Today’s Topic: How HouseATL Aims to Help Shape Atlanta’s Housing Future Today’s presentation and materials available online at www.AtlantaRegionalHousingForum.org Follow the Forum on Twitter @HousingForum A EOUSEATL HouseATL is a cross-sector group of civic leaders committed to building the political and community will for a comprehensive and coordinated housing affordability action plan in the City of Atlanta. The process has engaged more than 200 civic leaders over the last 9 months. More than 100 members committed to workshopping the problems and developing recommendations. Representative organization include: • • • • • • • • • • • • • • • • • • • • Atlanta Housing Annie E. Casey Foundation ARC/TransFormation Alliance Atlanta Apartment Association Atlanta BeltLine Atlanta Habitat for Humanity Atlanta Legal Aid Atlanta Neighborhood Development Partnership Atlanta Planning Advisory Board Atlanta Volunteer Lawyers Foundation Bank of America Bleakly Advisory Group Buckhead CID Center for Community Progress Central Atlanta Progress City of Atlanta Civitas Housing Group CohnReznik Columbia Residential/ Columbia Ventures Emory University • • • • • • • • • • • • • • • • • • • • • Enterprise Community Partners Federal Reserve Bank of Atlanta Fulton County/CoA Land Bank Authority, Inc Georgia Advancing Communities Together, Inc. Georgia DCA Georgia Justice Project Georgia Power Georgia Stand-UP Georgia Watch Good Places Grove Park Foundation Home Builders Association of Metro Atlanta Invest Atlanta Jacobs Kendeda Fund MARTA Mercy Housing Southeast Metro Atlanta Chamber Midtown Alliance NeighborWorks America PadSplit, LLC / Stryant Investments, LLC • • • • • • • • • • • • • • • • • • • • • Park Pride Partners for HOME Partnership for Southern Equity Perennial Properties Place Properties Prestwick Companies Quest Community Development Regent Partners Southface SUMMECH Community Development Corporation SunTrust SWH Partners The Center for Working Families The Conservation Fund Tribridge Residential TriStar ULI Atlanta United Way of Greater Atlanta Wells Fargo Westside Future Fund Wonderoot September 2017 October 2017-December 2017 •Hosted "Ensuring Atlanta's Inclusive Growth" forum on housing affordability and equitable development •Initial planning effort to build the case for a cross-sector, multidisciplinary taskforce on housing affordability •Recruitment of partners and participants January 2018 February 2018 •Kick-off meeting •Discussion of objectives and "North Star" •State of Affairs/ Problems Described •Proposed working groups and governance structure April 2018 May 2018 •Taskforce Problem & Vision •Key City of Atlanta Updates •Begin with end in Mind: Community Engagement July 2018 •Presentations on Solutions that are Time Sensitive, Essential and Solvable •Presentation to coordiate with More MARTA •Working Group Visions •Inititiate conversation on dedicated funding for housing with Mark Willis August 2018 •Draft Strategy •Breakouts and reporting out from taskforce members March 2018 •Framing the problem(s) •Working Group KO •Existing solutions and strategies (e.g. AHA, City for All, ULI) June 2018 •Work Group Priorities •Focus on Private Investment in Preservation and Social Impact Investing September 2018 •Input and Feedback •Finalize Strategy and Recommendations HouseATL Taskforce Problem & Vision Statement Problem: Civic leadership in the City of Atlanta lacks a shared, comprehensive set of policies and adequate funding to address housing affordability. Because (assumed barriers):     It is a complicated subject matter, with a lack of knowledge and understanding There is a lack of community consensus and political will We lack flexible, robust local funding Efforts to address are not coordinated among various stakeholders As a result:       We are among the worst cities in the US for economic mobility and income disparity. Low income Atlantans lives are harder (health, education, housing stability, access). We are losing the ‘social mosaic’ of the city. We are at risk of losing our ‘affordable’ economic competitive advantage. We have a flat or declining amount of affordable housing stock. Residents are being displaced from the city. Vision: Civic leadership in the City of Atlanta has a shared, comprehensive set of policies and adequate funding to address housing affordability. Problem Statement Community Retention Existing Affordable Housing Preservation Under 50% AMI Public Resources for Production New Private Investment Low-and moderateincome residents, businesses, and institutions in the City of Atlanta’s predominantly black and brown neighborhoods experiencing significant investment, are not able to prosper in place once investments are made. Residents, both owners and renters, find that existing affordable housing stock is rapidly declining due to both physical deterioration and obsolescence, and renovation and redevelopment and rent increases . Preservation tools to address this crisis are severely limited and not aligned. Families and individuals with less than half of the region’s median income (40% of households) in the City of Atlanta do not have access to sufficient housing options and are increasingly vulnerable to eviction, displacement, and homelessness. Public sector agencies influencing housing in the city of Atlanta lack sufficient and sustainable resources, coordinated leadership, and a shared vision for coordinating resources (i.e., land, regulatory reforms, and revenue) to execute on the continuum of affordable housing need . Users and providers of capital who are creating and preserving housing in the city of Atlanta do not have sufficient, lower priced capital to meet affordable housing needs. Leadership Odetta McLeish-White Tayani Suma and Sara Haas Cathryn Marchman and and Frank Fernandez Leonard Adams Terri Lee and Bruce Gunter Meghan Shannon Vlkovic and Sarah Kirsch DRAFT E-IOUSEATL IniTiol Recommendations 1c:- Advn nce Affordable Housing and Reten?on August 2015 HOUSE ATL TABLE OF CONTENTS: I. IEEMENDITIDHE I A. WHATED mm I BRAND .. 3 WEE-ACT swam mamng .. Mum-H.le 15 .. CREATE A. mm:- sricnc mar runqu crammiva acumen Bum: EVEHISELIBCE .. Pam Lumen-urn nuaucn- mm] .. .. PGIJEY WEALTH .39 HELEF 42 BRAND Homhg NWWA. mums MWMAFFAIB .. IEMDATIDM . . . . . . . .. mama-En? LEAIIRSANEI CHM EASE) Pm!? DEMAIAW. H?m??m mum 3'3 ?Tb DRAFT Summary of Recommendations 5" lnve sting in an Affordable Atlanta $1 billion of local. flexible 1hat enable new and preserved hom? overlhe next 8 fill-years affordable to 1hose earning Iii?1203f: of melro Atlanfa area's median income [Al-fl}. in Public Resources: create pollcy 1c underutllaed and surplus publolr cwreo assets [and and lly 30E EUEI affordable homes arnualy. ISELE a NEW 52 DEIHEI housing. allocate existing public rundng. dedlcated. sustalnable source for hu?uslng as - s15 annually. Public funds should area oloreatesf need. bebw aux. AMI and supporllve houslnn. in anate Resources: 52?] annual lnves1ment from new social Impacf pnvate capllal SECUFE 550 - 31"5 ?1 running for anomaole single- family preach-anon mrough New Tax Hegulalcry reform rurasc? ssc+ new affordable homes annually. Tar-get changes 1o ensure lnnoualfve solu1luns are code compilam. create cost savings and bcus1pr-coucllon. {2 {3 {4 {2 Prioritizing ommu nity: Investment without Displacement Cne oflhe needs isto ensure thal Atlamans facing pricing pressurE todayI have naponsive r?curoes today. lf1.ve do not address impending cisplacement now. wen-ii permanently lose much ol'the 'social mosaic'ivelreasure in our city. Immediate actions include: Comprehensive and- displacementinitialjv'e: {l}ShoI1-term and emergencyI soluljons for 1hose faoi'g eviclion Renters' rights programs and educaljon Propertylax relief for affordable housing produced or preserved and owners A toolbox offunding options for macy businEe Addilional priorities: Develop comprehensive weallh building programs Ije.g. patio-lays to ownership and ?nancial literacy] for how and moderale?income raidems and business? in Allanta's predominantly Black and Brown neighborhoods experiencing signi?can1invesu'nem. Launch a focused outreach campaign aboutTenant Based Voucher Programs aimed at apartment ovmers and property managers to encourage higher participation and aooeplanoa. g. Working Together Better Smarter To achieve our goals. we must work in more coordina1ed and collabora1iue ways wilfnin sec1ors and across sectors. A Funders' Collective. Create a system for private and philanlhropic to leverage public dohrs lo creale and pl'EEl'fJ'E affordable 31d mixed-income housing. .5. and braided [public private. and philanthropic] investment system is essenljal fo SUDEE. Cabinet Level Housing Position. Elablish a cab'nel?level posilion who on behalfof1he mayor 31d is rEponsible for rill coordination across menci? 1hat loudn lrcusing l2) Ihe policy. coordination. and assemblage of public land for affordable housing parlio'pation in funders' collective {if} crealjng and monitoring database of sling affordable housing for preservation and a cross-sector govemment affairs slrategy to help in?uence policy. Hon-Pro?t Capacity. Expand supporl for non-profit and community-based developers focused on long-term aflordabiify. mixed-income communiljes. and quality affordable housing for very low-income fan'ilies through mulli- year operaljng suppon. resource alignmenf. and relaljonship buiding. 9 5.13 lb Empowering Atlantans: Education E. Engagement To be suocasful and have slaying power. we must empower raidems and stakeholders wilh good informalch and meaningful Iulft?uzlrtunhies 13:: shaoe our anure. Expand undersfanding among rumional leaders. policyI makers. and profasicnals on how to housirg affordability across income bands lie. - 120 "if: ?Ml]1hrough educaljonal resourc? and case studies highlighling successes and mulls. Strengthen civic by evalualing the Neighborhood Planning Unit system and identifying opponun'rljes for deeper engagement while leveraging arls 3. culture. parlrs greensp-ace. and ofher ways to meet Allanlans in 1heir neighborhoods. Create a communicaljons strategy 1o educate residenE on 1heimpor1ance and value of affordable hous'ng and align slrateg}.I wilh laclios se1forlh in line community ergagemem playbook. Design inclusive decision making. Develop proc?ses and progran's that supporl 'nclusive decision making which reflectlhe core values outined in line Adams City D?ign: Equity. Halure. Progress. Acc?s arnbi1ion. Investing in An Affordable Atlanta $1 billion of local, flexible resources that enable 20,000+ new and preserved homes over the next 8 – 10 years affordable to those earning 0 – 120% of metro Atlanta area’s median income (AMI). $500M in Public Resources:  Create policy to prioritize underutilized and surplus publicly owned assets (land and buildings) for community development, yielding 300 – 500 affordable homes annually.  Issue a new $250 million bond for housing.  Allocate existing public funding, $10 - $30 million annually.  Establish new, dedicated, sustainable funding source for housing yielding $5 - $15 million annually. Public funds should prioritize area of greatest need, below 50% AMI and supportive housing. $500M in Private Resources:  $20 - $50 million annual investment from new social impact funds, philanthropy, and other private capital.  Secure $50 - $75 million in funding for affordable single-family preservation through New Markets Tax Credits.  Regulatory reform for 250 – 350+ new affordable homes annually. Target changes to ensure innovative solutions are code compliant, create cost savings, and boost production. Prioritizing Community: Investment without Displacement One of the most time-sensitive needs is to ensure that Atlantans facing pricing pressures today have responsive resources today. If we do not address impending displacement now, we will permanently lose much of the ‘social mosaic’ we treasure in our city. Immediate actions include: Comprehensive anti-displacement initiative: (1) Short-term and emergency solutions for those facing eviction (2) Renters’ rights programs and education (3) Property tax relief for affordable housing produced or preserved and existing owners (4) A toolbox of funding options for legacy business. Additional priorities:  Develop comprehensive wealth building programs (e.g. pathways to ownership and financial literacy) for low and moderate-income residents and businesses in Atlanta’s predominantly Black and Brown neighborhoods experiencing significant investment.  Launch a focused outreach campaign about Tenant Based Voucher Programs aimed at apartment owners and property managers to encourage higher participation and acceptance. Working Together Better & Smarter To achieve our goals, we must work in more coordinated and collaborative ways – within sectors and across sectors. A Funders’ Collective. Create a system for private and philanthropic resources to leverage public dollars to create and preserve affordable and mixed-income housing. A coordinated and braided (public, private, and philanthropic) investment system is essential to success. Cabinet Level Housing Position. Establish a cabinet-level position who works on behalf of the mayor and is responsible for: (1) coordination across agencies that touch housing, (2) the policy, coordination, and assemblage of public land for affordable housing, (3) participation in funders’ collective, (4) creating and monitoring database of existing affordable housing for preservation; and (5) a cross-sector government affairs strategy to help influence policy. Non-Profit Capacity. Expand support for non-profit and community-based developers focused on long-term affordability, mixed-income communities, and quality affordable housing for very low-income families through multi-year operating support, resource alignment, and relationship building. Empowering Atlantans: Education and Engagement To be successful and have staying power, we must empower residents and stakeholders with good information and meaningful opportunities to shape our future. Expand understanding among regional leaders, policy makers, and professionals on how to address housing affordability across income bands (i.e. 0 - 120 % AMI) through educational resources and case studies highlighting successes and results. Strengthen civic infrastructure by evaluating the Neighborhood Planning Unit (NPU) system and identifying opportunities for deeper engagement while leveraging arts & culture, parks & greenspace, and other ways to meet Atlantans in their neighborhoods. Create a communications strategy to educate residents on the importance and value of affordable housing and align strategy with tactics set forth in the community engagement playbook. Design inclusive decision making. Develop processes and programs that support inclusive decision making which reflect the core values outlined in the Atlanta City Design: Equity, Nature, Progress, Access, Ambition. A EOUSEATL