HomeMy WebLinkAboutAgenda_HAB_10.29.2015Notice of Meeting for the
Housing Advisory Board Special Meeting
of the City of Georgetown
October 29, 2015 at 3:30 AM
at Convention and Visitors Bureau Conference Room, 103 W. 7th Street, Georgetown,
Texas 78626
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Legislative Regular Agenda
A Consideration and possible action to create a presentation for the November 10, 2015 City Council
Workshop meeting, "Funding Request to Address Workforce Housing Deficit."--Walt Doering,
Board Chair
Adjournment
Adjournment.
CERTIFICATE OF POSTING
I, Shelley Nowling, City Secretary for the City of Georgetown, Texas, do hereby certify that this
Notice of Meeting was posted at City Hall, 113 E. 8th Street, a place readily accessible to the general
public at all times, on the ______ day of __________________, 2015, at __________, and remained
so posted for at least 72 continuous hours preceding the scheduled time of said meeting.
____________________________________
Shelley Nowling, City Secretary
Page 1 of 39
City of Georgetown, Texas
Housing Advisory Board
October 29, 2015
SUBJECT:
Consideration and possible action to create a presentation for the November 10, 2015 City Council
Workshop meeting, "Funding Request to Address Workforce Housing Deficit."--Walt Doering,
Board Chair
ITEM SUMMARY:
The board will be reviewing the draft presentation and making revisions to the content and
attachments. This will be presented to City Council at their November 10, 2015 workshop
meeting.
Also, the board will review examples of different affordable housing types to provide with the
presentation to demonstrate the type of development that is being proposed and photographs of the
demographic groups referenced in the presentation.
FINANCIAL IMPACT:
None.
SUBMITTED BY:
Jennifer C. Bills, Housing Coordinator
ATTACHMENTS:
Description Type
Funding Request Background Cover Memo
Nov. 10 Funding Request Presentation Cover Memo
Team Member Recommendations Backup Material
Summary Statements of Recommended Team Members Backup Material
Attachment #1--Fact Sheet--Pertinent Data Relative to Housing--
Georgetown Texas Backup Material
Attachment #2--Home Sales 2005-2014 Backup Material
Attachment #3--2015 Income and Housing Cost Limits Backup Material
Attachment #4--Focus and Tasks of Five Teams Backup Material
Attachment #5--Fiscal Components-Three Strategies Backup Material
Attachment #6--The Local Economic Impact of Typical Housing
Tax Credit Developments Backup Material
Page 2 of 39
Council Presentation
Funding Request to Address Workforce Housing Deficit
Needs, Solution, Scope and Benefits
Background
Affordable housing impacts everyone, especially our workforce. And it affects them
adversely. The dream of homeownership is no longer a reality for our working families
with low-to-moderate incomes. Homes for sale under $200,000, and especially those
under $150,000, hardly exist. Relief is not in sight, as this critical shortage continues to
grow larger with 11.4 persons arriving every day. Add to that rental housing
unaffordability with rents high and wages plateaued. It is no wonder renters are
struggling, too.
The opportunity for our workers, millennials and seniors with diminished incomes, to
live, work, play and retire here, is rapidly closing. For many, the door has already been
shut. Failure to address this problem, substantively, will have adverse consequences for
our community, our quality of life and economic prosperity. Denying this problem exists,
refusing to face it, or seeking to deal with it on the cheap, will not solve it. It never has. It
never will.
What can we do to face this issue and fix it? We can be more proactive, innovative and
creative. We can think big, not small. We can use a comprehensive method, not a
patchwork approach. We can provide substantive resources, including key fiscal
components, to solve it. That's the approach your Housing Advisory Board recommends.
It includes building on the 2030 Comprehensive Plan: Housing Element. It involves
crafting a long-term strategic plan which, when fully implemented, will close the gap
between demand and supply significantly. It engages stakeholders in our community to
own the problem and contribute to resolving it, mutually. For what we create, w e support.
It's a win-win proposal for all.
+++++++++++++++++
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Housing Advisory Board
Funding Request to Address
Workforce Housing Deficit
Needs, Concerns, Solution and
Benefits
Page 4 of 39
Board's Purpose
1. Ensure City has affordable housing for
residents at all economic levels.
2. Responsible for providing long-term
housing research.
3. Responsible for policy recommendations.
City of Georgetown
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Today's Purpose
• Obtain funding for consultants to provide
affordable housing for workers, millennials
and seniors changing lifestyles.
– Why consultants?
– Why sustainable communities?
– Why workers?
– Why millennials?
– Why seniors?
City of Georgetown
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Georgetown's Growing
Population
In 2014, ranked 2nd Fastest Growing City
over 50,000.
– 2012 Actual – 52,547 (U.S. Census )
– 2017 Projected – 67,435
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Need for Workforce Housing
(2012 – 2017 Projection)
– Rental units – 1,069
– Owner-occupied homes – 810
City of Georgetown
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Need Keeps Growing
• Impact of building more high-priced
homes.
• Effect of attracting more businesses.
• Growth of aging senior population.
City of Georgetown
Page 9 of 39
Solution
• Craft a substantive strategic plan to build
accessible housing that, when fully
implemented, reduces significantly our
housing affordability deficit.
City of Georgetown
Page 10 of 39
Scope of Work
• Phase I: Gather Data and Educate Public (8-10
months)
• Craft communications plan. Use expertise of consultants in
collaboration with staff, HAB, and team leaders.
• Involve stakeholders in community-wide conversation on
affordable housing. Inform public about need, what it looks
like and benefits to community.
• Round 1. Public forums and small group meetings. Solicit
needs and solutions from stakeholders.
• Round 2. Small group meetings. Gather specific data from
workers, millennials, and seniors changing lifestyles plus
developers/builders, too.
City of Georgetown
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Scope of Work
• While continuously communicating with public and
harvesting data, five teams will focus on their tasks,
building on past practices and generating new solutions.
• Analyze data and findings. Present to five teams for
suggesting major recommendations, including key fiscal
components, for integrating into the strategic plan
crafted by HAB. Upon their acceptance, present to
Council for approval. If approved, move to Phase II (4-7
months) for crafting the comprehensive strategic plan.
City of Georgetown
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What's Needed to Fix the Problem?
• Funding Request
• $ 195,000
– Be effective
– Do the right thing
– Do what's best for Georgetown
Do what's best for our workforce, millennials
and seniors with diminished incomes.
– Have no regrets
City of Georgetown
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Benefits to Georgetown
• Maintain our quality workforce.
• Recruit more skilled workers. Address turnover
costs.
• Expand consumer base. Recycle monies from
workers and seniors into Georgetown's economy.
• Retain sales and property tax base, plus school
district dollars, for Georgetown.
• Sustain City's economic prosperity and quality of life.
• Enrich Georgetown's culture of diversity.
• Ensure our future and success.
City of Georgetown
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Benefits to Workers and Seniors
• Give workers and seniors the option to live and retire here,
not just work here.
• Enable workers and seniors to take more control of their
lives and become more self-sustainable.
• Make it convenient for to shop in Georgetown rather than
buy elsewhere.
• Reduce transportation costs for cost-burdened households.
• Ensure quality medical/dental care is easier to access.
• Improve the health and longevity of families and children by
living in diverse communities.
• Provide greater sense of belonging true to Georgetown's
small town heritage.
City of Georgetown
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What Does It Take to Solve This
Problem?
• Bottom-line: Courageous leaders and
followers who are bold decision-makers,
who dare to be great and want to make a
difference in the lives of people and their
community - Georgetown.
City of Georgetown
Page 16 of 39
Team Member Recommendations
Below are the persons our Housing Advisory Board recommends for team membership.
Their task is to develop major recommendations, including key fiscal components, for
crafting a substantive strategic plan. Such plan, when fully implemented, will help us
reduce our housing affordable deficit significantly.
Our membership is diverse. It includes specialists and non-specialists. It includes highly
credentialed individuals. It also includes street smart persons who know what our
workforce and seniors, with diminished incomes, are experiencing in obtaining safe,
durable and affordable housing. Or, they have faced that problem themselves.
They are ordinary and yet extraordinary people. They're bright. They're imaginative and
innovative individuals. They care about meeting the needs of our target population. They
have a proper love for themselves. They come from a place of worthiness. So they have
the courage and compassion to face this problem head on, to do what's best for George-
town, and resolve it.
Design/Construction Finance
Richard Glasco, Team Leader Jim Mann, Team Leader
Bob Horick Cameron Dorsey
Davin Hoyt Edward Hanna
Lauren Lansford Raymond Husser
Isaac Lopez Kirby Maggard
Tom Nichols Joel Russeau
Bill Stump
Sustainability Communication
Ron Trimmer, Team Leader Reginald Bessmer, Team Leader
Brenda Baxter Stephanie Blanck
Nathaniel Bonner Mary Calixtro
Katie Burke Georgianne Hewitt
Nick Ramos Monica Martin
Karen Sheldon Jen Mauldin
Tom Swift
Rita Turner
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Research
Barbara Brightwell, Team Leader
Dan Hillaird
Joe Ruiz
Carl Westerfield
Rick Williamson
Coordinator, Strategic Plan Development
Walt Doering
City Employees *
Jennifer Bills (Design & Construction, Research)
Keith Hutchinson (Communication)
Jordan Maddox (Finance)
Capt. Evelyn McLean (Sustainability)
Chief of Police, Wayne Nero (Sustainability)
Sofia Nixon (Sustainability)
Pro Bono Consultants
“As Needed”
Walt Henderson (Process/Planning)
Jean Latsha (Finance)
Paul Newton (Process/Planning)
Jim Wayland, (Process)
Clay Woodard (Design & Construction, Finance)
Phase II: Crafting the Strategic Plan
Pro Bono Consultants
Bob Novello, Facilitator
Tom Swift, Writer
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Recommendations for Team Membership
and
Summary Statements
Crafting the Strategic Plan
Below are the summary statements of recommended team members for crafting
a strategic plan, as requested.
Design and Construction
+ Richard Glasco, Team Leader, HAB Representative
+ Bob Horick – Chair, Georgetown Housing Authority Board. Board member of
Literacy Council of Williamson County, Georgetown Area United Way, Senior
University, Georgetown Symphony Society, and Georgetown Festival of the Arts.
At Southwestern University, responsible for Academic Computing and Computer
Networks Operations. Taught Russian and Computer Science. Pursues feedback from
others to achieve consensus with diverse people. Skilled in helping groups stay focused.
As for the subject of affordable housing, I believe, along with Frank Lloyd Wright,
that all families, no matter the wealth they possess, can and should be housed in
structures that are safe, healthy and designed to promote a sense of well-being and
to allow children to grow up enjoying the full benefits of their citizenship in the USA.
+ Davin Hoyt – B.S. in Architecture from Texas Tech University. Lives and works within
our local community and ecology. Apprentice of architecture first, and a design
consultant second. Has a passion for incorporating phi ratios into our built environ-
ment to promote constructive analysis within a community, economy no matter. Offers
the Design and Construction Team a sound position in measurements of ideal design for
going forward.
+ Lauren Lansford - Knows the difficulty of finding affordable housing. As a student at
Southwestern University, struggled to find it. As a high school teacher who wanted to
stay and live in Georgetown, couldn't. Knows, too, from working at a Title I school
the difficulties low-income families face re: housing affordability. From professional
career and volunteer experiences with diverse audiences, brings skills of teamwork and
problem solving. From graduate work, prepared to perform research and analyze a
variety of data. As a millennial, wants to shape a bright future for Georgetown.
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+ Isaac Lopez – 30+ years as manager in Postal Service. Experience gave me great
insight into how people live and how their lives can suffer by not having affordable
housing. Gained further insight into how lack of affordable housing impacts families,
including children, as board member on two separate school districts. Also, my 10
years as a volunteer for The Caring Place added to my understanding of the difficulty
many citizens face in finding suitable housing for their families.
+ Tom Nichols – Creative and innovative architect with 40+ years experience. Designed
and had built affordable housing in Georgetown. Also, designed many affordable
housing multi-family projects for both the private and public sector. Former member
of the Georgetown commission for studying affordable housing. Served on Maryland
panel to show private sector developers how to partner with public sector and still be
profitable with the product. Passionate about contributing to developing sustainable,
affordable housing, both from a business and philosophical standpoint.
+ Bill Stump - Manages and constructs properties, mostly single family, for family rental
property business. Constructs highly efficient homes to operate in an environmentally
responsible manner. For past 40 years, involved in engineering, construction, software,
and aerospace work. Holds Texas professional engineer license. Chair, Georgetown
Utility Advisory Board. Member, South Georgetown TIRZ Board.
Finance Team
+ Jim Mann, Team Leader, HAB Representative
+ Cameron Dorsey – B.A. in Economics and Finance, Southwestern University. M.A.
in Latin American Studies, University of Arizona, Tucson. Worked with Lutheran
Social Services resettling refugees. 10 years with Texas Department of Housing and
Community Affairs (TDHCA). Manager, The HOME Investment Partnership
Program. Deputy Executive Director of Multifamily Finance & Fair Housing. Chief
of Staff. Oversaw CSBG, ESG, Housing Trust Fund, LIHTC, Exempt Bonds,
Compliance, Section 8 plus Housing and Community Services Programs. Expert in
local, state, and federal affordable housing programs. Heavily involved in develop-
ment of Texas housing policy and legislation. Currently works in Georgetown with
family's construction and real estate business.
+ Edward Hanna – Vice President, Central Texas Business Banking, BBVA Compass.
Born into extremely low-income working family. Understands the value of a dollar.
Knows the vital role affordable housing plays in the lives of such households. Highly
motivated to ensure working families have the same opportunity to work and live in
the same city as we. Volunteer at the Boys and Girls Club of Georgetown. Served on
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advisory board. Manages diverse portfolio including community loans. Skilled in
putting deals together to better serve low- and moderate-income households and
strengthen community development.
+ Raymond Husser – Former retail store owner. Serves as ambassador to the Chamber
of Commerce, promoting local businesses. Realtor. Sells homes in Georgetown within
$25,000 to $600,000 range. Manages rental properties. Knows how difficult it is to
find homes for sale or rental properties for people at or below median income. Wants
Georgetown to fulfill its promise of live, work and play here for workers. Wants to
help workforce avoid wasting time commuting from surrounding areas and be more
engaged with their work. Wants to maintain small town feel as we continue to grow.
B. S. in chemical and environmental engineering, Louisiana State University. Graduate
work in electrochemical engineering.
+ Kirby Maggard – Served as public housing manager, Section 8, Housing Choice
Voucher Program, for Georgetown Housing Authority (GHA). Managed Family Self
Sufficiency program for agency, too. Worked directly with 200 + households, and a
waiting list of 700+ families. Brings keen insight into the specific needs and demands
for housing in our community. Understands the challenges and road blocks individuals
and families face relative to home ownership. Business owner. Involved in several civic
and charitable organizations. Committed to finding housing solutions as demand
continues to out pace supply.
+ Joel Russeau – Compliance engineer. Extensive experience in real estate research
and investing, program management, consulting, property management and financial
analysis. Skilled in preparing, analyzing and presenting impact studies for
evaluating options. Understands the needs, constraints and barriers faced by
individuals and families seeking affordable housing. Systemic, analytical and insightful
thinker. Proactive leader. Quality problem-solver. Committed to developing key
recommendations, including fiscal components, that build on the 2030 Comprehensive
Plan: Housing Element and close the gap between demand and supply significantly.
Sustainability Team
+ Ron Trimmer, Team Leader. Creative leader and minister. Initiated start-up of
Hope United Church in Georgetown. Excellent problem-solver. Gifted in addressing
problems from different angles. Seeker of common ground. Compassionate. Proven
track record in networking, vision casting and crafting innovative organizations.
Good steward of resources entrusted to him. Masters in Mathematics, Iowa State.
Masters in Divinity, Eden Theological Seminary.
+ Brenda Baxter, HAB Representativ
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+ Nathaniel Bonner – Served 8 years active duty in the US Navy. Been employed for 19
years with the Williamson County Juvenile Services. Knows how to adapt, improvise
and overcome when faced with new and difficult life situations. Skilled in dealing with
young people, often in tough situations, who do not feel they are good enough. Able to
connect effectively with people from all walks of life, including millennials and seniors.
Aware how art can play an important role in helping young persons reclaim their
lives.
+ Katie Burke – Twenty-five years service in non profit and community based
organizations. Locally, served as Chair, The Georgetown Project. Board member, too.
Experience broadened my insight into the needs of the Georgetown community,
resources available for those needs, and the collaborative process for getting things
done. Made me aware, too, of our responsibility to include all citizens in the benefits
and opportunities Georgetown's growth offers. Skilled in long-range planning and
and collaborative partnering. Grounded in belief the Sustainability Team will help
ensure a healthy, diverse and vibrant community, necessary for Georgetown's
continued development.
+ Nick Ramos – Manages and operates “Graphismo.” Provides graphic and web design
plus marketing for clients locally and abroad. Graphismo is an award-winning
design studio, recognized nationally. Nick values the arts and its role in building
sustainable communities. Knows how the arts can promote community and sense of
belonging. Believes in giving back to community. Generous with time and
resources. Serves as board member Georgetown Art Center. Curator for Center
overseeing its exhibits. Taught art to low-income children at Boys and Girls Club.
Generous with his time and resources. Creative and imaginative artist.
+ Karen Sheldon – President, Georgetown Chamber of Commerce. Responsible for the
management and leadership of the organization. Serves over 1,000 members and
represents over 25,000 employees, with focus on promoting responsible economic
development and member businesses. Workforce housing is an important issue to the
Chamber, the business community as a whole, and to me personally. I have been a
resident of Georgetown since 1992 and at the Chamber since 2002. I have seen the
incredible growth in our city. The majority of businesses in the Chamber are small
businesses with limited resources. It is time for us to come together as a community to
address the housing needs and issues of our workforce. I am excited to be part of this
important and necessary discussion. Our future depends on it.
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Communication
+ Reginald Bessmer, Team Leader – B.A. political science. Completed course work for
masters in public administration. 4 years in USAF, 1 year in Vietnam, rising to rank
of Captain. 35 years with Federal Highway Administration (FHWA) as a Realty
Specialist, Appraisal Specialist, and Chief Appraiser for the agency. Consulted with
state highway departments in acquiring real property and relocating families,
individuals and businesses. Ensured acquisitions and re-locations were in compliance
with Federal law. As Chief Appraiser, led agency's appraisal program. Provided
training. Addressed nationwide conferences. Led 17 federal agency task force to
update and republish rules on appraisal and acquisition of real property. Resolved
differences among agencies.
+ Stephanie Blanck – Experienced manager, counselor, facilitator and presenter. Has
served on several city boards including The Convention and Visitors Bureau, Library,
and ADA Advisory Board. Past President of Georgetown Area Junior Forum. Past
President of The Council for Administrators in Special Education. Worked as
Licensed Specialist in School Psychology, Campus Principal and Director of Special
Education for 30 years. Through the Chamber, started Junior Leadership Program for
high school students, and am celebrating 10th year as facilitator. Lived in Georgetown
since 1980 and am personal witness to city's growth and changes.
+ Mary Calixtro – Recently retired. Former Hispanic Ministry Coordinator, St. Helen's
Catholic Church. Supported and directed Hispanic leaders in fulfilling their ministries.
Worked extensively with people in crisis. Listened to their problems. Directed them
to appropriate resources to pay bills, obtain medical care or deal with domestic abuse
effectively. Good at asking questions that help individuals discover solutions to their
problems and become self-sustainable. Taught ESL classes. Helped craft recommen-
dation letters for young people applying for college. Acutely aware of the needs of
households with low-incomes who struggle daily.
+ Georgianne Hewett - Vice President for Development, Wesleyan Homes. Understands
needs of senior adults for supportive care and services. Excellent communicator and
facilitator. Effective change agent. Highly skilled in building broad-based support
with people to achieve organizational goals by aligning programs and communications
strategically with mission. M.S. in learning and organizational change, Northwestern
University. B. A. from Southwestern University.
+ Monica Martin – HAB Representative
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+ Jen Mauldin – Certified life coach. 30+ years in helping women, in particular,
transition through loss in their lives. Excellent listening skills. Gifted in asking
empowering questions. Knows how to help groups prioritize needs and communicate
clearly to persons she serves. Highly skilled in facilitating groups to arrive at a
meaningful consensus. Can prepare and coach others for presenting information to
community groups and stakeholders. Manages conflict effectively to bring
successful resolution to problems.
+ Tom Swift – Professional actor for 35 years. English teacher. Effective presenter. As a
speaker in public settings, has represented CROP Walk, Georgetown Creative
Playscape, and Georgetown's Palace Theatre. Able to coach colleagues in delivering
clear and compelling message about affordable housing and its importance for
Georgetown's future. Asks questions which enable groups to discover root cause of
problem and arrive at a quality solution. Skillful in the art of writing. Will serve as
writer for our strategic plan document.
+ Rita Turner - Community Engagement Manager, The Caring Place. Seventeen years
public speaking experience. Excellent presenter. Able to engage with community to
get buy-in on our housing initiative. Spent last 20 years helping people in crisis and
addressing their needs. Licensed real estate agent. Knows our housing market.
Understands difficulties target population faces in accessing affordable dwellings,
rental or owner-occupied. Forty- four year resident with many connections to persons
in our city.
Research
+ Barbara Brightwell, Team Leader – Over 50 years' experience in teaching and adminis-
tration at all educational levels. Manager of small businesses. Consultant to govern-
ment agencies, corporations, churches, and healthcare institutions. Initiated and
provided proactive leadership in creation of The Georgetown Project, Lifesteps,
Georgetown Community Resource Center, Williamson County Institute for Excellence
in Nonprofits, and Seeds of Strength. Founding member Wellspring United Methodist
Church. Holds Bachelor of Business Administration, Master in Education/Counseling,
and Doctor of Ministry degrees. Her unwavering commitment to Georgetown is
exceeded by few others.
+ Dan Hilliard - Sociology teacher for 30+ years at Southwestern University. Highly
skilled professional in designing survey research instruments and interpreting results.
With students, conducted research studies in collaboration with the City of
Georgetown, the Georgetown Hospital Foundation, the Williamson County & Cities
Health District, and the Georgetown Independent School District. Astute observer
of the demographic changes in housing stock that have accompanied the city's growth.
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+ Joe Ruiz – HAB Representative
+ Carl Westerfield – Ph.D. in Health/Education with emphasis in Research/Statistics and
Sociology. 30+ years in teaching, research and administration in higher education.
Extensive experience in working with community groups in planning, developing and
executing research projects plus action strategies that bring results. Good listener.
Relates effectively with people from all walks of life. Quality problem-solver.
+ Rick Williamson – Managing Director & Board Chair, Georgetown GreenWorks, Inc.
a Texas nonprofit dedicated to public education on best eco-sustainable technology
practices for public and private clients. Worked for several corporations. Served
as consultant to key staff members on team management and leadership skills. Skilled
analyst. Experienced in conducting numerous research projects involving gathering
data and interpreting it.
Coordinator, Strategic Plan Development
Walt Doering
Chair, Housing Advisory Board
Page 25 of 39
Fact Sheet: Pertinent Data Relative to Housing
Georgetown, Texas
– In 2014, 527 homes were sold under $200,000. That's down from 669 in 2012 (MLS,
2014).
– In 2014, 149 homes were sold under $150,000. That's a decline from 287 in 2012. It is
the lowest supply recorded since 2005. (MLS, 2014).
– On May 8, 2015, 23 homes for sale were under $200,000 with one home for sale under
$150,000 or less. Supply is not keeping up with demand at those levels (MLS, 2014).
– By 2017, we need 1,069 workforce rental units (2030 Comprehensive Plan: Housing
Element).
– In 2012, out of 5,984 rental households, below is the range and estimated number of
households that were cost burdened:
Range of Being Cost Burdened Estimated Number
35 to 40% 600
40 to 50% 332
50% or more 1,140
(2012 American Community Survey, 3 Year Summary).
– 2,864 or 49.56% of households paid more than 30% of their household income for rent.
(2012 American Community Survey, 3 Year Summary).
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1202
1342
1245
1087
965 997
1125
1437
1722
1862
581
647
530 495
422
491 550
669 684
527
268 301
210 181 165
231 240 287 242
149
0
200
400
600
800
1000
1200
1400
1600
1800
2000
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
Homes Sold 2005‐2014
in 2014 Dollars
Total Homes Sold
Under $200k
Under $150k
Page 27 of 39
Income and Rental/Mortgage Limits
123456
100% ($)$53,813 $61,500 $69,188 $76,800 $83,000 $89,125
Maximum Housing
Costs (rent/mortage
& utilites)
$1,345 $1,538 $1,730 $1,920 $2,075 $2,228
Low (80%) Income
Limits ($)$43,050 $49,200 $55,350 $61,450 $66,400 $71,300
Maximum Housing
Costs (rent/mortage
& utilites)
$1,076 $1,230 $1,384 $1,536 $1,660 $1,783
Very Low (50%)
Income Limits ($)$26,900 $30,750 $34,600 $38,400 $41,500 $44,550
Maximum Housing
Costs (rent/mortage
& utilites)
$673 $769 $865 $960 $1,038 $1,114
Extremely Low (30%)
Income Limits ($)*$16,150 $18,450 $20,750 $24,250 $28,410 $32,570
Maximum Housing
Costs (rent/mortage
& utilites)
$404 $461 $519 $606 $710 $814
Poverty Guideline $11,770 $15,930 $20,090 $24,250 $28,410 $32,570
Maximum Housing
Costs (rent/mortage
& utilites)$294 $398 $502 $606 $710 $814
*For HUD programs, poverty guideline is the minimum.
FY 2015 Income
Limit Area Income Category
National
Austin
Metropolitan
Statistical Area
(MSA)
Persons in Family
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Design and Construction Team
Workforce and Senior Housing
Georgetown, Texas
To ensure workers, including millennials and seniors changing lifestyles, have the choice
to access safe, durable and affordable housing in Georgetown, HAB is committed to
crafting a strategic plan. Such plan, fully implemented, will reduce our housing deficit
significantly. It will give workers and seniors the option to live and retire here. How? By
accelerating construction of housing for households with incomes from $30,000 to
$60,000, within sustainable communities, while expediting infill development and
maintaining current inventory.
Focus and Tasks
Recommendations for feeding into the crafting of the strategic plan, Phase II, will focus
on the following:
1. Ensure design and construction of housing and communities are based on the diverse
needs of workers, millennials and seniors changing lifestyles with household incomes
from $30,000 to $60,000, plus input from stakeholders.
2. Be innovative and creative. Support building a variety of housing types, rental or
owner-occupied, approximately 500 to 1200 square feet that are durable, cost-
effective, energy-efficient with effective use of light and space.
3. Foster mixed-use, mixed-income communities with amenities and services (e.g. clinics,
stores, schools, parks, jobs and transportation, where possible) easily accessible to
residents, plus walkable and bikeable.
4. Sustain Georgetown's quality of life for residents and future generations with
recommendations that preserve and conserve water, land, energy, materials and
other resources.
5. Make recommendations, where appropriate, to the Unified Development Code that
support mixed-use development, attract investors to build in Georgetown, meet
the needs of the target population, and help close the gap between supply and
demand.
Bottom-line
Make sure teams' recommendations: (1) resolve the problem of housing affordability for
our target population, and (2) accelerate the creation of affordable mixed-use mixed-
income development within healthy communities that are great places to live.
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Note! The above “Focus and Tasks” are broad brush strokes. They will be modified
based on the consulting firm that is hired. More detail will be added. For now, this can
help us understand the scope of each team's work.
“Government is at its best when it supports creative and innovative solutions to
problems.”
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Finance Team
Workforce and Senior Housing
Georgetown, Texas
To ensure workers, including millennials and seniors changing lifestyles, have the choice
to access safe, durable and affordable housing in Georgetown, HAB is committed to
crafting a strategic plan. Such plan, fully implemented, will reduce our housing deficit
significantly. It will give workers and seniors the option to live and retire here. How? By
accelerating construction of housing for households with incomes from $30,000 to
$60,000, within sustainable communities, while expediting infill development and
maintaining current inventory.
Focus and Tasks
Recommendations for feeding into the crafting of the strategic plan, Phase II, will focus
on the following:
1. Be innovative and creative. Develop a variety of substantive fiscal strategies and
incentives to accelerate building of mixed-use mixed-income housing in attractive
communities.
2. Build on the financial recommendations, approved and non-approved, in the 2030
Comprehensive Plan: Housing Element. Generate new and novel solutions to
resolve the problem of housing affordability for target population, and promote
long-term affordability.
3. Provide a fiscal strategy to preserve neighborhoods with moderate to low-income
homes with new residents of high-priced homes. Ensure balance and manage
gentrification effectively.
4. Develop report on the economic impact on Georgetown's economy when workers,
millennials and seniors changing lifestyles are given the opportunity to live and retire
here.
5. Craft strategies to strengthen counseling and support services for first time home
buyers that will help them understand what is involved in buying and maintaining a
home, plus making wise choices relative to renting or buying.
Bottom-line
Make sure teams' recommendations: (1) resolve the problem of housing affordability for
our target population, and (2) accelerate the creation of affordable mixed-use mixed-
income development within healthy communities that are great places to live.
Page 31 of 39
Page 2
Note! The above “Focus and Tasks” are broad brush strokes. They will be modified
based on the consulting firm that is hired. More detail will be added. For now, this can
help us understand the scope of each team's work.
“Government is at its best when it supports creative and innovative solutions to
problems”
--WD
Page 32 of 39
Sustainability Team
Workforce and Senior Housing
Georgetown, Texas
To ensure workers, including millennials and seniors changing lifestyles, have the choice
to access safe, durable and affordable housing in Georgetown, HAB is committed to
crafting a strategic plan. Such plan, fully implemented, will reduce our housing deficit
significantly. It will give workers and seniors the option to live and retire here. How? By
accelerating construction of housing for households with incomes from $30,000 to
$60,000, within sustainable communities, while expediting infill development and
maintaining our current inventory.
Focus and Tasks
Recommendations for feeding into the crafting of the strategic plan, Phase II, will focus
on the following:
1. Cover a variety of educational and social services, as desired by residents, to continue
their growth and development, enhance their self-confidence, and become more
self-sustainable.
2. Suggest programs and activities which foster healthy lifestyles, promote community
through social events, and engage residents in the arts to enrich their lives and
develop their communities.
3. Recommend, where feasible, key shops and services within walkable access of
residents to reduce transportation costs.
4. Enhance neighborhood safety and sustainable communities through environmental
design and strategies for developing effective relationships between residents and law
enforcement officers.
5. Identify developers who provide residents with support services through the tax
credit program at no cost.
6. Enlist the support of GISD, The Georgetown Police Department, The Georgetown
Project, The Caring Place, Georgetown Chamber of Commerce, the arts community
and other community partners for developing unique communities.
Bottom-line
Make sure team's recommendations: (1) resolve the problem of housing affordability for
our target population, and (2) accelerate the creation of affordable mixed-use mixed-
income development within healthy communities that are great places to live.
Page 33 of 39
Page 2
Note! The above “Focus and Tasks” are broad brush strokes. They will be modified
based on the consulting firm that is hired. More detail will be added. For now, this
can help us understand the scope of each team's work.
“Government is at its best when it supports creative and innovative solutions to
problems.”
--WD
Page 34 of 39
Research Team
Workforce and Senior Housing
Georgetown, Texas
To ensure our workers, including millennials and seniors changing lifestyles, have the
choice to access safe, durable and affordable housing, HAB is committed to crafting a
strategic plan. Such plan, fully implemented, will reduce our housing deficit significantly.
It will give workers and seniors the option to live and retire here. How? By accelerating
construction of housing for households with incomes from $30,000 to $60,000, within
sustainable communities, while expediting infill development and maintaining our
current inventory.
Focus and Tasks
Collaborate with consulting firm, staff, HAB and teams by focusing on the following:
1. Gather key general and specific data, conduct analysis and present findings to
teams in a timely and expeditious manner. Ensure teams' decisions are driven by
quality data while imbued with compassion.
2. Create a survey to obtain the specific needs of workers, millennials and seniors for
accessible housing within sustainable communities.
3. Test survey. Ensure instrument asks the right questions to generate information which
addresses the housing needs of workers and seniors, and encourages investors to build
mixed-use mixed-income developments in Georgetown's market.
4. Work with Communication Team on presentations, as needed, especially with the
implementation of the survey to our target population. Consider a variety of
strategies (e. g. door to door, group gatherings, mobile technology) to obtain the
information. Analyze the data. Share information and discuss findings with HAB,
staff and teams.
Bottom-line
Make sure team's recommendations: (1) resolve the problem of housing affordability for
our target population, and (2) accelerate the creation of affordable mixed-use mixed-
income development within healthy communities that are great places to live.
Note! The above “Focus and Tasks” are broad brush strokes. They will be modified
based on the consulting firm that's hired. More detail will be added. For now, this can
help us understand the scope of each team's work.
“Government is at its best when it supports creative and innovative solutions to
Page 35 of 39
Communication Team
Workforce and Senior Housing
Georgetown, Texas
To ensure workers, including millennials and seniors changing lifestyles, have the choice
to access safe, durable and affordable housing in Georgetown, HAB is committed to
crafting a strategic plan. Such plan, fully implemented, will reduce our housing deficit
significantly. It will give workers and seniors the option to live and retire here. How? By
accelerating construction of housing for households with incomes from $30,000 to
$60,000, within sustainable communities, while expediting infill development and
maintaining our current inventory.
Focus and Tasks
Collaborate with consulting firm. staff, HAB and teams to create a communications plan
for presentations. Work cooperatively with Research Team to complete the following:
1. A. Identify locations for all sessions. Recruit bilingual persons fluent in Spanish,
and others, to present message to participants and facilitate work in small
groups.
B. Craft all communications for public. At initial public presentations, explain
what we plan to do and why. Share how information will be gathered from
stakeholders, workers, millennials and seniors changing lifestyles to address
the problem of housing affordability in Georgetown.
C. Invite and encourage participants to share their questions and concerns about
housing affordability and solutions for resolving the issues. Pay attention to
their feelings. Collect general information. Explain next steps.
D. Forward data to the Research Team for their analysis and completion of key
survey for obtaining specific data from workers, millennials and seniors about
their needs.
2. A. Communicate pertinent information to workers, millennials and seniors about
meetings to solicit their specific needs relative to accessible housing within
sustainable communities. Gather specific data from participants. Forward data
to Research Team for assessment. Share findings and recommendations with
teams. Receive their input. Present to HAB.
B. Communicate information to building industry about meetings to solicit their
specific needs relative to accessible housing. Gather specific data from
participants. Forward data to Research Team for assessment. Share findings
and recommendations with teams. Receive their input. Present to HAB.
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Page 2
3. After reviewing the information, HAB Steering Committee will craft substan-
tive recommendations. Both findings and recommendations, for resolving the
problem, will be presented to Council for “go/no go” decision to Phase 2.
4. Make sure presentations and materials contain a compelling and clear message
framed appropriately in English and Spanish. Help teams stay on message.
5. Ensure continuous feedback to citizens and stakeholders on status of our work
and their concerns. Likewise, do same with our workers, millennials and seniors.
6. Integrate a variety of resources into the plan (e. g. print material, electronic tools,
social media, press and media) to engage citizens, stakeholders and target
population in this process so they also own and resolve the problem.
Bottom-line
Make sure teams' recommendations will help: (1) resolve the problem of housing
affordability for our target population, and (2) accelerate the creation of affordable
mixed-use mixed-income development within healthy communities that are great places
to live.
+++++++++++++++
Note! The above “Focus and Tasks” are broad brush strokes. They will be modified
based on the consulting firm that is hired. More detail will be added. For now, this can
help us understand the scope of each team's work. --Revised, 8/ 18/15
“Government is at its best when it supports creative and innovative solutions to
problems.” --WD
Page 37 of 39
Fiscal Components
Three Strategies
I. Build on Successful Programs
1. Low Income Housing Tax Credits (LIHTC) give State and local LIHTC-allocating
agencies tax credits for affordable rental housing targeted to lower-income
households.
2. Community Development Block Grant (CDBG) is a flexible program that
provides communities with resources to address a wide range of unique
community development needs.
3. HOME Investment Partnerships Program (HOME) provides formula grants to
States and localities that communities use - often in partnership with local
nonprofit groups - to fund a wide range of activities.
II. Review and Evaluate Other Available Components (Examples)
1. Community Land Trust (CLT) is a proven model for funding and managing
critically needed workforce housing. CLTs provide a very flexible way for
governments to commit resources to provide attainable housing for our
community.
2. Housing Trust Funds are distinct funds established by city, county or state
governments that receive ongoing dedicated sources of public funding to
support affordable housing.
3. National Housing Trust Fund (NHTF) is a new affordable housing production
program to complement existing Federal, State and Local efforts to increase and
preserve the supply of affordable housing for extremely.
4. Choice Neighborhoods program supports locally driven strategies to address
struggling neighborhoods with distressed public or HUD-assisted housing
through a comprehensive approach to neighborhood transformation.
5. The Texas State Affordable Housing Corporation (TSAHC) program targets
the housing needs of low-income families. TSAHC provides a variety of affordable
housing programs aimed at helping workforce housing developers build better
housing, homebuyers achieve the American dream of homeownership with down
payment assistance, and homeowners sustain homeownership and improve their
financial situation.
III. Explore new and novel ways to address strategic plan objectives.
Page 38 of 39
1 National Association of Home Builders 1201 15th Street, NW, Washington, DC 2005, 202‐266‐8398
https://www.novoco.com/hottopics/resource_files/nahb_jobs‐report_2010.pdf
2 The term local taxes is used as a shorthand for local government revenue from all sources: taxes, fees,
fines, revenue from government‐owned enterprises, etc.
The Local Economic Impact of Building 100 Apartments
in a Typical Housing Tax Credit Development
Total One‐Year Impact: Sum of Phase I and II
Local Business Local Wages and Local Jobs
Local Income Owners' Income Salaries Local Taxes Supported
$7,889,000 $2,300,800 $5,587,900 $826,000 122
Phase I: Direct and Indirect Impact of Construction Activity
Local Business Local Wages and Local Jobs
Local Income Owners' Income Salaries Local Taxes Supported
$53,117,500 $1,450,500 $3,866,700 $501,800 80
Phase II: Induced (Ripple) Effect of Spending the Income and Taxes from Phase I
Local Business Local Wages and Local Jobs
Local Income Owners' Income Salaries Local Taxes Supported
$2,571,500 $850,300 $1,721,200 $325,000 42
Phase III: Ongoing, Annual Effect that Occurs When New Homes are Occupied
Local Business Local Wages and Local Jobs
Local Income Owners' Income Salaries Local Taxes Supported
$2,385,300 $1,146,800 $1,238,300 $441,000 30
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