2. : 3. structure 4. 5. 6. 7. 8. 9. 10_ 11. I , • L. � , - L- � Opportunities for life-cycle and market-driven housing in neighborhoods, downt�o�� and on the riverfront; ' �� Z Strategies to prevent housing deterioration and guidelines for ��d€�al-ix�-ea evaluation;- for whether to rehabilitate or demolish: � Neighborhood-compatible infill housing alonR with desiRn Ruidelines for infill Preservation of historic structures; h°us'-nR: Neighborhood based planning, recognizing the distinct character and variety of neighborhoods; Consideration of altemative approaches for housing, such as cooperatives, land trusts, and limited equity ownership. Rental opportunities for a11 incomes; A marketing plan to promote living in Saint Paul; A coliaborative approach with the private sector, non-profit interests, neighborhood and business organizations and other governmental jurisdictions for neighborhood improvement; � veness to emerging and changing markets and regional planning efforts- , but not limited to, an evaluation and nlan Pnr i.,�., ;,,�„me �,,,.,�;..., 17 BE IT FINALLY RESOLVED, that the Business Plan include target dates for completion, and 18 identify: public and private financial resources; strategies to target resources; partners and their 19 roles; and all requirements and baniers to implement and accomplish the Business Plan. 20 �R��f�.� Yeas Navs Absent Blakey f Bostrom � ( Gucrin ./' Harris � � � Meeud � I Retvnan I �/ � Thune � � � � O � Requested by Departrnent of: � Form Appraved by City Attomey By: Adopted by Councif: Date Adoption Certified by Councii Secretary Approved by Mayor for Submission to Council By: T� � � By: Approved by Mayor: Date �� (. B}': rt�l.l�- � , �� - 2._ �?� SPONSOR(S): RESOLUT70NDIRECTING THE CREATION OFA "BUSINESS PLAN" TO ItYfPLEMENT THE HOUSING ACTIONPROGRAM `a 0 WHEREAS, residential property in the City of Saint Paui comprises 93 percent of the ciTy's tax parcels and 78 percent of its mazket value; and WHEREAS, all city bonding authority and taxing ability is based upon the tax capacity of the land; and 5 WHEREAS, as stated in the Saint Paul Housing Policy for the 1990's, the city's housing market 6 strength varies widely among Saint Paul neighborhoods and while some areas enjoy healthy 7 reinveshnent and increasing values, others suffer from poor conditions, declining values and 8 minimal reinvestment; and 9 WHEREAS, the fuhue of Saint Paui depends, to a lazge e�ent, on the confidence people have in 10 city neighborhoods, and the ability of people to have choices of housing within those 11 neighborhoods; and . l2 WHEREAS, the City Council recently adopted the 1996-1997 Housing Action Plan, which �-_� .i identifies goals and activities to promote good housing, and strong neighborhoods; now, 14 therefore, be it 15 RESOLVED, that in order to increase the city's tax base, and implement the goals of the adopted 16 Housing Policy and the 1996-97 Housing Action Plan, the City Council and the Housing and 17 Redevelopment Authority (HRA) Board requests the adnunistration and staff of the Planning and 1$ Economic Development Department and the Saint Paul Housing and Redevelopment Authority, 19 with the involvement of other city departments and partners, develop and submit by October I, 20 1996 to the City Council and the HRA Boazd for its approval a Business Plan to implement a 21 comprehensive housing strategy, as outlined in the adopted Housing Policy and the 1996-97 22 Action Plan, and includes: 23 2-� ?� 26 ?7 2S 24 30 ii � 33 34 1. A comprehensive improvement and rehabilitation program available for all housing: owner-occupied or rental houses, duplexes and apartments; 2. Opporiunities for life-cycle and mazket-driven housing in neighborhoods, downtown and on the riverfront; 3. Strategies to prevent housing deterioration and guidelines for pre-demolition evaluation; 4. 5. 6. Neighborhood-compatible infill housing; Preservation of historic structures; Neighborhood based planning, recognizing the distinct character and variety of neighborhoods; Consideration of alternative approaches for housing, such as cooperatives, land trusts, and limited equity ownership. RESOLiTTION NO. 968/14/- c� 8. Rental opportunities for all incomes; 2 9_ A marketing plan to promote living in Saint Paul; -_-� 3 10. A collaborative approach with the private sector, non-profit interests, 4 neighborhood and business organi7ations and other govemmental jurisdictions for 5 neighborhood improvement; 6 11. Responsiveness to emerging and changing markets and regional planning effor[s; 7 and be it 8 FINALLY RESOLVED, that the Business Plan include target dates for completion, and identify: 9 pubiic and private fmancial resources; strategies to target resources; partners and their roles; and 10 all requirements and barriers to implement and accomplish the Business Plan. � w 0 lA � w , Z _1 Lll � U Q L' � rn � c � � � ,� LSI U a < r � ° � d F- E U o Q U � C � N C � C • l O N Q � � � �o � iMa`�=' � a j C Z � ��r > > o U U 41 3 Q Q � � L P � q C 4 N m YI � ! W N � � y Q n 8 8 N N y voe e �000 f O O H N N N (��1 p �p N O N N N � � _, M� GJ O ^NNYI�OtlfY ��tl+�N� Q O O fl Ml N N N NN � � fOV� O mONMINONf1 NONO�O� N N 0 N N N ! 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Donble the scale of hi construction in inner and w iQ and and new in-fill proposes a Rehab Service Inaeasing the scale of housing development and home improvement Network to increase private activities in Saint Paul's neighboihoods wii] increase property values, increase lending witn advisory and tax base, stimulate pricate sector investment, and build confidence in our outreach services provided by neighborhoods. Investment is needed in both single family and mulrifamily nonprofrt and govemment housing. In many older neighborhoods, a full range of housing investments agencies. The Lowl Inkiatives is required: substantial rehabilitation of vacant homes and apartments; Support CorporaGon and the Coalition for Community Development propose a city- wide housing strategy that would start with broad agreement on housing goals. Private lenders, non•profits, and the city will work together in the Coordinated Housing Investment Program to eneourage rehabilitation finance with purohase mortgages in Saint PauYs Enterprise Community. construction of new housing on vacant lots; home iepairs by new buyezs through purchase-plus-rehabilitation mortgages; and various forms of assistance to existing homeowners to improve the condition and appearance of their properties. Achie�•ing the areatest positive results in a neiehborhood for a fixed level of public subsid}° implies a strategy with the follo�•ing elements: • Targeting resources in sub-areas of neighborhoods; deplo}'ing resources to encourage or leverage complementary housing investments by more partners for neighborhood improvement. • Coordinating housing, economic development, and public amenities and infrastructure investments to assure high impact. • Lowering housing constiuction and rehabilitation subsidy costs through: (1) inaeasing sales prices through targeted housing production; and (2) lowering development costs — while azsuring quality construction — through changing unreasonable building, licensing, and permitting requirements and using new technologies for construction. Communiry development corporarions will play a major role in this strategy; they will need enhanced capacity. The private for-profit sector will also need to be fully engaged, especially general contractors, lenders, and realtors. Rational� Saint Paul's neighborhoods face a continuum of housing needs ranging from relarively nice houses that aze showing signs of defened maintenance to vacant, dIlapidated structures. A matching range of housing investment azsistance should be available, ranging from advice about fixing a sagging porch to funding to renovate a vacant building. $s � HIGH QURIiTY CITr LIVING in the Toronto metropotitan region and throughout Ontario affordabie housing is widely dspersed without government subsidies.'fhere is a regulation that any builder who buiids more that four houses in one jurisdiction during a year must build twenty percent affordable units within the same city or su6urb. This regulation has been in effeM for twenty years. �1 Z Housing development and improvement activities need to be accomplished at a scaIe that will result in visible changes in neighborhoods and stimulate othet private seaoT investmenu. Over the last five years housing production (major rehabilitation and new construction) by community development corpontions and city govemment has averaged 600 uniu per yeac This cvrrent level of production will not keep up with the inaeasing rate of deterioration and growing demand for decent and affordable housing over the next five to ten years. Production levek ciry- wide need to be inaeased to 1,200 uniu per year. Resonrces: T'hrough the wozk of Fannie Mae and other private financial institutions, private investment levels need to be stepped up sharply. On the pubiic side, deeper subsidies will be needed in the more distressed neighborhoods where property values are depressed, and shallower subsidies in the more stable neighbochoods. Omnihus proposals to existing funding sources, including the Enterprise Community, STAR Program, the Minnesota Housing Finance Agency, and the Metropolitan Livabie Communities Act will support this strategy. First Step: Neighborhoods need to coordinate housing activities with the city. Using inciusive, neighborhood-driven processes, they should decide target areas and development strategies for them. 30. Move toward a balanced, sustainable range of housing types and prices ia all RECOT�A�NDAIION or The Mayor should d'uect the Department of Planning and Economic Development (PED) housing staff to work with neighborhood-based organizations to idenrify potenrial development sites for both townhouse and single family "step-up" homes. In addition, the Mayor shouid seek City Council approval of rental housing policies that (1) ensure an adequate supply of weli-managed, affordable rental/co-op units in all planning districts, and (Z) conned lower income tenants with "Housing Plus" opportunities for educarion, employment, home ownership and other services that strengthen the communiry. Rationale: Economically and socially vital communities iequire a continuum of housing types and choices az the basis for economic diversity within individual neighborhoods. Area realtors and lende�s indicate that SAINT PAUL COMMUNITY DEVEIOPMENT AGENDA 37 �� Z there is an unmet demand for additional "step-up" housing in Saint Paul. While there is presently a sufficient supply of rental units in the city (a ven its size), the condition and management of man}� of these units aze not acceptable. Resources: Existing public resources, such as STAR funds, should be redirected to assemble strategic sites. Private financing should be used to develop new "step up" housing and to provide mortgage funds to home buyeis. Private resources should be made available for training property owners and managers through organizations like Minnesota Mulri-Housing Association, Saint Paul Association of Responsible Iandiords, Institute of Real Estate Management, Local Initiarives Support Corporation, the Family Housing Fund, and the Minnesota Housing Finance Agency (MHFA). Existing public resources should continue to be made available to supplement private funds to finance rehabilitation costs and to assist in financia] restructuring of troubled projects. These public resources include the city's Rental Rehabilitation Prooram, ?ofHFA funds, Federal HOME funds, the Low Income Housing Tax Credit program (which leverages private investment), Tax Increment Financing and Metro Livable Communities funding. First Step: The Mayor should dired city staff to identify suiTable development sites in conjunction with neighborhood organizations and to work with both neighborhood and housing organizations to prepare housing policies that strengthen the city's rental housing. 31. Advocate economicativ diverse communities throughout the Fact M a_ea as the oniy long- range strategy for overcoming the multiple problems of neighborhoods with concentratioas of poverty. Every neighborhood should be able to achieve a self-sustaining niche in the real estate market. pRIORITY RECOMMENDATION Rationale: Studies by the National League of Cities demonstrate that a troubled central city hurts the economic competitiveness of the entire metropolitan area. The Metropolitan Council recognizes this principle in the Regional Blueprint as does the Greater Minneapolis Chamber of Commerce through the Building Our Future'initiative. When poverty is concentrated in an area, the concentration itself becomes a cause of poverty in the next generation. Children lack realistic role models for economic success, and lack $$ I XIGH QUALITY C(TY LIVING GZ Z the connections and opporiunities they would have, even from a poor familv, in an economically balanced community. Among the nation's 25 largest metro areas, the Twin Cities has the highest poverty rate for central city residenu of color. Resources: At the genera] policy level, there is widespread recognition of the need for reducing concentrations of poverty, for providing affordab]e housing in suburbs, and for getting low-income people to suburban job opportunities. However, at the level of political action it is very hard to get a majority of inetro area leaders and legislators to support a big enough program to make a difference in inner city neighborhoods. The Livable Communities Act — which funds brownfield clean-up, affordable housing, and mixed land use development — is certainly a positive step, but the resources are completely inadequate for the scale of the problems. The most important resource may be growing citizen concern about the pattern of urban sprawl. More citizen organizations are working toward greater equity among metropolitan municipalities — organizations such as the Saint Paul Ecumenical alliance of Churches (SPEAC), the Citizens Lea;ue. = the Alliance foi Metro Stability, and the Land Stewardship Pioject. Ai ihe Metropolitan Council's recent hearings on regional growth options, there was a lot of strong testimony favoring core city revitalization. First Steps: a. The city, county, and school district should all participate in Metropolitan Council decision processes. b. Advocates for the central cities should recognize that the political task for the legislature is to get majority support for actions in chambers where city representatives are a minority of inetro area legislators. c. Encourage the growth of citizen organizations that advocate metropolitan balance. 32. Expedite the removal of dilavidated structures that are not stronger neighborhoods. PRIORITY RECOM11fENNDATION Rationale: Physical blight is one of the most apparent symptoms of a core ciry in troubie. Saint Paul needs a more eepeditious process and the resources to go with it so that dilapidated structures are removed and the properties become assets in the neighborhood. SAINT PAUL COMMUNITY DEVELOPMENT AGENUA 39 �� z Resonrces: Neighborhood organizations, businesses, and institutions can identify priorities for action on dilapidated structures. In most cases, effective action depends on city inspection and legal prosecurion resources. First Step: City govemment should review iu resources for fast action on dilapidated structures unfit for rehabilitation and implement needed improvementr, particulazly where costs can be assessed against the properties in question. In implementation of the Citizen Inspection program, communication with neighborhood organizations conceming priorities for adion can be enhanced. NEIGHBORHOOD MARKETING 33. Mount a campaign to educate "neighborhood ambassadon" ud neighborhooda in aint Paul. Encourage realtors and lenders to "sell" Saint Paul. The Mayor should request the Saint Paul Area Associarion of Realtors and the Minnesota Chapter of the Mortgage Bankers Association to aeate a"central city" certification program for realtors and lenders. Neighborhood-based organizarions couid help develop the curriculum, which would inciude information on local assets, volunteer activities, availabie financing products, home ownetship counseling opportunities, purchase with Tehabilitation financing and dealing with diversity. Rationale: The first and often most influential resource assisting potenrial homeowners is their realtor or mortgage lender. A strong network of realtors and lenden who are educated about the assets of Saint Paul neighborhoods and purchase with rehabilitation financing can guide new home buyers, help to retain the middle clazs in the city, and pzomote rehabilitation along with purchase of a Saint Paul home. Reaitors and lenden in this netwozk would benefit from referials from home owneiship counselors and neighborhood-based housing service providers. Resonrcex The course should be free to realtors and lendets with volunteet teachers, sponsored by the Saint Paul Area Association of Realto�s and the Minnesota Chapter of the Mortgage Bankers Association. First Step: The Mayor should meet with the executive committees of the two uade associations and request them to esWblish such a program. '{O I HIGX DUALITY CITY LIVING �� 3 Develoa co� unit;*-hased Homeowner Resource Centers. In collaboration with the private sedor housing industry, establish three to five Homeowner Resource Centen that would provide information on various neighborhoods, homeownershig, and education opportunities. A principal objective of these centers should be the marketing of Saint Paul as a piace to live and make a housing investment. The informarion they offer shouid include: • Home buyer and home mortgage educarion (private and public mortgage financing and special assistance options) • Home improvement opportunities and financing • Home maintenance education • A directory and showcase of housing resources and organizations in the community • An information exchange with realtors and lenden • Referra] services for other needs such as mortgage foreclosure, language- and culture-appropriate information for neK immigrants, rental housing needs. - and other services, many of which are currently pro��ided by the Housing Information Office. Two requirements for supporting the home purchase and improvement process effectively are: (1) information and education services need to be as close as possible to the consumer, and (2) information suppliers, including those in the private sector, need to collaborate to keep the information up-to-date. Existing collaborations that may provide a starting point include the store- front home purchase/home improvement resource center estabIished by the Minneapolis Community Development Agency (MCDA) and mortgage lenders in Northeast Minneapolis, and the home buyer counseling centers that are in a network with the Home Ownership Center. These services might be housed in neighborhood locations where people aiready go for housing information and resources or in neighborhood banks. Rationale: One of the greatest bacriers to home owneiship foc potential buyers is the difficulry of accessing information about available programs and resources. Housing informarion services at present aze fragmented; consumezs have to go to different sources for different information. Resources: Potential resources and partners in this effort include banl:s and other mortgage lendezs, the Mortgage Bankeis' Association of Minnesota, the reai estate communiry and the Saint Paul Association of Realtors, SAINT PAUL COMMUNITY DEVELOPMENT AGENDA 4� ��-z "...more attention must be placed on identi(ying attitudes, practices and other characteristics within Yhese organizarions fhat are barriers to inclusiveness and must be changed before diversity catt be achieved in their volunteer prograttu." Department of Planning and Economic Development (PED) and the Saint Paul Housing and Redevelopment Authoriry (HRA), the Family Housing Fund/ Minneapolis and Saint Paul, Local Initiatives Support Corporation (LISC), Fannie Mae, neighborhood-based community development corporations, Neighborhood Housing Services (NHS) offices, district counciis, block clubs, certain organizations serving communities of color and immigrants, area tiide housing development organizarions induding Habitat foi Humanity and Project for Pride in Living, the Home Ownership Center, the Minnesota Housing Finance Agency, the Saint Paul Ecumenical Aliiance of Churches (SPEAC), the Metropolitan Interfaith Council for Affordable Housing (MICAH), Ramsey County, religious institutions and schoois in the neighborhoods involved, the Housing Information Office, and approved properiy inspectors, construdion contractors and unions. First Step: Ask Fannie Mae to convene a pianning group composed of representatives of the potential partners to develop and implement this effort quiclly. • 1997 goal: Establish t�•o community-based centers. • 1998 goal: Evaluate results of the first two centers and feasibility of extending service either by establishing more centers or by doing a "hub-and-spokes" model. CiTIZEN ACTIVISM AND VOLUNTEERS 35. that of colon PR10RI7'Y RECOMI�fENDATION Rationale: In Saint Paul there is already an immense and unquantifiable amount of volunteerism and citizen involvement. District Councils, Block Clubs, neighborhood organizations, schools, religious insriturions, cuitural organizations, nursing homes, recreation centers, libraries, social service agencies, nonprofitr and some small businesses — all of them make use of, and couldn't function without, volunteers. And yet, we need more. M�sorn Orr�ce oF Many factors point to the need to invest in greater citizen involvement, VOLUN[EfR SERVICES ST9TE OF �cluding shifts in federal funding, welfaze reform, the growing realiution that VoLUxr�rusAr 1995 RFroxr �Strrutions and professional service providers have done little to stem the rising ride of social i11s in our community, and the growing awareness that "bottom- 42 I NIGN QUALI7Y CIiY LIVING �Z Z The great concem of the Pazks and Reaeation Commission and staff about the sodal health of neighboihoods goes back at least six yeazs to their Neighborhoods in Transition study. In neighborhoods undergoing demographic change, they idenrified ieaearion centen as the only public, neighborhood-based service providers that are readily accessible to all the people in the community. Reaearion centers in these neighboihoods were given priority and programs were expanded to engage all the groups in the neighborhood and amact at-risk kids. Resources: Another major theme in the Parks and Recrearion Plan is "innovarive focusing of resources", which addresses prioriries for city funds, overall pazks management, staff effectiveness, the use of volunteers, and supplementa] funding from grants, fees, and partnerships. First Steps: A two-year list of action steps is listed in the plan. 38. Continu a strong residential street paving p rogram, linked w h as many other neighborhood improvement programs as _ occur. Rationale:'fhe street repaving program will be the largest public capital investment in neighborhoods over the next decade. Experience shows that residential street paving (which includes historic street lights and boulevard trees) has a marked positive impact on local community development. The city's investment can also be leveraged to encourage and support other neighborhood improvements. These will vary from one neighborhood to another — housing rehabilitation in one neighborhood, playground reconstiuction in a second, block club organizing in a third. In some azeas, where the housing market is already strong, there may be little need for leveraging reinvestment or coordinaring programs.) Streetscapes often bestow special identity and a"quality of place," not only in neighborhoods, but also on arteriais and freeways. In Saint Paul neighborhoods, sueets occupy thirty percent of the land. A successful neighborhood street, either iesidenriai or commercial, should be useable, safe, and attractive for pedestrians. We should no longer accept the assumption that there is a dichotomy between moving vehiclet and building community spirit. Where these two goals cannot be reconciled, the sense of community should normally be a higher priority than moving traffic. SAINT PAUL COMMUNITY DEVELOPMENT AGENDA � �� z SECTION VI Effective Civic Collaboration How can the recommendations on the preceding three themes of this report be done? Only a few of the recommendations in this report can be �� or a city perhaps Implemented by a single ador. Most community development woik involves ihe most imporrant partnerships, teamwork, coliaboration, power sharing. (See Figure C, which requirernent for e ffective shows the many actors that are potenrial participants in community leadership is the development.) These relationships can produce synergy, aeativity, and continuous coIlaborarion commitment. However, they can also be cumbersome, frustraring, and even between city government �ompetitive. How can ground rules be set, accountability be maintained, and and all the segmenu o f burdens be shared fairly among partners? This section idenrifies working private sedor leadersi:ip, relationships that need to be strong for community development work to profit and nonprofit. become more effective in Saint Paui. Private sector groups are coming to recognize that Because this is a rime of changing expectations, roles, and funding, it is such participation is a also a time for creativity. This is a time for skillful leadership, for leadership positive dury." from many parts of the communiry, and also for citizen engagement in their communities. JOtit< G.aItD,�'ER IN Bctr.ori'G Cox+rc�m', 1991 The Phalen Corridor initiative is one good model for neighborhood revka(ization work. h is ueating and fostering relationships among residents, businesses, and service agencies. ft is a oommun'rty partnership working to rebuild the economic, socia� and physical prosperity of Sai� Paul's GOAL: CIVIC CAPACITY Develop a new level of cic�c capacity — responding to the devolution of responsibilities from the federal government on down — that engages business, nonprofits, govemment at all levels, and citizens and community organizafions in the effective achievement of common goals with limited resources. NEIGHBORHOODS . 40. Rederign city neighbor: the energy for revitaliz consensus bnilding acri an p ysi evelopm� linking planning more in each with resonrce and �o with East Side through weating jobs, g�tionale: Over the past decade the nonprofit sector has grown while impro�ng axess, redevetoping the Housing and Redevelopment Authority's resources have stuvnk. Many industrial land, training the neighborhood organizations and business azsoaations aze effective champions workforce, and sustaining of revitalization in their communities. In their azeaz, the dty govemment grassroots efforts. � I EFFECTIVE CIVIC CO�LABORATION Saint Paul has an important opportunity to strengthen both the socio-economic vitality of its neighborhoods and the partnerships required to make this oceuc The Nationai Community Development Initiative (NCDI) will funnel new private grant and loan resources through the Lowl Initiatives Support Corporation into those eities that demonstrete a high level of commitmeM and leadership for community-based development and clear implementation systems. G� Z should work to reinforce their strategies and projects, while in other neighborhoods, the city may need to work as a catalpst. Revitalization strategies should deal with communities both holisticaliy and cost-effectively. Consensus building and information sharing broaden the base of participants in neighborhood improvement. A good neighborhood revitalization process should continue evolving and attracting new participants as the scope expands to new issues. Ultimately, the community- building process should have the feeling of a broad-based citizen mobilization. Resources: Broadening participation helps to broaden the resources available, especially through private investment. Plans should not sit on shelves. Planning should be connected Yo the allocarion of resoucces and should be integrated with project decisions. First Steps: The Mayor should direct the Department of Planning and Economic Development and perhaps other city departments to make changes that put them more closely in touch with neighborhood revitalization work that is happening in the community. PUBLIC-PRIVATE-NONPROFIT 41. Reconfirm and aze essential Shared goals and effective collaboration between community-based development organizations and city govemment are essential for realization of many of the recommendarions in this report. T'he private development and lending communiries have crirical resources and must be on board. Employment goals will not be met without a strong role on the part of area businesses in cooperation with institurions and govemment. Ratioaale: Govemment at all levels is changing. Finantial resouices in govemment progmms related to community development are greatly reduced in many azeas and must be used in new ways, in new partnerships. In Saint Paul, dty govemment is not able to subsidiae development finandally at the scale that it has in the past; foundation and other corporate philanthropic resources aze stretched among many urgent needs. Sustaining development over the long:un will require aeative and collaborative use of the limited resoumes each entity can bring to the table. $O � EFFECTIYE CIVIC COIIABORATiON �-� - z 25. Affirm and strengthen the commnnitp develo ment corporahon industry in Saint Panl as a key partner in combatting poverty and bnilding economically and socially viable inner city neighborhoods. Do tLis around a plan for shared prodnction and capacity building. Rationale: As neighborhood-based organizations focvsed on the revitalization of cenual city neighborhoods, CDCs aze uniquely positioned to be an integral part of poverty reduction suategies and to make mixed- income neighborhoods work CDCs aze conduiu that channel the talent, energy, and determination of neighborhood residenu into building stronger commnniries. CDCs are engaged in physical revitalizarion of neighborhoods through housing and commercial development and improvement; they are also engaged in the social and economic health of neighborhoods through small business assistance, mentoring, and aime prevenrion. Grassroou action aeates hope and opportunities for economic advancement as well as improving services and building homes. Effective CDCs work ciosely with - district councils and businesses. ' Resources: T'he Local Initiatives Support Corporatior. (LISC), the St. Paul Coalirion for Community Development, and city govemment are lead partners. The Saint Paul Foundarion, Wilder Foundation, the Family Housing Fund, Fannie Mae, Twin Cities Neighborhood Housing Services, and other corporate and foundation leaders aze all important zesou:ces. The National Community Development Initiative represents an unusual resource opportunity. First Step: T'he Mayor should call for a neighborhood agenda that affirms the importance of CDCs and calls for distinct producrion and capaciry building goals and partnerships. 26. The city should continne to select bv weiQhinQ costs and benefits of place within broader The Communiry Development Task Force realizes that redevelopment priorities aze often framed in "downtown verses the neighborhoods" zhetoric. While iu discussions have not resolved this pernnniai controversy, the task force believes that there should continue to be a mix of $P � NO TRUCE WITX PO�EXTY �� 4 � 5�� \ ' SS o� �� November 13, 1996 usineu PL•m Implementation o( u Compreheavive Ilouxing Str:itegy Attachment A Definifion of Quatity Housing Following is the definition of Quality Housing. A. � '� ✓ Pnge: ] �� — d� Quality Housing includes being 1. afforda to the household, which requires a spectrum of house values and apartment rents so as to serve individuats and families at all incomes levels; 2. in sound condition by complying with or exceedino building, housing and health code sta�ndaland 3. a svitable housing unit for the househnld, which requires a variety of building and untt types so as to serve the varied market demands and nee�s of households at different stages of the life-cyci� (e.g., detachecl and attached units and differin� unit size and number of bedrooms). Additionally, Quality Housina is in an attractive neighborhood setfing, which inctudes confidence in the basics of the tiving environment suc as safety, quality schools, public services that meet expectations, property taxes that are not out of line with other communiti�s, open space and recreational opportunities, ete.; and _ 2. Iinl.ing new development to brn�der �munitv nhie�r�o« C. Furthermore, Quality Housino includes necessary support services for the residents to attain economic and personal stability including home owner & tenant training & counselin„ and has convenient access to pubiic transportation and employment, etc.; and 2, requires responsible, financially stronr, lowl h' - nd mana�*ers of centai housing. U�� uovf � (�r�� • � pagc: 1 Novembcr I3. 1996 liucinesc YLm Lnplementation oE •r Cacnprehen+ire Iloaaing Strnte�y �^�—� � Attachment B CCp PoIicy Principlec The following are basic policy principles expressed in the Scrint Patd Housing Poticy for the I990s• A. An economic profile of Saint PauPs population should be increasingly similar to that oP the metropolitan area. B. Moderate population density is one of the city's strength. (The addition of new housing is currently encouraaed in response to new market opportunities. This new housing includes in-fill detaehed single famiiy houces; and highQr density and income, step-up, ownership housina•) C. Each Saint Paul neighhorhood should be attractive in the regional housinn market to the range of households for ��•hich its housing is suitable. (Each city neiahborhood and smaller devetopment area must fare w�ll in the hnusing market for the ranae of existing or new housing types to which it is most suited. Each neiahborhood should provide a mix of housing types serving a mix of householct incomes. The desian and density of housing within Saint Paul must reco�nize and preserve the urban setting, but yet compete in the regional housing market.) � J�, Lon�-term strategy is needed as a basis f'c�r neighborhood maintenance and revitalization. E. The variety of housinr �vhich exists in Saint Paul is a recource of great �'alue. 11'Iaintenance and renen'al of the housing stod: must remain a high priority. (The existing housing stock is a critical piece of the city's infrastructure. It is the most powerful int7uence on a household's decision of whether to live in Saint Paul. The housing stock mu�t be maintained, rene�ved and replaced by private and public resources.) F. A p are e.eists communities is needed. are essenfial to vate market (Additional text on each principle is found on pa�es 7-S in the Policy Plan. Text in parenthesis at,nve are furthes current comments.) �n�`�o�e- �� vt W� a(�2. U1� are vto`� �� ,�� 1N�� ''"" r�� c�euelo�r� ��. G�ie- `� �G� �� r��,ol�� s �f o��,, ;� an�as �d��s �.�,�, . I� We are �u�'�e�s�i��y � � � w: �i ��s�� y-��f m�le+P�� k �v�se(✓es muf �� c � Novcmbcr 13, 1996 - Itaciness PL•m Implementatinn oC� CampreLeacive linuaing Scratrgy Attachment C Implementation Principles Pagc: I �� The following operatina principles (wilt} guide the implementation of housing activities in Saint Paul. A. Role of Private Sector Housing development and finance activifies in Suint Paul sI�ould Ue done by the private sector. Individual property owners ara encoura�ed to undertake maintenance and repair of their houses and, where possible, acquire and rehab houses that require substantial improvement. Owners and property managers of rental housing should practice sound property and asset manaeement including cost containment measures for development and operatina costs, and ensure respc�nsible tenant behavior. Lending for housing maintenance, home improvement, and development should be done by private lenders. Private lenders shrntid he encouraged to create speciai lending activities and be fuliy engaged in cammunity investment and revitalization. � B. Role of Puhlic Sector d tel served by the private � aac�fr� �Pi6 9+ � �� G�ITi' � . �te �-Pce �t� � e� �� . �'o��r �/�,5�t�1 t�F'� cw�. �nC�� , �rn� �/tti � D. Where there are special or unmet needs that .�re not a eyua y secfor, the City should Eacilitafe acfivifies to m�et these needs. Sound lendino throu�h a public program can effectively meet unmet needs or prnvide important incentives not adequately addressed by the private sector. The City'S housma aeve�u�,i deve o me os w en the nr�ie •t will vietd : the least amount with the e PED/fIRA funds are in� approved credit rocedures. Ownershin Interest it funds shatdd be used to fund the "gap" between totai �,.,r rhat ran he reaennah � rovided bv the private sector etantial nublic henetit (';r� +��nrk �hn,�1d be orowde in 'Prms so ac tn m�ximi� 1 vera�� f �rher resources. red in confurmance with estahlished HRA and de�t�me�� W c� � � rrec�� '/�' a;n � �r". P�'�� lvc6kw. � r�Q� ,�°au�,�,; Hausing infrastructure is best maintained «fien the occupants, including renters, have a vested interest in the property. This can be achiaved throu�h direct ownership, or shared ownership throu�h condominium assuciations and equity cooperatives. Alternative forms of ownershiWlli° �ntin iall �be ex� 1 red�for�th e for forms of rental "ownership,' Y [� traditional ownership is n�t possihle. � r � �� c �� cond�fions or revers �. .,/.,. the mast fragile nei�hhorhoods and to househi�lds whose needs are not met by the private ��, housina market. Targetina may also he necessary to a�hieve adopted �� !G � � r,c�� ura,�l�'��e� � C�t��Y/U��;�� ,u.�l . d�o� 4rr� � IAJ2 (.Ul�(Gr 5�C/,l/�it y� "d/U��iy///Gt�.� Strate�ic Invectmentc Limited housing resources must be targeted strategic�ti�• tu eFS'ecfi�'ely address housin� e ne=ative trends. Limitecl �uhiic resources shouid b2 taraeted in Novemhcr 13, 1996 Ilusiness I'lan P8g° � Icnplecnentation ot.� ComprrLeasire Ifoucin;; Svategy �� Targeted programs should be considered only as an implementation meuure of a City approved plan or ini[iative. Funds available to lower income households including emergency funds for immediate mechanical or structural house repairs and mortnage loans should a]ways be available city-wide. E. Inteorated & Hotietic D°velonment Activities A comprehensive housing stratery must be more than the "bricis & mortar" of housing development. Housing activities must he inteerated with community development and include support systems and services for residents to achieve personal and economic self-sufficiency. The City supports human services, such as home ownetship counselina and training, mortgage Yoreclosure prevention, and planning for homeless, and potentially homeless, persons and fimiiies that increase the abilities of households to acquire and maintain Quality Housina. Holistic development is attained anly when housina activities are planned as part ot lar�er neighhorhaod improvement initiatives. F. Collahoration and implementation of all housinr activities (includinr develo men[, _ _ _ .. ... ...... ... .... � .....,r�,», �nA nartnershio with :1 rV ��aicnwn...........'..""" _____- q �� a r e ._ ° ��= 5 ' CT�1 1S �� Slqil"' f'`�C � �MP % _ T �^`�.�' ( G. Detiverv of Puhlic Re�rn�rces � ��u' �' aT� �g��y�� T�t.�� 3 / ,L��. ./� �� Public resources for housing improvement and development must be delivered in a j K t�alanced manner to serve the needs ot' the city �nd each nei�hborhood. There are u� genera]ly three neighhorhoo� con�itions in Saint Paul: (1) s�und nei�hh�rhoods that have �� , } I�,�/� - strong private investment patterns that require littte rn�hlic ;nrPrventinn� (2) transiiional �'�� neiahborhoods with some disinvestment that re�cuir�ublic immecliate attenti�n to ensure C � _��'�'. they grow into sound neighhorhoods; and (3) fragile nei;hborhoods that have experienced !� 1YI/�U ThP citv prolon�ed disinvestment and require suh�tantia( �tcention and nublic assistance and each nei�hborhood should have a conti roaches that private and puhlic resources. �.�a.t'�'�CV � / �^ .,, �- , �"� �'"'+ �� W2 �fRVL Suy�r�uQ 2 r�,e '�r iYIU°�7!"lf�t� Deiivery decisions (eg., a request for proposals ur a first-com 5rst�en�ed pr cess) �� ,� are decided on a resouree-by-resource or prorrniti-t�y-program l�asis. R, Qualitv and Mlrket Driven Housin� City/HRA resources should be used to maintain or de�•elop housing units that are high yuality and meet lon+;-term market demands. Developmem decisions should give careful consideration to the type of unit, site and nei�hborhood settin�. In treatment of existing units, exterior sita plans and interior unit layouts shoidd he improved to better sen�e current market demands and the structure rehahilitatzel to a hi�h standard of quality when possible. I, Buildin Cncle Enforcement & Comnlianc:e . Pngc: 3 November 13, t996 �- Racinccc Ptan Impleinentation of a C:omprehrnsive Ilousin� Str,depy �--` � Responding to acute housing camplaints tivhife addr�sinr chronic proUlem properties is crifical in maintaining the residenfial quality of Saint Paul. Compliance with established building and housing todes must be enYorced. . J. K. L. � Historic and Architecmraifv Si�nificant Buiidin�s Historic and architecturally si�niPicant buildings are a unique asset of our housina stock and should be preserved whenever possible. The quality, materiais and design of older huildings meet the needs of one portion oF the market that cannot by supplied in suburban communities. Balance Between lncreasinR Tax Base and MeetinR Other Needs with suburban housmg o ic�a s. income housing in less intearated neighborhooels of Saint Paul as well. - Housinr and neighborhood improvement acfivities should balance the objecfives of increasing the tax base, and meeting needs of Saint Paul recidents that do not directly contribute to an increased property value. However, increasin� the tax base should be a primary nublic benefit from the inve,etment of Public resources infneighborhood and hous ng improvement. �pI2 Vl�� '� ��s �� — fvI l� rL '7� LrC►r�� l//�l��e�� Re�ional Distrihution �p b �S� � � Y� The City supports improved regional distributimi of housing opportunities for Iower � income househotds. The City wiil continue to be an active parmer with other funders in � addressing affordable housina needs in the reaion, and continue to b� active in initiatives /+��8, ff ' 1 The City shoulcl look for opportunities to provide low �� Affordahle Low tncome Housin� Activities ��/i�Bs �� Central Saint Paul neighborhoods wi1( reyuire public assistance in order to improve /��y the quality oF affordable housing and therehy, the quality of the neighborhood. '1�he �� current location of services, public transportation, and ethnic/socia! relationships wi�1 , maintain a high level of demand f�r low income afforclable housing in central Saint Paul neighborhoods. Current economic factors make it Jifticult for the private sector to provide quality affordable housing causing a iarge amount of law income affc�rdahie housing to be met throu�h substandard housing. PED will continue tu participatz in the Interagency Stabilization Group QSG) to monitor and determina apprupriate actions for the preservation and stabi[ization of qualiry rental housing. City/HRA fimds wiil be used primarily for improvements to existin� propertits. Building, unit and neigfiborhood density wilt be reduced whenever possihie. Decent, suitable, reasonable aPfordable housing is a proven ingredient in the mix of supports that can enable households to hecoming se]f-suPticient—the most imp�rtant route to lass poverty. The income--housin, cust aap is substantial far a iarge seament of Saint Paul's population and continues to grow. �Ve should promote economic self- sufticiency by searching for oppommities to hrict�e this gap. A hroad hased approach is key to identifyinr strategies that c:m lead to acceptable solutions that ease the burden of concentration of Pacilities and services for homeless Novcmbcr 13, 1996 �� lluciness I'!an Implemeatation of a Comprriiensive Ilousin� Strategy' Page: 4 a� Z persons and families. A hroad based planning aPproach should include Ramsey County, homeless persons, human service providers, and City and suburban o�cials. The planning process should be regional in scope, and be comprehensiye and encourage new ideas in providing services to the homeless. We must take appropriate steps to preserve previous HRA investments in aPfordable housing in accordance with npproved credit process guidelines. The borrower/owner must demonstrate a satisfactory record of past experience and continuing long tertn capacity to provide sound property management fitnctions. All parties to a deal must contrihute a"fair share" in the finaneial package that provides adequate leverage for City/HRA funds. Real Estate Acouisition and Develonment The HRA should consider the acquisition of rexl estate when it is necessary to meet idenfified redevelopment objectives. Tfi� City/HRA should facilitate ptacing appropriate publicfy-owned land, includine tax-forfeited parcels, back on the property tax rolls as quickly as reasonabiy possible. The City shoulJ consider facilitating the development of� new houses on all buildabie parceis, including step-up and higher priced housing on multiple lots. Splinter parceis should be useel t� increase the size of individual adjacent lou only when the divided lot is unbuitdable accordin� to zoning requirements. � �� Z November 13, 1996 Business Plan Implementafion of a Comprehensive Housing Strategy Followina is a Business Plan to implement a comprehensive housing strateay. 'Ths business plan provides details about implementation activities by the City of Saint Pau] and the Departmen[ of Planning and Economic Development (PED) to carry out the provisions of certain City Council adopted documents. These documenu include: Saint Pau! Housing Policy for nc� 1990s, Housing Action Program 1996-1997, and City Council resolution, CF� 96-925, included herein as Attachment D. . Additionally, the business plan incorporates: • Activity Performance Plan-1997, PED Housing Division (proposed), included herein as Attachment E. �/� �/�� I. INTRODUCTION (_, �� Q�� G��'`�"� ��"� �� r�!/� �°�TrOYG• A. Description of the "business" The description of the "business" in the context of a comprehensive housing strate�y`is to facilitate providing Quality Housing across the income spectrum and life-cycle throughout Saint Paut and the metro area. Quality Housing is identified and facilitated that is sustainable, supplements th� private sector, and satisfies unmet needs. The definition of Quality Housing includes several factors and is ouclined in Attachment A. City of Saint Paui and PED activities to facilitate the delivery of Quality Housing to existina and new home owners and renters in 3aint Paul is the heart of the business plan. This business is deIivered with i. the unclerstandina of the proper rote of novernment and the City of Saint Paul, the practice of certain implementation or operating principles induding cast cantainment measures (see Attachment C). ancl 3. the settin� of priorities_within the capacity of PED and its overall mission. B. Role of the City and PED The City's role in the implementation of a comprehensive housin� strategy includes several departments and o��es of the City, inciudin� the Public Housing A�ency. However, this business plan is primarily the activities undertaken by PED, with brief mention of the work of the City's code enforeement o�ces. Page: 2 Batinecs PL�n Novcmbcr ]3, 1996 �� i Hnplementation of a CompreLeasive Itousing Strate�,y 1. City code enforcement offices The City's primary mechanism for ensuring health and safety for ait iu citizens is to encouraga compliance with established building codes. Experience shows that compiiance can be improvecl through parcnerships with neighborhoods and community groups as weil as effective citations and housing court aetions. (Fhis business plan does not focus on these City huiiding code enforcement and compiiance activities.) 2. PED PED is currently in the process of better defining its direction and de(ivery of services to neighborhnods through an interdiscipiinary, problem-soivina, focus with neiohborhood organizations and leaders, businesses and residents. Development, finance and plannina resources and services delivered by newly organized PED area teams are expected to be integrated, ft�cused, flexible and collaborative. In addition to working in area teams to provide strate�ic ptanning, developmenc and finance activities, specific examples of PED's role in the area of housing include the following: a, Providin� sound mort�a,e lendin� thrau;h public initiatives to effectively meet critical needs not adequately addressed by the private sector. _ b. SupPurting efforts to increase privata sector lending in the rehabilitationr sk uparading of the city's a�ing hnusin� stock. (For a variety of reasons [� > small size of loans needed, construction management, etc.J private lenders have avoidecl makina many hnme improvement loans and other housing investments. Therefore, the City has establishecl a substantial public role in helping to meet this need.) a Working with private, nonprotit and other pubtic entities and special populations to achieve a continuum of care approach includina emergency, transitional and permanent housing and appropriate support services for special populations. These effurts are part of a broad ran�e of community development activities including the reduction of overcrowdin� and over concentration of rental housing. C. Primary Goal, Dfission and Key OUjecti��es Goal The primary g�al of a comprehensive housing strate�y is tu ma+ntain a hiQh de�ree of confidence in the citv and its neiRhhorhoods so as to com ete in the reQionat market. Dlission The mission of PED is to encoura�e investment in Saint Paul by identifying and facilitating coordinaied eftocts to improve tha tax base, �reate jobs, sustain housing, and IIusiness Plan Page: 3 Novemtxr 13, 1996 � �--� � Imp�einentation of a Comprehertsive Iloiaing Stntegy promote orderly development. Objectives Specific housing objectives inctude: i. Maintain and improve neiahhorhood quality, and provide Quality Housina across the income spectrum and life-cycle. 2. Integrate housing activities with other elements of community and economic devetopment; eg, business and commercial activities, education, jobs, child care, maintenance of public infrastructure, social services, etc. Improve residential property values. D. Policy Principles The basic principles for housing policy expressed in the Saint Paul Housing Policyfor the 1990s document remain applicable today. The policy principles are listed in Attachment B. 2 E. Implementafion Principles The operating principles Iistecl in Attac:hment C(wili) guide the implementation of housing activities in Saint Paul. Novcmbcr 13, 1996 13usiness I'L•�n [mplementatian o( a Compreheative [lousing Str.�te� IMPLEMENTATION ACTIVITIES � / A. Area Wide Teams PED is curre�tly in the F._,n Page: 4 �� I.ue �euu��( sv pParf �� f we kav.� s�u� �irte�rts �e�ll�� 0 8`l�'.�. �g� o✓lyo�! rZ°�� Cu,rGQ (b.� �>� so�.��sj /�� • -�i� �/' of better definina its direction and area teams are of services to iahbo 1�� and planning s�/G�' i tlexible and �� ,.,�_ r__..� �i�.� im lement strategic neighborhooU mvestment imc�ac,ves ar� cu a� -- �G of PED and t is usm_ e�n• �� f��„� �� Strateg i� d Priorities �� f �� f'Dill� 5�0 c?'0, PED's approach to realizing the above stated aoal'and implementing the priori[ies 6f the Housing Action Program is to develop and oraanize priority improvement initiatives according to four basic strategies with nine sub-strategies. Strategies Sunnnrt etrate�ic nei�hhorhood imnrovement 1. Develop and implement strategic, tar�eced nei�hborhood investment initiatives. U�� are evr�cv��c��su� � .� l,�'�`�in. �� S'� �� 1.� �/�'� C� ,�'I�d-�� /�WYPGf' in �,��es � ��s c�s • ��i�G�� y� v�lo�d T�t A�1�d��c�cke f p�� o u� (� � �pM1� �c� c�.� � �7�• Priorities 1. Fac:ilitate collahorations that support _ nei�hborhood improvement with CDCs, private lenders and other neiahborhood organizations. Facilitate appropriate coliaboration in each of the new PED areas. • a. Initiate discussions about a continuum of improvement approach and a mix of investment strateoies needed in each neighborhood. h. Assess the capacity of the community and PED to undertake this planning and implementation, and datecmine a�Propriate role for PED. c. Initial important areas include the following: Phalan Corridor includin� Railroad Island and Phalen Viliage; Dayton's Bluff; ConcordlRobert area: Fragtown; Selby Ave. area; Rice St./Front Ave area; Brewery/Ran-View area; and downto�vn area(s). 2. Id�ntify two or more Livable Communities demonstratiim projects.- 3. Identify and market appropriate programs and other initiatives in conjunction with the residential streec paving program. Nwcmbcr 13. 1996 Biainess Pian Pagc: 5 Implementation of a Compreheaci�•e ttousin� Stntegy �� - 4. Sponsor the annual Minneapoiis/Sain[ Paul 13ome Tour, and support neighborhood-based- • hnusina fairs, etc. - � GLfG �Z �' � �v��c_ a�G� �te„cc %Gfi�n 5 re (�c� -E-o --f� � 6vsne� � t.� � �Z �- U �/K 5 r��f fo `l-e�n-. c`� �� . �� l-t�� 5. Implement approved Community Development Asenda initiatives. 6. Implement improved systems to manage subgrantee program conuacts. 7. Improve information and communication, and simpiify access and application to housing proarams. � Increase home ownershin 2. ' Provide below-market interest rate home mortgage foans and other financial incentives to home buyers and existing home owners. (�� '��nc�aM., �%� ��Y�N iA/� +'°l � Y�l, � C f � �� 2�t p� �IYQ�I�tt�.vLf� � �� ' / 3. Facilitate the rehab and re-occupancy of vacant houses. 8. Continue to issue mortgage revenue bonds (MRBs) for first-time home buyer morteage loans, and mortgage credit certificates (MCCs); structure Phase I l and provide additional MCCs at the appropriate times. 9. Continue to issue MRBs for middle income home buyers; structure Phase 3 at the appropriate time. 10. Continue to utilize the already developed continuum of entry cost special assistance monies for home buyers and owners provided by the Family Housing Fund and MHFA. I 1. Support the Home Ownership Center. 12. SuppoR the Mortgage Foreclosura Prevention Pro�ram. 13. Facilitate conversion of renter-occupied housing ta owner-occupied. 14. Revise the selzction criteria for the demolition or rehab of vacant houses, including a definition of economic feasibility, the standard of rehab, and pro�ram �uidelines for subsidy aap financin�. U� �,re.. d ��,� s�� kerv `�t �� t� be �t.e'''cc�� v� �� tta-r�.�tin� ��G�a�� 15. Develop hetter procedures with LISC and the Coa[ition for the management anJ delivery of treatment activities Tor vacant houses, includin� new in-fill houses. Nwembcr 13, 1996 " Btuiaen PLto Pagc: 6 Imptementadon of a Compreheauve Iloucing Strateq �--` � 16. Identify ways to increase the volume of �"j rehah, and the redevelopment of vacant Iots after demolition. 4. FaciIitate the construction of new ownership housing• � ��,�G�L,6�'7�5. I n �eue��s G� �f�t�P`f� t5 �niT'U l ►.f,t� l `�itlL'� �'.�/!'[ l��Lt1 � �� CP1� �:�Ct3'�n �� (Y� �+��'�'�' `"" � 17. Implement the housing replacement tax increment financin� (TIF) opportunity. 18. Identify HRA, tax forfeit and privateIy owned lots appropriate for new development. 19. Prepare and imp]ement a plan to identify and encourage single family developers to construct new houses. 20. Initiate discussions with private lenders to provide affordahle, interim construction financing. 21. Identify potential redevelopment sites for new ownership "step-up' developments; assess . environmental and other barriers to implementacion. Maintain the existing housin s�ock 5. Pravide home improvement loans and ;rants to existin� home owners. 22. Continue the sin�le famity home improvemer:�� program for low income existing home owners; " consider revisions to the payhack provisions. , 23. Prepare guideIines for a new financing initia[ive for the rehab of common azeas in existing townhouse and condo developmenu; initiate discussions with private lenders; submit appropriate applications for funding, including the STAR pro;ram. 24. Deveiop a marketina initiative for the This OId Flouse in�entive program. 25. Continue to provide rehab loans for child caze facilities inc:luding single family homes. 26. Continue to provide financing assistance for hazardous materials remova! including lead-bazad paint. 27. Work to incraase private tender home imprc7vemen[ lending; consider loan guarantee and other credit support mechanisms. = :'� . Pagc: 7 Novcmbcr t3. 1996 � � IS�uinets Plaa jmplementafion of a Compreheacive Ilousing Strategy C��—� 6. Provide purchase/refinance & rehab home ,7l�z8• Tmplement the CHIP program. improvement home mortgage loans to buyers and Z� Actively market purchase/rehab mortgage existing home owners. products. �� '��Z{y,y,/� 3p. Work with the Family Housing Fund, CDCs, �� MCDA, Fannie Mae, private lenders and other interested parties in developina a rehab advisory referral system, if deemed appropriate. 7. Rehab and re-occupy vacant houses. (Vacant housing treatment listed above.) Maintain and orovide rental housin� 8. Provida beiow-market interest rate rentai rehab loans to existin; apartment owners, and provide financial assistance for significant rehab, re- positioning and new development projects. 31. Continue rental rehah financing; update and consi�ler revisions to the rental rehab loan program guideiines, especialfy related to ]oan terms. 32. Re-position significant existissg rentat housing develorments, including Burns Piace, Lakewood Apartments and other rental housing in Phalen Viltaoe, and Cancord Square. 33. Support new le�islation to continue the Rental Tcu Equiry propram. 34. Continue to allocate federa! low income housing tax credits. 35. Support the work of the Family Housing Fund and other participants to improve landlord effectiveness and tenant responsibilities. 9. Facilitate the preservation affordable rental 36. Initiate continuum-of-care plannina with housing for iow and moderate income households, Ramsey County and oth�rs for housing and and the provision for transitional housing and services fiir homeless and low ;ncome peopfe in emergency shelter facilities. Saint Paut and the east metro region. 37. Suppurt efForts to impT.ove the distribution of low income housing throu�hout the re�ion. C, Flexibility of Resources �C+��CnduJ�e �n�k�'e�a-� G��, Y�v, �� — In an attempt to provide better services to nei�hborhoods, PED wiil propose a C � consolidation of programs and other resources in order to have more tlexihle funds to �`� �'{� �� address unique neighborh�od needs. Add�tionally, PED is preparin� appropriate updated ��f�� underwriting and capital spendina standards that will guide the expenditure of funds. � ! ��.�.. � � � �� 7:� D�ire��on7�. Novcmbct 13, 1996 Ilaciness 1'l:m implementation ot a CocnpreLrasire lfoaving Strate�,ry Page: S Strone credit underwriting wili continue to be balancecl with high public purpose benefits. � However, until a determination is made about the consolidation of programs inciuding ��1�1'� � I approval by the City Councii, tesources available to undertake housino development and �(�GI�' finance activities are summarized below. D. Capital/program budget (esfimated) `� � �� p e ��,� ��d�� P �! � Following is a summary of funds estimated to be available to the City of Saint Paul and resultina housing related pro�rams and activities for 1997. It does not account for funds from past years that have been committed. i. The City receives Community Development Block Grant (CDBG) funds on an annual basis. The followina is a[ist of on�uina housing programs approved for CDBG funding for 1997: Single Family Home Improvement Loans Rental Rehabilitation Loans Hazardous Materials Abatement (primarily lead-basecl paint) Home Ownership Development* $1,425,000 50�,000 375,000 � P�� 5 �� vv" �/�/, ✓ p.�.v �N�� 1 400.000 Total �3,700,000 * Indudes Houses tu Homes vacant huusing and Replacement Single Family New Construccion Additionally, $1,300,000 of CDBG funds were also awarded in previous years for the improvement of the Phalen Vilia�e aPartments. 2. The City receives federal HOME pro�ram ft�nds on an annual basis. In 1997, $2.0 million are exPected t� be allocated to Saint Paui in 1997 in addition to approximately 5900,000 already available for allocation from 1996 funds. '�7�ese funds are for a variety af eligibie housing activities for the production and reha�ilitatian of aftordabie housing includin; home ownership and rental initiatives. 3. The City administers h4innesota Housing Finance A�ency (MHFA) single family home improvement programs, and particiPates in MHFA's rentai rehab proaram. During 1997, it is estimated $900,000 will he prnvided for these programs in the city. 4. The City/Housin� and Redevelopment Authority (HRA) annually has the auihority to issue up ta approximatzly $IS millic�n in murt�a�a revenue honds (MRBs) to fund mort�ane loan pm�rams for Yirst-time home buyers, includin� purchase & rehabilitation loans. Approximately �7 million of Phase X is pmjected to be available in 1997. During 1997, it is exptcted that a Phase XI pro�ram will ha structured for $10 million. Additionally, the HRA has issued other mortga�e revenue bonds for a Middle e ]Vovcmbcr 13, i996 Ilucinecs Pt�n Pagc: 9 Implementatinn of u C.omprehen¢ive Ilousing Stmteg,y ��: Income Housing program, which provides mortgaae loans to middle income buyers to purchase homes in the city, includina purchase and rehabilitation. In 1997, it is estimated approxunately 523 million will he available in the Middle Income Fund inctuding 520 million in a new program. Also, the Family Housing Fund of MinneapoIis and Saint Paul wil! provide a�proximately $400,000 of special assistance monies to assist low and moderate income families pay entry cosu when purch��.eins a hnme. 5, The City1HRA also can convert some or atl of its MRB authority and instead issue Mortgage Credit Certificates (MCCs) to elisible horrowers in conjunction with conventionai mortgane loans. An MCC can convert 20% of a mortgaae loan's annual intetest dedu�tion to a federal income tax creclit. During 1997., it is estimated that MCCs will generate approximately $13 miliion in conventional purchase mortgage loans originatecl by over 30 participating lenders. 6. The City/HRA hu the authority to issue rentai housino revenue honds far rental housing developments including projects spc�nsored by 501(c)(3) nonprofit development entities. The City/FiRA also annually has the authority to issue federal housing tax credits. For 1947, approximately $373,000 of housino tax credits are estimated to raise more than $2.0 miliion in limited partner equity investments for a affordable rental hausina development(s). "� 7. The City/HRA also take� advantage of funds made aivailabie from time-to-time on a compe[itive basis from the U.S. Department of Housin� and Urban Development (HUD) and MHFA. A recent example includes the MHFA's Community Rehabilitation Fund which awarded $250,000 for the Lakewood Apartments revitalization in Phalen Vitlage. 8. The City makes certain funds availahle to community organizations for various neighborhood initiative.e including housina activities. Recent exampies include the Sales Tax Revitalization (STAR) pm�ram, and the Enterprise Community (EC) initiative. There are several initiatives hein� considered and implemented by neighborhood community develapment corporations (CDCs) and other organizations. (In addition to STAR and EC, these funds incluile CDBG, HOME, Met Council Livable Communities, MHFA and others.) 9, The HRA annually pmvides local suppnrt fimds for ongoing pro�rams and a variety of housina activities including the new housin� and blighted lands tax increment tinancing (TIF) district.. Ongoin� activities include sin�le family and rental rehab improvement loans, vacant housing treatment and new in-till sinale family constnucion, and childcara facility improvements. btajor nei�hhorhood initiatives are also oftentimes supported hy the HRA; e.�., the Railroad Island initiative. pther activities supported by HRA fiinds inciude the Mort�a�e Foreclosure Prevention pro�ram, the Home O��ner�hip Center, and the anm�al Minneapoiis/Saint Paul Home Tour. M w G MI d q w . •; � Z J � U Q � � 0 �.�. � W � � � U Q C n C � T Q O � U � C � N C � � • R 0 N n � O � O � a W a 2 r� a � � d a �c � � Z '�a �a - a c 4COt� w� �� m� C Y a � N � P � � m� F m� C S w� a 0 � O. bT ON1�'� � N 0S 0 �D�B ry�p0 NNO C1 ^O O N� NN W q N � �N �N ~ U � N . C F � a W � e t � a � C � a w' 6� o � .. 4 a .`. � �o � .. ; � � a � e 5 � 5 e fi e C � � � � 4 a �s �3 S o e. 'o a F w �° t `° •`° � -� 6 � s � c U i = Q o ` � ^ o = � o ` _ Q � Q Q 4 E _ ^ O � C r O G n Y O t � y± � E F��oY W.. e+°��w � �>� n a ��t< <'1 .€§o� b£ vo> �o� V ID j�f 62f< p =M� � o � �� • nps � n$s e «.n1vn�omn i$n°ngo� $ iS a 2$ ;n i�, H h yy' n � s ` „pSq e mmnnnoo� nNnNg=a s �s Nf MM�Iy � � . fl0f'1 �0 f0 � �O�^f^Nb0 fqfPCO�V NN� fD � „ N �y � M N N M tDflO A OOGO = MNbN^NfDt Ce'�N�OtDO ' m ��°o�°o. a.. Z �mrun ti n `^ V ' � n ae � ^ w w :v ° ° F � 3 5' S 't a ow� £ p� .. 03:3� : w� � 6 � i �=�C�sC� T >e �` y `d K N3.'�afi sa�2 W $ $ O��Q W e°ia'e 3 56��a�<F. Seo�ev°�'S� �w¢ 3 ��4 � �TZ��SS�b W�o6eEC� a e Q S E 6 Saa� ee N�� a L£ j C S g�` E 3 �a'3��3 S ��'"=� 2 � �<ac� �» � �pc��y��..� <_J.—woo s �a � � $wS � O'ST�.�..°..�0..°..'.° riis�'�y„�SS � = 3'n ° >oa — �jo � = ya y '¢ ° �a6nG6�a �� o � ��xo� � oe'��'�'�'��'� WSY< 8 5��'« 6 �H2ZZ2ZZ2 C.= N ri� � w S C uI u: O 2 1' -� �m° °° � ° n Y n ° g o mPg �o ? i� o .� n o om �o `� �w y�jN NN y �N NM eme oeo 0 oee ooe o00 mmm noo ^`^g °og �qg w�oo �+on n N vi w o ^ .w H N N N M N � N N M O 0 0P0 A^ ag �r� nom n ��c ° mq .�-oo �: ri e vi m o^ ry N N M H � N � N M M �� n S� �s �o �7F< � � �l" c� N 2 6 � � � V ` � c �� `�"' � � � � \ W � � � � � �� • � � . `^ S v\ � � � � � � � � � • � � � � { /� � `..i � � m � rn w � ri 7 Bi�ine.cs 1'lan Pagc t0 Novcmbcr 13, 1996 U° � 'Z [mplementation of a Comprehenaive Ilousin� Strate�y � The above public funds do not incIude funds Ieveraned from other sources, including owner/borrower funds; private lenders; MHFA, Family Housina Fund, and LISC pre- development, interim financina; and other development funds. E. Onnoing Program Indicators Performance indicators are outlined in the Onaoing PerFormance Indicators section (page 3) of the Activity Performance Plan--1997, PED Housing Division, included herein as Attachment E. PED has also initiated work programs to develop means to better evaluate development impact. This work programs include: 1. Neighborhood monitoring throuah indicators 2. Evaluation of past and fi�ture Proaram im�act 3. Future project impact When better evaluation mechanisms are createcl and information avaitable, it will be shared with the City Council. F, Partners and Their Roles PED reIies on m�merous partners to implement the city's housing policies. PED strives to en�age the private sector to invest in Saint Paul's housino srock. Tnis includes lenders, __ realtors, for-profit developers, and existin� and Qotential property owners. Other partners ��• include puhlic agencies which deliver necessary services or provide funds for crucial ciry priorities. Community Developmeni Curporations, other non-profit intermediaries not only provide vital financial resources, but also p�ay an important role in identifying and resolving issues related to the city's housino. Other non-profit or�anizations are important in service delivery and advocating housing issues. G. Barriers to Implementafion Followin� is a list of significant barriers to satisfactory implementation of housing activities: Lack of sufticient capacity within the commimity and individual agencies, indudin�: a. Limited financial resources. h. Undefined role or insufficient opportimities Y'or private lenders, corporati� and other parts of the private sectur to be part of the community develop system. c. Lack of willin; and ahle developers, own�rs and managers to develop housing in SaiM Paul. �, Lack of adequate support systems for non-profit organizations. Novcmber 13. 1996 2. Batiness PL•m Implementation of u Comprehencive Iluusing Stratefy Cost and income issues, including: a. High cost of develop:nent, or cost exceeding vatue. b, Insu�cient income of buyers and renters necessitate subsidies to brina the cost down or the incomes up. c. Lack of sufficient employment oppornmities and adequate living waaes. 3, Potential home owner and renter households ofrentimes have difficulty in gaining information about available opportunities, or lenclers have created application processes that are compiex and noi easily accessibie. 4. Lack of neighborhood, community, and politica! support for affordable housing. 5. Laek of an adequate system to measure public benefit, to complement the ability to measure public cost. 6, The perception or reality about various neighborhood factors that contribute to a household's wiltingness to live in a Sxint Paul neiohborhood, inciuding safety, schools, amount of property taxes, etc. • page: I1 G � � a e llasinesc Ptan Pagr. 12 .. Novcmbcr 13, i996 �� "1 " Implement�tion o! a Compreheacive Ilmaing Str:itep� � III. ATTACHMENTS . A. Definition of Quality Housing . - B. Poiicy Principles C. Impiementation Principles D. City Council resolution, Coun�il Fife #9G-925 E. 1997 Activit}� Performance Plan (APP)--Housing Divisinn ([�roposeci) Other attachments inciude: • Saint Paul Hnusing Policy for the 1990s, Se�temher 20, 1990 • Housing Actio�t Progr¢m (HAP) 1996-1997, June 19, 1996 PP k4lss�cdlpp\buxphn\buxphn.d , � �55�-�, c;� �J� S��'� v �� l�� .� City of SaFnf Paut, Hvme Sates 4 996 propert!' TYPes 1 2, ana s r pt�e i £0'd LLtt6LLZi9 'OA }Id.� 801'Id3?l �0 90SSd '1[ldd d,S �_ � � `', - c� 60: G T f 1H,L L6—£Z—N�f January 29,1997 Councilmember Mike Harris Housing Business Plan Issues �/� �/ _ 2. 4. 5. 6. 7. �� Is this a marketing strategy? With whom do we collaborate and how? (Page 25 of the Housing Action Program adopted 6-19-96 has a chart of public and private parhiers, do we incorporate this by reference here?) a Will these be forums or meetings? Time lines? b. Seems vague. How much staff time and money will this take? c. Very specific, should Shepazd Davern site be on ttris? Why these azeas and what is the criteria to be on this list? This is good. By when? Who or what is the lead agency on this? Public Works? What will be done? Meetings? Mailings? Budget? How much money and staff'? 13eed to consider how we plan to approve and or implement certain aspects of the community development agenda. (All initiatives?) Needs to be a little more concrete. Define the "systems." How do you propose to unprove information/ communication and access to housing programs? Priorities 8, 9, and 10 need a budget figure attached to them. 11. 12. 13. 14. I5. 16. How much money and staff to support the Home ownership center? Same question for the Mortgage Foreclosure program. How aze we going to facilitate conversion of renter-occupied to owner occupied housing? NA NA Does this require a planning process? Is part of this Houses to Homes? y Page Two 17. 28. 19. Needs more detail. What exactly is the housing replacement TIF opportunity? Create a list? When wilt tUis be done? Dates and times? 20. NA 21. 22. 23. 24. 25. 26. 27. 28. 29. 30. 3I. 32. 33. 34. 35. 36. A list with detail. We received a memo about two months ago identifying several sites. Needs more detail on environmental aad other bazriers to development. Aow many? How much? Why have we mentioned STAR program here? NA NA How much assistance for lead removal. Should this also be in the Housing Business Plan? VJhat is the goal and what is available? How much money in the CHIP program? Need an idea of how we aze going to actively market purchase rehab mtge products. � DoIlars and numbers. What does this mean? Are these projects in financial jeopazdy? Okay, is it in the legislative agenda package? How many tax credits how much money? Is ttus support pmvided by staft? NA 37. Where does this show up? What exactly does it mean? Do we reduce low income housing in St. Paul or do we increase production of middle income housing thereby reducing the percentage of lower income housing? Do we need state or regional cooperation? �age ltvo ,��. 18. 19. �� 2 Nceds more detail. What exactly is the housing replacement T!F opportunity? Create a list? When will tlris be done? Dates and times? 20. NA 21. 22. 23. 24. 25. 26. 27. 28. 29. 30. 31. 32. 33. 34. 35. 36. A list with detail. We received a memo about two months ago identifying several sites. Needs more detaii on environmentai and other bazriers to development How many? How much? Why have we mentioned STAR program here? NA NA How much assistance for lead removal. Should tlris aiso be in the Housing Business Plan? What is the goal and what is available? How much money in the CHIP progtam? Need an idea of how we aze going to actively mazket purchase rehab mtge products. iJ_1 Dollazs and numbers. What dces this mean? Are these projects in Snancial j�pazdy? Okay, is it in the legislative agenda package? How many tax credits how much money? Is tlus support provided by staff? NA 37• R'here dces this show up? What exactly dces it mean? Do we reduce low income housing in St. Paul or do we increase production of middle income housing thereby reducing the percentage of lower income housing? Do we need state or regional cooperation? � � � �