HomeMy WebLinkAboutAgenda_HAB_04.18.2022Notice of Meeting for the
Housing Adv isory B oard
of the City of Georgetown
April 18, 2022 at 2:30 P M
at Historic L ight and Waterworks Bldg, 809 Martin Luther K ing Jr St, Georgetown,
Texas 78726
T he C ity of G eorgetown is committed to compliance with the Americans with Disabilities Act (ADA). If you
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Luther King Jr. S treet, G eorgetown, T X 78626 for additional information; T T Y users route through R elay
Texas at 711.
P ublic Wishing to Address the B oard
O n a s ubjec t that is posted on this agenda: P lease fill out a speaker regis tration form whic h can be found at the
Board meeting. C learly print your name, the letter of the item on which you wish to speak, and pres ent it to the
S taff Liais on, preferably prior to the start of the meeting. You will be c alled forward to speak when the Board
cons iders that item.
O n a s ubjec t not posted on the agenda: P ersons may add an item to a future Board agenda by filing a written
request with the S taff Liais on no later than one week prior to the Board meeting. T he reques t must include the
s peaker's name and the spec ific topic to be addres s ed with sufficient information to inform the board and the
public . F or Board Liaison c ontact information, pleas e logon to
http://government.georgetown.org/c ategory/boards -commissions /.
A At the time of posting, no persons had signed up to speak on items not on the agenda.
L egislativ e Regular Agenda
B C ons ideration and possible action to approve the minutes from the March 28, 2022 regular meeting of the
Hous ing Advisory Board. - S tephanie Mc Nic kle, P lanning Tec hnician
C P resentation and dis cus s ion of the C ity C ounc il S trategic P lan report from Dec ember 2021- Nat
Waggoner, P MP, AI C P As s t. P lanning Dir. - Long R ange
D P resentation and dis cus s ion of polic ies and available tools of the 2030 Housing Element. - Nat Waggoner,
P MP, AI C P Asst. P lanning Dir. - Long R ange
E P resentation and dis cus s ion of Hous ing Advisory Work P lan - Nat Waggoner, P MP, AI C P As s t.
P lanning Dir. - Long R ange
Adjournment
Ce rtificate of Posting
I, R obyn Densmore, C ity S ecretary for the C ity of G eorgetown, Texas, do hereby c ertify that this Notic e of
Meeting was posted at C ity Hall, 808 Martin Luther King Jr. S treet, G eorgetown, T X 78626, a plac e readily
Page 1 of 82
acc es s ible to the general public as required by law, on the _____ day of _________________, 2022, at
__________, and remained s o posted for at leas t 72 c ontinuous hours prec eding the s cheduled time of said
meeting.
__________________________________
R obyn Dens more, C ity S ec retary
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City of Georgetown, Texas
Housing Advisory Board
April 18, 2022
S UB J E C T:
C onsideration and pos s ible ac tion to approve the minutes from the Marc h 28, 2022 regular meeting of the
Housing Advis ory Board. - S tephanie Mc Nickle, P lanning Technic ian
IT E M S UMMARY:
At Marc h 28, 2022 meeting, the HAB voted to approve the minutes of the Dec ember 13, 2021 meeting in a
vote of 3-0-1, whic h inc luded 1 abs tention. Members have a right to abs tain, or dec line from voting, if they
have a pers onal interes t in the outc ome of the vote. Members are allowed to vote on minutes of meetings
they were not present.
T he Board is as ked to recons ider the minutes of the 12/13/2021 meeting with a vote of the HAB.
F IN AN C IAL IMPAC T:
.
S UB MIT T E D B Y:
S tephanie Mc Nickle
AT TAC H ME N T S:
Description Type
Minutes Cover Memo
Page 3 of 82
Housing Advisory Board Page 1
Minutes March 28, 2022
City of Georgetown, Texas
Housing Advisory Board
Minutes
March 28, 2022, at 3:30 p.m.
809 Martin Luther King Jr. Street
Board Members present: Wendy Cash; Nikki Brennan, Regina Watson, Christi Cowden
Board Member(s) absent: Charles Collins, Eric Marin, Linda Sloan
Staff present in-person: Nat Waggoner, Assistant Planning Director and Stephanie
McNickle, Planning Specialist
The Meeting was opened by Chair Wendy Cash at 3:31 p.m.
Public Wishing to Address the Board
A. As of the deadline, no persons were signed up to speak on items other than those posted on
the agenda.
Legislative Regular Agenda
B. Consideration and possible action to approve the minutes from the December 13, 2021
regular meeting of the Housing Advisory Board. - Stephanie McNickle, Planning
Technician Motion by Board member Brennan to approve the minutes from the
December 13, 2021, Housing Advisory Board meeting. Second by Board member
Watson. Approved. (3-0) Board Member Cowden abstained.
C. Discussion and possible action to approve meeting time, date and place for
2022-2023 year. Discussion by Board members and staff.
Motion by Chair Cash to set the meeting date for the 3rd Monday of the month
starting at 2:30pm. Second by Board Member Watson.
Motion Amended by Chair Cash to set the meeting place at The Historic Light
and Water Works Building located at 809 Martin Luther King Jr. Street.
Second by Board Member Watson. Approved. (4-0)
D. Nomination and selection of Vice-chair and Secretary for the 2022-23 year.
Motion by Board Member Watson to nominate Board Member Brennan as
Vice-chair. Second by Chair Cash. Approved. 4-0
Motion by Chair Cash to nominate Board Member Watson as Secretary.
Second by Board Member Brennon. Approved. 4-0
E. Presentation and discussion on the roles and responsibilities of the HAB. - Nat
Waggoner, Asst. Planning Dir. - Long Range
Nat Waggoner gave a powerpoint presentation reviewing the
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Housing Advisory Board Page 2
Minutes March 28, 2022
Mission of the Department.
Housing Advisory Board’s Bylaws and Meeting procedures.
Nat Waggoner gave a brief review of the bylaws and stated the last time the
bylaws have been updated was 2016. Staff stated updates can be made. Bylaw
updates will be reviewed by legal and then approved by City Council.
Section 1.2. Purpose. The Board is established for the purpose of ensuring that
the City has affordable housing for residents at all income levels. The Board is
responsible for providing long-range housing research and policy recommendations
with the housing element of the City’s comprehensive plan. The Board is also
responsible for reviewing and making recommendations regarding housing
developments that request City support for state and federal funding. See Ordinance
Chapter 2.116.
Board members reviewed over the Purpose of the Housing Advisory Board as
stated in the Bylaws and asked if any purposes have been carried out by the
Board in terms of long-range research and then ensuring the City has enough
affordable housing.
Staff stated the previous Board Chair served as part of the 2030 Comprehensive
Plan and the Housing Element of the 2030 Comprehensive Plan. Staff stated the
Board was very involved in the process.
Staff also stated the Board has also asked for research in the past.
The Board discussed the purpose of the bylaws which states, ensuring that the
City has affordable housing for residents at all income levels and how do we reach
that goal. Staff stated there is some data that is being updated and can be
brought to the Board.
Staff reviewed over the housing profile and stated it is being updated.
Discussion regarding the Housing Tax Credits Resolution process. Staff stated
there is a running total of tax credit units
Staff and Board additional discussions regarding the Components of the
Housing Elements – 2030 goal - To ensure access to diverse housing options
and preserve existing neighborhoods, for residents of all ages backgrounds
and income levels.
Discussion regarding diversity and workforce housing. Discussion regarding
the data collected is dated 2016. The board stated the housing has changed
dramatically just in the last 18-20 months and the whole housing situation has
changed. Currently there is zero housing availability. Discussion on how to
present to Council.
Staff stated they will bring the Council Priorities for Housing along with the
Housing Element Toolkit to the next meeting.
The Board asked if staff could possibly bring any key data figures from the
Housing Element for the three priorities. (Affordability, Preservation,
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Housing Advisory Board Page 3
Minutes March 28, 2022
Diversity) Staff stated they will also bring a draft work plan for May though
December.
Staff also stated they will bring the Housing Element Subarea Profile during a
summer meeting.
F. Presentation and discussion on the submission of the application to
Williamson County to request 2022 Community Development Block Grant
(CDBG) funding-- Nat Waggoner, Assistant Planning Director- Long Range
Staff stated they will be submitting an application for the 2022 Community
Development Block Grant funding and gave a history of how much and
where the money has been used in the past 17 years. Staff stated the City of
Georgetown is requesting $150,000. for the Home Repair Program.
Qualifications for eligibility of funds can be determined on an area basis (47%
or greater of households make 80% of Area Medium Income or less) or a
household basis (household makes 80% of Area Median Income or less).
The Williamson County CDBG program is governed by the 2019-2023
Consolidated Plan, which was adopted in 2019. This plan defines priorities,
populations and project types that are eligible for funding.
Staff stated 2018 project was to build a bus stop and that has been completed.
The 2019 funds have been exhausted for the Home Repair Program. Staff
reviewed the Shepherd’s Village project owned by Habitat for Humanity.
Staff showed the Board an eligible census block groups for CDBG
applications. Board member Brennan gave an update on Housing Authority
grants and funds being used. She also stated they will apply for money and
generally receive $250,00.-$300,000. She informed the Board what the City of
Georgetown owns and repairs, and what Housing Advisory own and need to
repair which is expensive.
G. Presentation and discussion of regional housing trends and City Council special
session held 3/1/2022. - Nat Waggoner, Asst. Planning Dir. - Long Range
Staff reviewed over a power point presentation packet by RCLCP Real Estate
Advisors.
Staff stated Austin is in the top 20 regarding fastest growning and leads in
the percent of growth. In the past ten years Austin’s average annual
employment growth is 3.7%. The average annual population growth is 2.8%.
Staff continued to share the PowerPoint presentation that included
information for:
Historical and Projected Growth
Regional Employment Growth
Regional Household Distribution
Regional Housing Market
Development Patterns
Williamson County Housing Market
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Minutes March 28, 2022
Median Income – Moderate Growth
Housing Affordability – Rising Unaffordability
The Board reviewed and discussed the “For Sale Housing Communities”
along the SH 130 corridor.
Discussion on rentals in the Georgetown area that are a great alternative to
purchasing a home. It was stated rental is sometimes the only option.
It was also stated and discussed that investors are purchasing properties
which makes it challenging for individuals who want to purchase.
Staff reviewed with the Board the “Board a Housing Tour Project Details”
report. The Board wanted to know Council’s reaction. It was stated that
landscape, masonry and uniformity was discussed. The Board questioned
how do we find a balance of building a development that is more
affordable and will not deteriorate in ten years. Staff stated Council did
discuss they want more diversity in housing developments.
Staff reviewed task and stated the next meeting will be in April.
Motion to Adjourn. Approved (4-0). The meeting was adjourned at 5:05 p.m.
_________________________________ ____________________________________
Approved, Wendy Cash, Chair Attest, Linda Sloan, Secretary
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City of Georgetown, Texas
Housing Advisory Board
April 18, 2022
S UB J E C T:
P res entation and disc ussion of the C ity C ouncil S trategic P lan report from December 2021- Nat
Waggoner, P MP, AI C P Asst. P lanning Dir. - Long R ange
IT E M S UMMARY:
T he C ity C ouncil s ets the vis ion for the C ity and adopts guiding princ iples and goals to reflec t that vision
and guide dec is ion-making at all levels of C ity government. T he C ouncil Visioning proc es s builds C ounc il
cons ensus on polic ies and projec ts that impact C ity res idents , busines s es and the community as a whole.
T he C ity Management uses the C ity C ouncil’s vision, princ iples , and goals to s et priorities, direc t work
activities , and allocate staffing and financ ial resources.
C ity C ounc il met on Dec ember 3, 2021 to disc uss C ouncil governance, strategies and goals .
At the governanc e session, the C ounc il disc ussed and updated their governance model. T he planning
s es s ion was des igned to provide a time for the C ouncil to review c urrent s hort-term and long-term
s trategies and goals for the city. Attac hed is the report reviewed at that Dec ember 2021 meeting.
During the F ebruary s es s ion, the C ouncil and s taff partic ipated in a S W O T exerc is e. T he results of that
exerc is e are documented in an earlier report. T he S W O T revealed the following areas of emphasis.
• G overnanc e
• G rowth
• Housing - Guiding P rinciple: The City of Georgetown will strive to provide housing
opportunities to ensure a diverse population.
• Downtown
• Ec onomic Development
Initiatives s upporting the Housing Area of Emphasis are found on pg. 23 of the attac hed report and
inc lude:
Es tablish an affordable hous ing polic y.
• S eek out a list (c as t a wide net) of qualified developers to propose innovative affordable hous ing
projects to determine the market and viability of projec ts for G eorgetown.
• Emphas ize projec ts that partner with nonprofits for long term sus tainability.
• Allow for a diversity of housing inc luding tiny homes, townhomes, studio homes, etc. that have a
s maller footprint and provide divers ity of hous ing.
• Establis h a polic y to inc entivize affordable home ownership.
• Explore a fee struc ture of grant pool for permit and building fees .
• P romote public/private partnerships (P P P ) with local banks and nonprofits to provide financial
educ ation to assist loc al financ ing of hous ing.
Es tablish a policy on multi-family housing.
• Determine ratio of single family to multi-family units for the city.
• Determine locations where infras tructure exists and/or is needed.
• Establis h a polic y for c ommercial development in and around multi-family to ensure availability of
s ervic es .
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Es tablish a policy determining the residential/neighborhood c ommercial mix in targeted areas within the c ity
to protec t commerc ially zoned property ens uring economic development.
Enc ourage mixed-use developments (combined residential and commerc ial us es ).
Enc ourage the development of executive housing.
Es tablish strong development standards, ens ure quality hous ing products .
Es tablish incentives to encourage annexation of development.
S tudy and make recommendations on the use of his toric housing tax c redits.
F IN AN C IAL IMPAC T:
N/A
S UB MIT T E D B Y:
Nat Waggoner, P MP, AI C P
AT TAC H ME N T S:
Description Type
2021 Council Goals Report and Strategic Planning Cover Memo
Page 9 of 82
Report
and
Strategic Plan
Adopted
March 9, 2021
Updated
December 3, 2021
Prepared and Facilitated
By
Ron Cox Consulting
Page 10 of 82
REPORT AND STRATEGIC PLAN
COUNCIL/STAFF
RETREAT
CITY OF GEORGETOWN
February 5 and 6, 2021
December 3, 2021
Introduction
On February 5 and 6, 2021, the Mayor, City Council and staff of the City of Georgetown
met for a retreat planning session. The purpose of this meeting was twofold.
• Confirm and expand the governance philosophy for the City Council. Included in
that is identifying key elements of the Council’s vision for Georgetown.
• Prepare a strategic plan for the city.
The Mayor, Council and staff freely worked together, and their work was exemplary in
all respects. Ron Cox facilitated the process.
On December 3, 2021, the Mayor, City Council and staff met for a retreat planning
session to review the status of the existing governance and strategic plan and to provide
any updates that may be needed.
This report documents the work during the December session.
Governance
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In their December 1, 2021, session the Council confirmed the governance policy they
established in 2017 and early 2021. The Council reviewed their role, together and their
leadership responsibilities. The elements of a strong governance model are having and
following clear vision and mission, establishing leadership and communications
philosophies, and identifying the expectations of each other as City Council members,
and the City staff and of identifying and recognizing the expectations has staff of the City
Council.
The key elements of the Governance Philosophy are leadership, communication and
understanding and defining expectations. These define how the team will function
together. Visioning and planning are the key elements that define what the strategies and
goals are for the City of Georgetown and what they will be to ensure the vision is
ultimately attained.
Governance Model
The governance model first begins with leadership. Each member of the Council asked to
provide input into how they will lead, communicate and a defining of expectations for
themselves and staff.
The Mayor and Council reviewed and confirmed their Governance Policy and Rules of
Engagement established in 2017 and 2021. These are as follows. There was one minor
change to the Governance Policy, to the last bullet – shown in red
Council Governance Policy (2017, 2021)
• As a representative democracy, we provide a voice for, and communication to,
each district so that the Council can make decisions that serve the best interests of
the City of Georgetown as a whole.
• Set policy, and exercise sound financial responsibility, and hold staff accountable
for results.
• Ensure alignment of vision, goals, and strategies.
• Identify and define key challenges and opportunities.
• Establish the organizational culture of the City by leading with integrity and
upholding legal and ethical standards.
• Ensure that quality City services. emphasize public health, safety, and
opportunity.
During the discussion of the Governance Policy, the Council commented they were no
sure the Vision, Mission and Goals are cascading down to all the Boards and
Commissions. There will be a concerted effort to expand their communication.
Council Rules of Engagement (2017, 2021)
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• To treat everyone with respect, courtesy, and civility.
• To act collaboratively and promote and solicit an open, honest, transparent,
respectful, and professional dialogue with each other, our citizens, city staff, and
other interested parties.
• To honor our commitments.
• To actively advocate for our point of view, but also to recognize and respect the
decisions of Council, even though we might not agree with that decision (we will
not undermine the decisions of Council).
• To recognize any preconceptions that we may have about certain individuals,
groups, or organizations.
The facilitator asked the two newly elected members who have come on board since the
February meeting to also describe why each ran for City Council.
The two newest Council members ran for the office and serve …
• They love Georgetown and have lived in the community 20 years.
• Serve to “seek the welfare of the city we live in.’
• Will focus on the opportunities to set the path for the long run.
• Preservation has been and will continue to be a key interest.
• Love Georgetown.
• Want to make Georgetown the best it an be.
• What strong legacy can I leave with Georgetown.
• It was the right time for me to make an impact at this level.
• To be a voice for my community and constituents.
The facilitator then asked the two newly elected members to describe the attributes they
have that will contribute to the work of the Council.
The two newest Council members have the following attributes …
• A background of project management, where he allows others to do their
prescribed work and provides oversight and accountability.
• Think and consider the long term view of the direction and decisions that
are being made today.
• Interested in setting and achieving goals.
• Make sure all are well resourced.
• Monitor the progress of those working the project.
• A history of protecting the historic areas of the city.
• Communicator.
• A relationship builder.
• A consensus builder – and willing to compromise for the greater good.
The facilitator then put the lists that the previous councilmembers developed about why
they ran and their attributes. It was noted how similar the list is as to why they are
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5
serving, and the list of attributes means that each individually can contribute to the whole
aptly.
At the February 2021, meeting, the Mayor had just been elected in November and had
served as Mayor for three meetings. The facilitator had asked the Mayor to prepare a
short presentation on his philosophy as Mayor and how he intends to lead the meetings.
At the December 3 meeting, the Mayor reviewed his successes with the Council toward
enacting his leadership philosophy. He indicated some changes he will likely make, but
the Council confirmed they are satisfied with his performance as their leader and
expressed appreciation to him for his work. A new leadership commitment is outlined in
red below.
The Mayor will lead as follows…
• Will allow the conversation to take place.
o Council – don’t be afraid to speak or ask to speak your opinion.
(Permission was granted by the Council for the Mayor to speak his
opinion as well.)
o He welcomes constructive feedback to be the best Mayor.
o If there is an item that affects a specific or particular district, the Mayor
will call on the Council member representing that district first to “set the
table” for discussion. (That member may defer if she/he wishes.)
• He prefers long Workshops, short regular meetings.
o Leave Workshop items with full discussion and a clear understanding for
next steps.
• The Mayor will distill items into clear issues for discussion – getting to
consensus.
• Will not put Council members on the political spot.
• The Mayor has no desire the expand the authority of the Mayor’s position.
o Will express his opinion.
o Will not tell members how to vote.
o Will help Council make the best decision possible.
o Believes in the Council-Manager form of government.
100% believes in the City Manager.
Will seek the City Manager’s advice.
The facilitator reviewed the Leadership, Communication and Expectations philosophy
developed at the February meeting. There is one addition to the expectation list shown in
red. There were no other changes in the Governance Model.
The staff expects the following of the Mayor and Council of the City of Georgetown
(as defined by the City Council) …
• Clear direction.
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• Consistency
• Responsiveness
• Short meetings!
• Be understanding of mistakes that may be made.
• Have their back – no scapegoats.
• Provide fair compensation for the expertise and professionalism.
• Understand the behind-the-scenes complexity of city government.
• Provide constructive feedback.
• To support employee attraction and retention.
Governance Initiatives
In February 2021, the Council established several initiatives relative to their process of
good governance. These Governance Initiatives were as follows.
• Review agenda format and items with an eye toward streamlining.
• Provide opportunity for Council to observe the day to day of the staff.
• Be deliberate about finding ways to develop relationships and trust among
members.
• Begin a Pre-Election Orientation (as well as the post election orientation) process
using the elected officials to inform candidates of the governance process and
strategic plan.
• Implement the Citizens Academy to improve transparency, familiarity,
communication and trust with the City government at all levels.
• Explore the possibility of Town Hall meetings for Council members to host
within their respective districts.
• Expand information flow on the Vision and Strategic Planning process to Boards
and Commissions.
• Seek additional feedback on citizen needs (it was recognized the citizens survey
had just been received).
NOTE: At their December 2021 session, Council agreed they had addressed every
initiative successfully.
Vision and Mission
On February 6, the Council and senior staff discussed the elements vision they have for
Georgetown. Currently, there is a Vision Statement, but no Mission Statement for the
City Council itself (the various departments do have Mission Statements). So, the Mayor,
Council identified and confirmed the key elements of the vision for the City.
NOTE: It is important to note that in 2022 there will be two newly elected members after
the May election. That combined with the two that have come on board in late 2021 will
mean there is a relatively new Council in place that has not been able to fully discuss the
vision they have both individually and collectively for the future of Georgetown. At the
December 3 meeting, Council agreed that in a session in 2022 after the May election, a
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discussion of vision should be held. Councilmembers identified key discussion points for
visioning to be.
• Discuss the question of how do we encourage and allow Georgetown to continue
to grow, and keep what we have here – an independent, historical city that is not a
suburb of any other community in the area?
• Mayor and Council should encourage a vision of events, experiences and
programs that permeate both for and through the entire community encouraging a
diversity of place and space. This can include a robust use of all parks and
community gathering places, not just the normal venues.
• Focus on a clean/fresh vision on downtown.
• Be big on the little things so we can be big on the big things.
• Great organizations do great things. What is our next great project?
There was no further discussion of vision and mission.
Strategic Planning
During the February session, the Council and staff participated in a SWOT exercise. The
results of that exercise are documented in an earlier report. The SWOT revealed the
following areas of emphasis. From the weaknesses that were identified, initiatives,
strategies and goals were established.
Areas of Emphasis
Reviewing the strengths and weaknesses (issues and challenges) presented resulted in the
identification of five areas of emphasis.
• Governance (see earlier discussion)
• Growth
• Housing
• Downtown
• Economic Development
David Morgan, City Manager led the Council and staff in a discussion of the status of the
implementation of the Strategic Plan adopted in March by the City Council. Following
the February planning session, staff worked with Council to identify their top priorities.
The report highlighted their work on those top priorities.
It was agreed that the number one priority is to complete the update to the Unified
Development Code (UDC). Other new initiatives or updated conversation are outlined as
follows in red.
• Governance
o See earlier discussions.
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o Continue quarterly study sessions on major subjects
Employee attraction/retention
Housing market trends to determine the housing mix needs to be
adjusted.
Review status of implementation of various master plans
developed over the last few years.
• Include the water/wastewater master plan and impact fees.
o Evaluate and discuss the current efforts toward civic engagement and
required resource commitments.
• Growth
o Schedule a quarterly council study session on employee
attraction/retention.
• Housing
o Study and make recommendations on the use of historic housing tax
credits.
• Downtown
o Review and make recommendations on height restriction regulations in
the Downtown District and the courthouse view corridor regulations.
• Economic Development
o Receive quarterly reports on status of various economic development
projects.
o Continue to utilize public/private partnership (PPP) as an economic
development tool when possible.
o Make greater use of Garey Park for economic development purposes.
o Complete a citywide plan (public/private) for programming and special
events.
Note: Council agreed to add one additional Areas of Emphasis – Emergency
Management. It was noted there are several initiatives and strategies throughout the
Strategic Plan that relate to emergency management. It was agreed these existing
initiatives and strategies would be moved to the new Area of Emphasis in order to keep
them at the forefront. No new initiatives were added.
• Risk Management (topics include but are not limited to the following)
o Resiliency of water/wastewater and electric infratructure
o Outage communication
o Cyber security
o Emergency Management Plan update and training
o Electric portfolio management
o Risk management study implementation
o Internal/External audits
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City Staff Implementation Sessions
It was announced the staff will be having their winter retreat soon and all these changes
will be addressed in a twofold way.
• The strategic plan will be updated.
• The implementation plan will be updated.
Reporting
Staff has established reporting protocols. These protocols serve the purpose of keeping
the staff on schedule with the implementation of strategies, keeping the City Manager
informed, and providing regular reports to the Mayor and City Council on the status of
the implementation of the adopted strategies. This provides for long term accountability
toward the implementation of the Strategic Plan.
Reporting Protocols
• Council
o Receives quarterly updates regarding the status various initiatives and
projects related to the strategic plan.
o Receives formal mid-year and annual reports consistent with an annual
visioning session from staff to the City Council.
• City Manager
o City Manager receives regular updates from staff at regular staff meetings
on progress of assignments.
City Council Approval
TBD
On TBD, the City Council reviewed their work as well as the work of the staff since the
planning session. After a thorough discussion the Report was approved.
Conclusion
Once again, the Mayor, Council and staff of the City of Georgetown worked through
their governance and planning process that allowed the Council to review and expand
upon its governance model and review and expand strategies for moving the city forward.
The process brought the staff leadership and Council closer together as a team and
developed an implementation process to ensure the strategies are addressed and
accomplished over time.
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Strategic Plan
2022
Council/Staff Planning Retreat
February 5 and 6, 2021
Updated
December 3, 2021
Adopted
TBD
Prepared and Facilitated
By
Ron Cox Consulting
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Vision Statement
(Adopted 2017)
Georgetown: A caring community honoring our past
and innovating for the future.
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Key Vision Elements
2021
• A caring community
• A multifaceted community
• Old Town
• San Jose
• PRG
• Sun City
• New development
• A city that honors its past
• A city that is preparing for the future
• A functional city
• Believes in a hand-up versus a hand-out
• Prepares people to succeed
• Provides resources for others
• Willing to do the work to form relationships at all levels.
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Mission Elements
• Implementing strategies and conducting itself through the governance
model.
• Developing the economy of the city.
• Ensuring the highest quality of life
• A safe place.
• A place where residents can work, live and play.
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Governance Policies
(Adopted 2017, 2021)
• As a representative democracy, we provide a voice for, and
communication to, each district so that the Council can
make decisions that serve the best interests of the City of
Georgetown as a whole.
• Set policy, and exercise sound financial responsibility, and
hold staff accountable for results.
• Ensure alignment of vision, goals, and strategies.
• Identify and define key challenges and opportunities.
• Establish the organizational culture of the City by leading
with integrity and upholding legal and ethical standards.
• Ensure quality City services emphasize public health,
safety, and opportunity.
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Council Rules of Engagement
(Adopted 2017, 2021)
• To treat everyone with respect, courtesy, and civility.
• To act collaboratively and promote and solicit an open,
honest, transparent, respectful, and professional dialogue
with each other, our citizens, city staff, and other interested
parties.
• To honor our commitments.
• To actively advocate for our point of view, but also to
recognize and respect the decisions of Council, even
though we might not agree with that decision (we will not
undermine the decisions of Council).
• To recognize any preconceptions that we may have about
certain individuals, groups, or organizations.
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City of Georgetown
City Council
Leadership Philosophy
The City Council of the City of Georgetown will lead by…
• By example
• Lead the way you live
• Be willing to do yourself what you ask of others.
• Agree to disagree – in a civil way.
• Give respect.
• Focus on the issue – not the personality.
• Give credit to others
• For service.
• For their opinion/point of view.
• For being innovative.
• For speaking up.
• Trust each other.
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City of Georgetown
City Council
Communication Philosophy
The City Council of the City of Georgetown will
communicate by…
• Give fellow members the benefit of the doubt
• Don’t attribute intent or motives that are not being spoken.
• Acknowledge and consider that we know our own districts the best
when expressing an opinion on an issue that affects the districts.
• Separate the people from the problem; the problem from the
interest; work the problem.
• Accept each other and their respective interests and opinions.
• Express understanding and empathy.
• Defer/respect the opinions of others.
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City of Georgetown
City Council and Staff
Expectations
Council expects the following of staff…
• Be 100% open and honest with the facts.
• Be responsive to the Council and citizens.
• For technical staff – Don’t lie and don’t guess.
• For senior staff – Hold to high ethical standards.
• Be willing to say, “I do not know.”
• Be patient.
• Be prepared to explain and ask for clarification.
• Work together to fix mistakes.
Staff expects Council to (as defined by Council members themselves)
…
• Clear direction.
• Consistency
• Responsiveness
• Short meetings!
• Be understanding of mistakes that may be made.
• Have their back – no scapegoats.
• Provide fair compensation for the expertise and professionalism.
• Understand the behind-the-scenes complexity of city government.
• Provide constructive feedback.
• To support employee retention/attraction efforts.
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City of Georgetown
Strategic
Areas of Emphasis
• Governance
o Guiding Principle: The City of Georgetown follows established rules of
governance that promote civil discourse, consistent and predictable deliberation,
and exemplary action.
• Growth
o Guiding Principle: The City of Georgetown will proactively work to anticipate
growth in all aspects of city government – mobility, infrastructure, customer
service.
• Housing
o Guiding Principle: The City of Georgetown will strive to provide housing
opportunities to ensure a diverse population.
• Downtown
o Guiding Principle: The City of Georgetown will provide a positive economic
environment to ensure an active and viable downtown and provide infrastructures
and amenities to ensure safety, mobility and accessibility.
• Economic Development
o Guiding Principle: The City of Georgetown will promote a strong and diverse
economy that strengthens the local sales tax and property tax base while also
contributing to a high quality of life.
• Risk Management
o Guiding Principle: The City of Georgetown will provide a well -planned and
coordinated emergency and risk management system for all city services.
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Note: These items will be updated to reflect the Implementation Plan initiatives
that are being submitted.
Area of Emphasis
Governance
• Guiding Principle: The City of Georgetown follows established rules of
governance that promote civil discourse, consistent and predictable
deliberation and exemplary action.
• Review agenda format and items with an eye toward streamlining.
• Provide opportunity for Council to observe the day to day of the staff.
• Be deliberate about finding ways to develop relationships and trust
among members.
• Begin a Pre-Election Orientation (as well as the post election
orientation) process using the elected officials to inform candidates of
the governance process and strategic plan.
• Implement the Citizens Academy to improve transparency, familiarity,
communication and trust with the City government at all levels.
• Explore the possibility of Town Hall meetings for Council members to
host within their respective districts.
• Expand information flow on the Vision and Strategic Planning process
to Boards and Commissions.
• Seek additional feedback on citizen needs (it was recognized the citizens
survey had just been received).
• Continue quarterly study sessions on major subjects
o Employee attraction/retention
o Housing market trends to determine the housing mix needs to be
adjusted.
o Review status of implementation of various master plans developed
over the last few years.
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Include the water/wastewater master plan and impact fees.
• Evaluate and discuss the current efforts toward civic engagement and
required resource commitments.
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Area of Emphasis
Growth
• Guiding Principle: The City of Georgetown will proactively work to
anticipate growth in all aspects of city government – mobility,
infrastructure, customer service.
Initiatives
• Update Master Plans
o Implement and update impact fees.
Incentivize fees for attract desired affordable housing.
o Update and implement corridor studies.
o Establish a regional water plan.
o Implement an aggressive CIP plan
o Update utility master plans.
o Update parks master plan.
• Ensure financing capacity to handle growth.
o Implement the mobility bond improvements.
o Determine policy for debt versus pay-as-you-go for capital spending.
o Determine General Fund and Utility ROI to finance transportation
needs not bond funded.
o Promote public/private partnerships (PPP) to fund infrastructure needs
related to growth and development.
• Establish and implement a water conservation program.
• Maintain high customer service capacity.
o Establish an organizational capacity plan ensuring efficiency and
effectively responding to growth.
• Schedule a special council study session on employee
retention/attraction.
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Area of Emphasis
Housing
• Guiding Principle: The City of Georgetown will strive to provide housing
opportunities to ensure a diverse population.
Initiatives
o Establish an affordable housing policy.
Seek out a list (cast a wide net) of qualified developers to propose innovative
affordable housing projects to determine the market and viability of projects for
Georgetown.
• Emphasize projects that partner with nonprofits for long term sustainability.
Allow for a diversity of housing including tiny homes, townhomes, studio homes, etc.
that have a smaller footprint and provide diversity of housing
Establish a policy to incentivize affordable home ownership.
• Explore a fee structure of grant pool for permit and building fees.
• Promote public/private partnerships (PPP) with local banks and nonprofits to
provide financial education to assist local financing of housing.
o Establish a policy on multi-family housing.
Determine ratio of single family to multi-family units for the city.
Determine locations where infrastructure exists and/or is needed.
Establish a policy for commercial development in and around multi-family to ensure
availability of services.
o Establish a policy determining the residential/neighborhood commercial mix in
targeted areas within the city to protect commercially zoned property ensuring
economic development.
o Encourage mixed-use developments (combined residential and commercial uses).
o Encourage the development of executive housing.
o Establish strong development standards, ensure quality housing products.
o Establish incentives to encourage annexation of development.
• Study and make recommendations on the use of historic housing tax credits.
Area of Emphasis
Downtown
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• Guiding Principle: The City of Georgetown will provide a positive
economic environment to ensure an active and viable downtown and provide
infrastructures and amenities to ensure safety, mobility and accessibility.
Initiatives
o Expand downtown mobility opportunities.
Expand sidewalk program out from downtown.
Explore trolley options.
Explore additional parking options.
Educate business on importance of sidewalk accessibility during events.
Improve handicapped accessibility in all aspects of mobility.
o Update the Downtown Master Plan.
Better define transition zones and uses expanding out from the downtown
district.
Update downtown historic guidelines.
Separate strategies between “old town” and the square.
Establish parameters for commercial density in downtown area.
o Foster cooperation with the county on downtown development.
Facilitate joint workshop between city and county officials.
o Establish policy for holding events in downtown.
Determine mix and size of events that do not overwhelm downtown.
Explore moving larger events to other venues.
Explore events sized for downtown.
o Establish programs to promote downtown businesses.
Promote downtown façade and sign grant program.
Promote maintaining authenticity among downtown businesses.
• Promote businesses with “local” flavor.
Facilitate workshops with downtown business owners.
• Review and make recommendations on height restriction regulations in the
Downtown District and the courthouse view corridor regulations .
Area of Emphasis
Economic Development
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• Guiding Principle: The City of Georgetown will promote a strong and
diverse economy that strengthens the local sales tax and property tax base
while also contributing to a high quality of life.
Initiatives
• Promote a viable workforce development program.
o Partner with business employers on workforce development.
o Increase support for vocational programs.
o Partner with TSTC for training identified workforce needs.
• Invest in infrastructure in targeted areas to promote industrial and commercial
growth.
• Promote business marketing and retention programs.
o Promote programs to retain locally based businesses and small businesses.
o Sustain/improve a predictable, responsive and accountable development process.
o Create a strong “brand” to market and promote Georgetown to new businesses.
o Establish programs and policies that reward and incentivize businesses that pay
higher wages.
o Foster ways to keep spending dollars locally as growth occurs.
o Encourage a diversity of industry.
• Foster regional cooperation with area governmental partners – county, schools, and
surrounding cities.
• Receive quarterly reports on status of various economic development projects.
• Continue to utilize public/private partnership (PPP) as an economic development
tool when possible.
• Make greater use of Garey Park for economic development purposes.
• Complete a citywide plan (public/private) for programming and special events.
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Area of Emphasis
Risk Management
• Guiding Principle: The City of Georgetown will provide a well -planned
and coordinated risk and emergency management system for all city
services.
Topics
• Risk Management (topics include but are not limited to the following)
o Resiliency of water/wastewater and electric infratructure
o Outage communication
o Cyber security
o Emergency Management Plan update and training
o Electric portfolio management
o Risk management study implementation
o Internal/External audits
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City of Georgetown, Texas
Housing Advisory Board
April 18, 2022
S UB J E C T:
P res entation and disc ussion of policies and available tools of the 2030 Hous ing Element. - Nat Waggoner,
P MP, AI C P As s t. P lanning Dir. - Long R ange
IT E M S UMMARY:
T he purpos e of Housing Element of the 2030 P lan is to direc t s taff and/or c ommis s ions in rendering
actions and res olutions relating to the utilization of all of the available res ourc es with the C ity and its
planning area for the purpose of developing a diverse and s ustainable hous ing stock.
T he Hous ing Element, adopted in 2020 inc ludes an analys is of existing housing s toc k, c onsideration of
hous ing demand and supply trends , an evaluation of future hous ing needs , city land use policies that play a
role in the development of housing s toc k as well as s trategies to s upport the implementation of thos e c ity
policies.
At this meeting of the Hous ing Advisory Board, city s taff will provide the Board an overview of the
process used to develop hous ing polic ies (Hous ing P olic y G uide), the 14 adopted hous ing polic ies and the
tools evaluated during the development of thos e polic ies , referred to as the “Housing Toolkit”
Housing P olicies: T he 14 policies of the 2030 Hous ing Element addres s housing needs for spec ific
hous ehold types (low income, workforc e, s enior) and for the C ity as a whole. Attached as Exhibit #1-
Housing P olicies.
During the 2030 C omprehens ive P lan update, s taff, the Housing Advis ory Board and the 2030 S teering
C ommittee us ed the Housing P olicy G uide as a tool for the development of housing policies. Attached as
Exhibit 2, the Housing P olicy G uide inc ludes pos s ible tools , application examples, C ounc il direc tion on
the polic y, intended outcomes and the C ity’s anticipated implementation role, if exercised.
Housing Toolkit:
T he Hous ing Toolkit is intended to be a referenc e guide for programs , policies, and regulations that could
be implemented, as needed, to address identified housing needs. T he Toolkit inc ludes programs in
existenc e for the C ity as well as additional tools that may be utilized to support hous ing goals and polic ies .
Attached as Exhibit #3 – “Housing Toolkit”.
Toolkit has 2 parts:
1) Memorandum s ummarizing the tools rec ommended by cons ultant, pages 295-298. T he memo is
organized by outc omes :
• R ehab/Improvement of Exis ting Housing
• P artnerships
• Direc t O utreac h/F inancial Assistanc e to O wner Hous eholds
• S upport and inc reas e low-inc ome, workforce and s enior rental options & workforc e ownership options,
C ity-managed development agreements and financing tools for new hous ing
• Inc reas ing housing freedom
• Large sc ale solutions
2) C omprehens ive lis t of tools available, organized by polic y group, found on pg. 299-327. T he table
inc ludes a desc ription of the tool, available funding, example cities in Texas and cons ideration of
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appropriatenes s for application in G eorgetown.
F IN AN C IAL IMPAC T:
N/A
S UB MIT T E D B Y:
Nat Waggoner, P MP, AI C P
AT TAC H ME N T S:
Description Type
Exhibit 1 – 2030 Housing Policies Exhibit
Exhibit 2- Hous ing Policy Guide Exhibit
Exhibit 3 - Toolkit Exhibit
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HOUSING
Housing Policies
Policy H.1 Preserve existing housing stock that contributes to diversity and affordability.
» Protect existing housing stock that provides a range of housing types, price points and sizes to overall inventory .
Policy H.2 Preserve existing neighborhoods in targeted areas.
» Certain neighborhoods require special consideration of development impacts to ensure character and compatibility are protected.
» Preservation efforts may be defined through small area planning.
Policy H.3 Support owners’ ability to stay in homes in neighborhoods with rapid value increases without limiting the sale
of the home.
» Homeowners may be priced out of their existing homes and neighborhoods due to drastic increases in property values, as shown in the
housing subarea profile analysis (Appendix Q: Housing Subarea Profiles), that result in property tax increases.
Policy H.4 Maintain and promote neighborhood character and quality.
» Neighborhood vitality is maintained and promoted through neighborhood association support, enhancements and beautification efforts.
» Character and quality may be defined and promoted through small area planning or creation of neigh borhood conservation districts.
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Policy H.5 Support and increase rental choices for low-income and workforce households unless the housing is
substandard.
» Support existing rental choices for low-income households and workforce households as identified in the housing inventory (Appendix
P: Housing Inventory).
» Increase rental choices for workforce households through support of LIHTC development and providing incentives in development
regulations, agreements and negotiated standards.
» Substandard housing is defined through coordination with Code Enforcement and Chief Building Official.
Policy H.6 Support rental choices for senior households.
» Maintain age-restricted units to provide rental choices for cost-burdened senior renters.
Policy H.7 Increase homeownership choices for workforce households.
» Homeownership opportunities are targeted for workforce households earning between 60 to 80 of the Area Median Income (AMI).
Policy H.8 Support the nonprofit community in creating housing opportunities for the most vulnerable residents
(including but not limited to homeless, seniors, youth aging out of the foster care system, and people with
disabilities).
» Maintain and continue to develop community partnerships to assess community need.
» Assist non-profits through Strategic Partnership grants.
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HOUSING
Policy H.9 Encourage and incentivize new housing and reinventions or additions to existing housing to provide a mixture
of housing types, sizes, and price points.
» Ensure development regulations support and include incentives for diverse housing options.
» Negotiation during Municipal Utility District (MUD), Planned Unit Development (PUD), and other similar initiatives can provid e
opportunities to include various housing options.
Policy H.10 Ensure land use designations and other policies allow for and encourage a mixture of housing types and
densities across the community.
» Land use and special district policies are regularly reviewed to support housing diversity.
» Application of land use ratios and care taken to ensure developments include supporting uses.
Policy H.11 Promote aging in place opportunities by aligning land use policies and transportation policies that promote a
housing market capable of accommodating residents throughout all stages of life.
» Aging in place means that a person can comfortably spend their entire life within the community if desired – and possibly within the
same home.
» Coordinated services and land use decisions support aging in place.
Policy H.12 Actively seek and build public and private partnerships to leverage resources and promote innovation.
» Coordinate the City’s housing goal and policy through engagement with entities such as Williamson County, local financial institutions
and non-profits.
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Policy H.13 Align housing goals with other city policies and strategic plans.
» Aligning all plans supports effective and efficient governance.
» This policy acknowledges that housing is an integral land use and the decisions related to the services the City provides inc lude the
consideration of housing policies.
Policy H.14 Provide opportunity for community engagement through outreach and communication.
» Ensure the community has the opportunity to understand and participate in housing plans and decisions.
» Provide opportunities for engagement in the community where residents are already gathered.
UDC
• Neighborhood
maintenance
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Appendix G: Housing Policy Guide
Policy
ID
Policy Possible Tools (* indicates current
tool)
Specific example Intent/
Council
Direction
Outcome Role Definitions/Council
Direction
Preservation
P1 Preserve existing
housing stock that
contributes to
diversity and
affordability.
• Multi-Family/home rehabilitation
for small scale multi-family, quad
and duplexes.
• Multi-Family energy efficiency
rebate and incentive programs
• Support GHA's maintenance of
units/infrastructure.
• Affordability term extensions for
existing tax credits - support property
owners with renovations that use
Low Income Housing Tax Credit.
Olde Georgian (1700 S
Austin Ave), Apple Creek
(302 Apple Creek Dr),
Cedar Ridge (1500
Northwest Blvd)
unsubsidized affordable
multi-family
Preservation
Affordability
Diversity
Protect existing affordable housing
stock/prevent loss of naturally
occurring affordable housing
(NOAH). Existing units remain
available to residents.
Partner
or
Support
P2 Preserve existing
neighborhoods in
targeted areas.
• Zoning and Future Land Use Map
• Policies to ensure compatibility,
transition zones (Old Town and
Downtown Design Guidelines)
• Defined set of criteria to identify
areas to target (ex: using data of age
of units or percentage of renters)
• Small area, neighborhood plans
TRG, Rivery and San Jose
neighborhood residents
have attended several P&Z
hearings regarding
development requests in
the neighborhood but lack
formal policies in the
Comprehensive Plan and
Downtown Master Plan to
address redevelopment.
Preservation Enable P&Z and Council to
preserve character of targeted
neighborhoods.
Particular aging neighborhoods
may need special protections as
redevelopment occurs.
Lead City could create process,
residents would need to
self elect neighborhood (ex.
Traffic Neighborhood
Management Program)
Specific criteria might be
laid out in toolkit for
qualifying neighborhoods
(age, maintenance,
vulnerability to change)
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APPENDICES
P3 Support owners’
ability to stay in
homes in
neighborhoods with
rapid value increases
without limiting the
sale of the home.
• Home Rehabilitation*
• Utility billing assistance*
• Homestead exemption education
• Partnerships with nonprofits that
assist existing home owners with
maintenance
• Property tax abatement for
reinvestment areas for homeowners
meeting specific criteria
• Neighborhood Empowerment
Zones
Ridge, San Jose, Railroad
neighborhoods have seen
construction of homes that
raise property values. A
Neighborhood
Empowerment Zone, state
enabled city-created zone
for purpose of
rehabilitation or creation
of affordable housing,
could be established for
specific geographies.
Preservation
Affordability
Support homeowners experiencing
property value increase due to
development in established
neighborhoods to preserve
homeownership.
Partner
or
Support
P4 Maintain and
promote
neighborhood
character and
quality.
• CDBG for capital improvements
(lighting, sidewalks)*
• Neighborhood traffic management
program, street maintenance*
• Promote neighborhood capacity
(vitality, services) building - HOA
training/education
• Partner with banks to meet
Community Reinvestment Act
requirements
• Education/outreach. Neighborhood
registration program*
• Identify opportunities for small
area plans
• Neighborhood cleanup day
• Urban park programs for infill
Deer Haven or River
Chase concern about
proximity of commercial
and impact to adjacent
single family subdivisions;
roadway planning.
Parkview Estates desire to
have neighborhood
amenities to build
neighborhood brand.
Preservation Ensure neighborhoods are
maintained and valued.
Neighborhood
viability/maintenance/enhancement
Partner
or
Support
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Affordability
A1 Support and increase
rental choices for
low-income and
workforce
households unless
the housing is
substandard.
• Development incentives* (Workforce
Housing standards in UDC- impervious
cover, setbacks, # of units/building,
smaller lot size)
• Support GHA programs (landlord
outreach and education to accept
vouchers to maximize available units,
CDBG funds, energy efficiency upgrades
through GUS)
• Support LIHTC development that meet
City defined process
• Define metrics for affordability goals
• Development agreements
• TIF/TIRZ
• Affordability term extensions for
existing tax credits
• Review of multi-family development
standards to encourage infill
development
• Incentivize multi-bedroom housing
options for families with children or
aging parents
Stone Haven is almost 50
years old and in need of
infrastructure and
structural improvements
to continue to safely house
its residents. The Housing
Authority will need to
pursue revenue sources to
make the improvements.
The City can support the
HA in this effort to retain
the asset that serves
households with incomes
less than 30% of the AMI
through improvements
using CDBG or energy
efficiency funds.
Three tax credit properties
are over 20 years old and
their affordability term
will expire after 35 years.
Affordability
Preservation
Diversity
Maintain rental housing stock
available to low-income
households.
Greater rental housing choice for
workers.
Support
or
partner
Workforce is defined as 60-
80% AMI
A2 Support rental
choices for senior
households.
• Define metrics for affordability goals
• Support GHA programs
• Support LIHTC development
• TIF/TIRZ
At no cost to City, a
LIHTC resolution of
support or no objection for
age restricted housing.
Affordability
Preservation
Maintain available age and income
restricted units.
Rental choices for seniors who need
them.
Support
or
partner
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APPENDICES
A3 Increase
homeownership
choices for
workforce
households.
• Development incentives* (Workforce
Housing standards in UDC)
• Development fee exemptions
• Development agreements
• Development regulations (density
bonus on a per acre basis)
• Municipal Utility Districts
• Public Improvement Districts
• Land Bank or Land Trust like tool
• Down payment assistance
Mueller: Development
agreement - public private
partnership with publicly
owned land, mixed-use
community with
affordability terms on
approximately 25% of
units (owner and rental
options)
Affordability
Diversity
Have workforce housing units as
an incentive tool available for
negotiation opportunities. Greater
owner housing choice for workers.
Lead Workforce is defined as 60-
80% AMI
A4 Support the
nonprofit
community to create
housing
opportunities for the
most vulnerable
residents (including
but not limited to
homeless, seniors,
youth aging out of
the foster care
system, and people
with disabilities).
• Health and Human services element in
the Comprehensive Plan as required by
City Charter
• Needs assessment
• County point in time count
Support or partner for
development of a needs
assessment.
Affordability Acknowledge and define
community housing need for
vulnerable residents.
Support
or
partner
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Diversity
D1 Encourage and
incentivize new
housing and
reinventions or
additions to existing
housing to provide a
mixture of housing
types, sizes and price
points.
• Incentives for diversity of housing
products*
• Low Income Housing Tax Credit
process*
• Promote and evaluate existing
incentives for diversity of housing
products
• Define metrics for diversity goals
• Incentives for density (density bonus)
• TIF/TIRZ
• Incentivize multi-bedroom housing
options for families with children and
aging parents
Establish outcomes for
diversity of housing in
Municipal Utility District
policy or development
agreements.
Diversity
Affordability
Tools for greater housing diversity.
During negotiation opportunities,
consider producing various
housing types for new and infill
development as option.
Lead
D2 Ensure land use
designations and
other policies allow
for and encourage a
mixture housing
types and densities
across the
community.
• Evaluate regulatory barriers to density
• Review regulations to improve diverse
housing options (such as ADUs).
• Development regulations (zoning
standards (density bonus will be the
most effective)) , subdivision standards,
building standards) while maintaining
compatibility.
• Create a zoning district that allows tri-
plexes and four-plexes
Unified Development
Code requires Special Use
Permit by City Council for
accessory dwelling unit
(ADU).
Development Code is not
equipped to handle condo
regime.
Diversity UDC supports and allows diversity
of housing types and densities.
Lower/evaluate regulatory barriers
to housing diversity.
Lead
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APPENDICES
D3 Promote aging in
place opportunities
by aligning land use
policies and
transportation
policies that promote
a housing market
capable of
accommodating
residents throughout
all stages of life.
• Support services (transportation,
healthcare, food service, utility billing
assistance)
• Strategic Partnership grants focused on
agencies that promote aging in
place/community
• Health and human services
Increased diversity of
housing product may
allow someone to stay in
community if aging causes
need for different housing
product.
Diversity Accommodate diverse housing
needs through development code
and connection to services. More
people have choice to stay in
home/community as they age.
Partner
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Coordinated Housing Programming (global policies)
C1 Actively seek and
build public and
private partnerships
to leverage resources
and promote
innovation.
• Partnerships with nonprofits, county,
school district*
• Comm. Development Block Grant
(WilCo and/or HUD)*
• HOME (TDHCA) - down payment
assistance
• Housing Trust Fund (TDHCA + HUD)
• Health and Human Services element of
Comprehensive Plan
• Point in Time count (County effort)
• Partnerships with employers
CDBG funds through
County to partner with
HFHWC for Home Repair
for neighborhood
preservation.
Preservation
Affordability
Diversity
Secure outside funding and
partnerships to maximize results.
Should be used for all policies
where possible.
Partner
C2 Align housing goals
with other city
policies and strategic
plans.
• Land use policies*
• Economic development strategies
involve housing discussion with
employers.
• Public works - Overall Transportation
Plan
Housing diversity policies
coordinated with land use
policies, economic
development strategic
studies
Preservation
Affordability
Diversity
Coordinate plans and policies.
Applies to all policies. Effective and
efficient governance.
Lead
C3 Provide opportunity
for community
engagement through
outreach and
communication.
• Education and promotion of available
housing programs and incentives.
• Communication about housing options
for residents.
Surveys, open house and
speaking in community
about 2030 Plan update.
Development community
outreach.
Preservation
Affordability
Diversity
Involve public/community in
planning and decision making.
Applies to all policies. Residents
can provide input on neighborhood
and city planning process.
Lead
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Policy: Preserve existing housing stock that contributes to diversity and affordability.
Potential
Tool
Description Potential Funding
Options
Recommended
Funding
Implementation
Steps (Year or
Steps Required in
Advance)
Potential Impact
to Housing Need
(low income/
workforce)
(ownership/
rental)
How is
performance
managed ?
How is success
measured?
Pro Con Appropriate for
Georgetown (Yes or No)
Example Texas Cities /
Programs
Home
Repair
Grant
program for
low income
homeowners
to
rehabilitate
homes for
eligible
repairs.
Type of
Action
(program,
policy,
study):
Existing
Program
HOME/CDBG,
economic development
sales tax, housing
bonds, future tax
increment, Community
Reinvestment Act.
Federal funds are
available through
HOME and CDBG
programs (specifically
for properties with
low-income
occupants), but local
funds and private /
nonprofit sector
resources are also
available. 4B sales tax
funds have been used
(San Angelo). Local
housing bond proceeds
can also be used, as can
TIRZ set-asides for
affordable housing. For
rehabilitation expected
to significantly increase
the assessed value of
the property,
reimbursement from
future property tax
increment is another
option that does not
require immediate
disbursement of funds
on hand. Some non-
profits such as Habitat
for Humanity also
contribute funds,
material,
administration and/or
labor toward
rehabilitation. HUD
Maintain
current funding
($$)
Maintain current
program for low
income
homeowners (50%
AMI and below).
Low income
ownership;
Affordability
Analysis showed
733 owner HH
under $20K
income 2016 and
2,152 owner HH
$20K - $35K in
2016
# of homes
rehabbed
Pros: Helps remove
emerging blight; usually
cheaper than new
construction; potential to
assure longer term
affordability depending
on requirements, helps
stabilize neighborhoods
Cons: Usually limited in
number of units assisted
(especially single
family); tradeoff
between cosmetic (low
cost, low administration)
and structural / system
improvements (higher
costs, more
administration); federal
funds involve extra
paperwork and process,
and likely limit recipient
properties to low-income
occupancy and other
requirements; history of
difficulties with single
family and quality
assurance (recent Austin
controversies); without
recipient post-rehab
residency requirement,
can potentially sell home
and lose affordable SF
unit
Yes, but rapid housing price
increases as documented in
Housing Study (sales under
$200K fallen to 7.5% in 2017-
18) mean that fewer low-
income HH will be owning
homes, though seniors may
be continue to be eligible
Rehab programs are frequent
in cities around Texas
including the Austin area,
often using HOME and CDBG
funds or proceeds from
housing bonds. An effective
program in San Angelo has an
exterior rehab program with
the exterior siding
replacement funded through
CDBG, equipment and
supplies with 4B funds, paint
donated through the Habitat
for Humanity Valspar
program, and labor donated
by community volunteers;
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also does direct
rehabilitation lending
to eligible homeowners
through the FHA and
has other lending
programs for rental
property owners.
Home
Repair for
Workforc
e
Homeow
ners
Grant
program for
workforce
homeowners
to
rehabilitate
homes for
eligible
repairs
(possible
match
component).
Type of
Action
(program,
policy,
study):
Program
Involvement of federal
funds or programs will
necessarily require the
subject housing to
serve occupants of
lower income levels
(usually maximum of
80% of AMI and often
50% or 30%). Some
kinds of local funds are
more flexible in terms
of the income levels of
occupants to be served
and the length of term
of affordability. The
City should consider
requiring a minimum
affordability level and
period for programs
that are not already
bound by federal or
other restrictions, and
should consider homes
priced to moderate-
income households (for
example, 60% to 120%
of AMI) and minimum
compliance terms (5,
10, 15 years for
example) as well in
such cases.
Possible one-
time payment
(see Richardson
example) or
future
reimbursement
or abatement of
increased City
tax due to
assessed value
increase. ($-$$)
Expand existing
housing
rehabilitation
programs to target
workforce
demographic, for
owner occupied
rehabilitation,
major repairs and
minor repairs.
Physically
preserve existing
affordable and
moderately priced
housing structures;
link to
preservation of
affordable pricing.
Preserve
homeownership
(owner ability to
stay in home) ;
Required property
owner matches for
either grants or
loans make public
funds stretch
farther and assure
more commitment
from recipients.
Reimbursement
from future
incremental
property tax
revenues best
suited for property
owners making
substantial
(beyond cosmetic)
improvements and
more middle-
income occupancy
(less need for
immediate funding
assistance).
# homes
rehabbed
Housing study identified
rapid decrease in lower-
priced homes, especially
below $200K; homes
$200K - $275K also
important to preserve
(34.9% of 2017-18 sales);
program not dependent
on HUD-type income
restrictions to lower-
income homeowners
will be more appropriate
for Georgetown going
forward as low-income
homebuyers will be
unlikely to buy homes as
prices increase; also will
address supply of older
single family in subareas
3, 6 and 7.
Loss of potential future
tax revenue if grant is
structured in form of
reimbursement to
homeowner based on
increase in assessed
value.
Yes, very good proposal well-
suited to Georgetown's market
situation
The City of Richardson Home
Improvement Incentive
Program uses only future
incremental City property tax
increases and thus does not
have occupant income limits
such as what HUD would
require, making it a good
example for Georgetown
(though Georgetown could
still apply a limit at its own
discretion).
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Multi-
family
Rehabilita
tion
Loan or
grant
program to
assist Multi-
family
property
owners with
property
rehabilitation
for eligible
repairs.
Type of
Action
(program,
policy,
study):
Program and
Study
HOME/CDBG,
economic development
sales tax, housing
bonds, future tax
increment, Community
Reinvestment Act.
Federal funds are
available through
HOME and CDBG
programs (specifically
for properties with
low-income
occupants), but local
funds and
private/nonprofit
sector resources are
also available. 4B sales
tax funds should be
eligible. Local housing
bond proceeds can also
be used, as can TIRZ
set-asides for
affordable housing. For
rehabilitation expected
to significantly increase
the assessed value of
the property,
reimbursement from
future property tax
increment is another
option that does not
require immediate
disbursement of funds
on hand. HUD also
does direct
rehabilitation lending
to eligible homeowners
through the FHA and
has other lending
programs for rental
property owners.
Could be capitalized as
revolving loan
program to have one-
time funding up front.
Community
Reinvestment
Act funds. Set
up fund of
approx. $500K if
can allow tenant
income
restrictions of
80% AMI or
higher ($$-$$$)
1. Study the
locations and
physical
deterioration of
existing housing
stock.
2. Based on study
findings, develop a
program that
encourages
rehabilitation of
small scale multi-
family units.
Small-scale rental
properties
documented as
important element
of supply for
workforce in
several subareas
(1, 3, 6, 7) - 660
duplexes and 352
fourplexes in total
planning area per
Housing Study;
Affordability
Analysis indicated
they are serving
primarily
moderate-rent
households (not
low-income)
# of units
rehabbed and #
of units price-
restricted per
year for future
period
Can preserve small-scale
workforce rental units
for middle-income
renters
Voluntary program so
property owners must
find terms attractive and
income restrictions not
too severe; HUD funds
may not allow rehabbing
units for workforce
income / rent levels
Yes if can be made available to
moderate income / workforce
housing units (as opposed to
low income)
Plano has a rehab program for
small-scale rental properties,
though it uses HUD funding
which requires 51% of
rehabbed units to be allocated
to low-moderate income HH.
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APPENDICES
Regional
Partnershi
ps
Partnerships
with entities
that acquire
properties
for
preservation
of affordable
housing
stock.Type of
Action
(program,
policy,
study):
Program
Impact Funds ($ -
funded primarily by
private equity
investors, to purchase
and preserve
affordable multifamily
rental properties),
Housing Finance
Corporation ($$$) can
provide financial
assistance for single
family and multi-
family housing
development. The
Capital Area Housing
Finance Corporation
(CAHFC) serves
Williamson County.
Likely little up-
front City
funding
required;
consider policy
for future tax
abatements or
incremental
property tax
reimbursements
($-$$$ (deal /
agreement-
specific))
1. Develop and
leverage regional
partnerships to
maintain existing
affordable housing
stock. Invite
outside private
sector / nonprofit
partners to
facilitate affordable
housing
development and
preservation of a
scale and long
term effectiveness
beyond what the
City could
accomplish
directly.
The housing study
identifies older
single family and
especially
multifamily as a
key affordability
resource to
preserve, which is
difficult without
acquisition by
preservation-
focused entities.
Subareas 1, 3, 5, 6
of the study were
particularly
notable for the
presence of
potential
preservation
priority housing.
Impact funds
and HFCs
contacted.
Formalized
relationships
created.
Creates mechanisms to
lessen the organizational
and funding constraints
of the City; increases
long term affordability
and awareness of
available opportunities
for housing developers /
builders and consumers
Property acquisition for
impact funds may be
difficult and slow; will
likely need to seek
relationships with
organizations not
specific to Georgetown
(regional or national);
potentially long lead
time before
implementation.
YES though each
organization or fund will
have to be considered on its
own
Work with the Strategic
Housing Finance Corporation
that currently serves only
Travis County communities,
where it acquires and
preserves affordable housing,
but perhaps could expand
into Williamson County if
Georgetown leaders seek
partnerships. Some nonprofit
housing developers (CDCs /
CHDOs) are very experienced
and offer educational services
for housing consumers
(homebuyer education) as
well as their housing
development activities;
Examples: Williamson County
joined the regional Texas
Housing Foundation in 2018.
The Southeast Texas Housing
Finance Corporation serves
multiple counties and
communities near Houston.
Avenue CDC in Houston
develops low-price homes
and affordable rentals in
addition to homebuyer
education programs, housing
rehabilitation, and
community development
activities. The Turner Impact
Fund purchases multifamily
properties around the United
States, including the Austin
area, to preserve as workforce
housing. The Austin Housing
Conservancy was recently
formed, initiated by the City
of Austin but funded
primarily by private equity
investors, to purchase and
preserve affordable
multifamily rental properties.
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Policy: Preserve existing housing stock that contributes to diversity and affordability.
Potential
Tool
Description Potential Funding
Options
Recommended
Funding
Implementation
Steps (Year or
Steps Required in
Advance)
Potential Impact
to Housing Need
(low income/
workforce)
(ownership/
rental)
How is
performance
managed ?
How is success
measured?
Pro Con Appropriate for
Georgetown (Yes or No)
Example Texas Cities /
Programs
Affordabil
ity term
extensions
Preservation
of existing
affordable
units, often
tax credit
units.
Type of
Action
(program,
policy,
study):
Program
General fund/staff
time/in exchange for
other program
participation or
development incentive
Staff time ($) 1. Catalog
developments to
identify expiring
affordability terms.
2. Develop
program to
provide support to
property owners
with renovations
that use Low
Income Housing
Tax Credit.
Preserves LIHTC
units nearing end
of affordability
term.
# of units
preserved with
extended terms
Low cost tool Not many LIHTC units
are yet at risk of
affordability terms
expiring.
Yes Texas Housing Foundation -
Public Housing Authority
with agreements in five
county central Texas region.
Communi
ty
Reinvest
ment Act
funds
Partnerships
with banks
to meet
Community
Reinvestmen
t Act
requirements
Type of
Action
(program,
policy,
study):
Program
Bank grants Bank grants ($-
$$)
0. Roundtable of
interested banks
1. Programming
2. Execution
Maintain
neighborhoods for
low
income/workforce
households.
Repairs
made/neighbor
hood
improvements
Promotes partnerships.
Banks meet CRA
requirements while
advancing community
policies.
Marketing/outreach time
needed to develop
program/partnerships.
Yes City of Allen Home Repair for
non-CDBG eligible activities
like fences
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Policy: Preserve existing neighborhoods in targeted areas.
Potential
Tool
Description Potential Funding
Options
Recommended
Funding
Implementation
Steps (Year or
Steps Required in
Advance)
Potential Impact
to Housing Need
(low income/
workforce)
(ownership/
rental)
How is
performance
managed ?
How is success
measured?
Pro Con Appropriate for
Georgetown (Yes or No)
Example Texas Cities /
Programs
Small
area/neigh
borhood
plans
Plans
developed
through
community
outreach for
areas of
historical
stability that
are
transitioning
in use and
density.
Type of
Action
(program,
policy,
study):
Program
General Fund General Fund
($$)
1. Establish annual
funding for small
area/neighborhood
plans.
2. Identify areas
and
neighborhoods for
plan development.
3. Create process
for neighborhoods
to nominate
themselves for
small area plan.
The subarea
profiles show
historic sales price
trend data with
significant
increases in some
subareas in
price/square foot.
Preservation of
existing
neighborhoods.
One plan per
year
Focused analysis on
defined areas; support
for neighborhood
preservation and
compatibility
Potential community
concern on any
transitions in use/density
Yes City of San Antonio
City of College Station
City of Sugar Land
Fort Worth Urban Villages
(http://fortworthtexas.gov/Pla
nningandDevelopment/urban
villages/)
Developm
ent
Regulatio
ns
Use of
Zoning,
Overlay
Districts,
Conservation
Districts to
preserve
existing
neighborhoo
ds.
Type of
Action
(program,
policy,
study):
Policy
General Fund General Fund
($)
1. Review and
update UDC next
budget cycle
Housing Study
documented both
need for entry-
level single family
below $275K and
current (and
implied potential)
role of moderate
density rental
properties in
serving a middle
income market;
having flexibility
in development
regulations to
facilitate housing
diversity can help
achieve additional
development of
these types and
serve market
Document
diversity in type
and price of
new housing
development
Will make it easier to
develop moderate-
density housing through
increasing the diversity
of housing types and lot
sizes (for SF)
Will need to determine
which areas of the City
are reasonable
candidates for strategy
Yes City of Austin, City of
Leander, City of Conroe
recently reduced minimum
lot sizes to allow single family
homes at a lower price point
in a master planned
community. The City of
Kerrville through the updates
to the zoning code, revised an
existing district to include
more housing types. The
biggest road block of the
previous district was the
different levels of approvals
required for anything that
was not traditional single
family. In the “newer
version” these secondary and
tertiary approval processes
were removed. The new
district now allows for a
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segments of
different resident
ages and life stages
as well as incomes.
variety of housing types
within the same district.
Single family (on slightly
reduced lot size – 4500 sq. ft.),
duplexes, townhomes, patio
homes, and small lot single
family (3300 sq. ft. lot with
separate alley access). To
address the variety of housing
types, building codes, and
property values, we limited
each block face to one
consistent housing type.
Policy: Support owners ability to stay in homes in neighborhoods with rapid value increases without limiting the sale of the home.
Potential
Tool
Description Potential Funding
Options
Recommended
Funding
Implementation
Steps (Year or
Steps Required in
Advance)
Potential Impact
to Housing Need
(low income/
workforce)
(ownership/
rental)
How is
performance
managed ?
How is success
measured?
Pro Con Appropriate for
Georgetown (Yes or No)
Example Texas Cities /
Programs
Home
Repair
Grant
program for
low income
homeowners
to
rehabilitate
homes for
eligible
repairs.
Type of
Action
(program,
policy,
study):
Existing
Program
HOME/CDBG,
economic development
sales tax, housing
bonds, future tax
increment, Community
Reinvestment Act.
Federal funds are
available through
HOME and CDBG
programs (specifically
for properties with
low-income
occupants), but local
funds and private /
nonprofit sector
resources are also
available. 4B sales tax
funds have been used
(San Angelo). Local
housing bond proceeds
can also be used, as can
TIRZ set-asides for
affordable housing. For
rehabilitation expected
to significantly increase
the assessed value of
the property,
Continue
current $25,000
level ($-$$)
Maintain current
program for low
income
homeowners (50%
AMI and below).
Low income
ownership;
Affordability
Analysis showed
733 owner HH
under $20K
income 2016 and
2,152 owner HH
$20K - $35K in
2016
# of homes
rehabbed
Pros: Helps remove
emerging blight; usually
cheaper than new
construction; potential to
assure longer term
affordability depending
on requirements, helps
stabilize neighborhoods
Cons: Usually limited in
number of units assisted
(especially single
family); tradeoff
between cosmetic (low
cost, low administration)
and structural / system
improvements (higher
costs, more
administration); federal
funds involve extra
paperwork and process,
and likely limit recipient
properties to low-income
occupancy and other
requirements; history of
difficulties with single
family and quality
assurance (recent Austin
controversies); without
recipient post-rehab
residency requirement,
can potentially sell home
and lose affordable SF
unit
YES but rapid housing price
increases as documented in
Housing Study (sales under
$200K fallen to 7.5% in 2017-
18) mean that fewer low-
income HH will be owning
homes, though seniors may be
continue to be eligible
Rehab programs are frequent
in cities around Texas
including the Austin area,
often using HOME and CDBG
funds or proceeds from
housing bonds. An effective
program in San Angelo has an
exterior rehab program with
the exterior siding
replacement funded through
CDBG, equipment and
supplies with 4B funds, paint
donated through the Habitat
for Humanity Valspar
program, and labor donated
by community volunteers;
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reimbursement from
future property tax
increment is another
option that does not
require immediate
disbursement of funds
on hand. Some non-
profits such as Habitat
for Humanity also
contribute funds,
material,
administration and/or
labor toward
rehabilitation. HUD
also does direct
rehabilitation lending
to eligible homeowners
through the FHA and
has other lending
programs for rental
property owners.
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Home
Repair for
Workforc
e
Homeow
ners
Grant
program for
workforce
homeowners
to
rehabilitate
homes for
eligible
repairs.Type
of Action
(program,
policy,
study):
Program
Involvement of federal
funds or programs will
necessarily require the
subject housing to
serve occupants of
lower income levels
(usually maximum of
80% of AMI and often
50% or 30%). Some
kinds of local funds are
more flexible in terms
of the income levels of
occupants to be served
and the length of term
of affordability. The
City should consider
requiring a minimum
affordability level and
period for programs
that are not already
bound by federal or
other restrictions, and
should consider homes
priced to moderate-
income households (for
example, 60% to 120%
of AMI) and minimum
compliance terms (5,
10, 15 years for
example) as well in
such cases.
Possible one-
time payment
(see Richardson
example) or
future
reimbursement
or abatement of
increased City
tax due to
assessed value
increase. ($-$$)
Expand existing
housing
rehabilitation
programs to target
workforce
demographic, for
owner occupied
rehabilitation,
major repairs and
minor repairs.
Physically
preserve existing
affordable and
moderately priced
housing structures;
link to
preservation of
affordable pricing.
Preserve
homeownership
(owner ability to
stay in home) ;
Required property
owner matches for
either grants or
loans make public
funds stretch
farther and assure
more commitment
from recipients.
Reimbursement
from future
incremental
property tax
revenues best
suited for property
owners making
substantial
(beyond cosmetic)
improvements and
more middle-
income occupancy
(less need for
immediate funding
assistance).
# homes
rehabbed and #
of units price-
restricted per
year for future
period
Housing study identified
rapid decrease in lower-
priced homes, especially
below $200K; homes
$200K - $275K also
important to preserve
(34.9% of 2017-18 sales);
program not dependent
on HUD-type income
restrictions to lower-
income homeowners
will be more appropriate
for Georgetown going
forward as low-income
homebuyers will be
unlikely to buy homes as
prices increase; also will
address supply of older
single family in subareas
3, 6 and 7
Loss of potential future
tax revenue
YES, very good proposal well-
suited to Georgetown's market
situation
The City of Richardson Home
Improvement Incentive
Program uses only future
incremental City property tax
increases and thus does not
have occupant income limits
such as what HUD would
require, making it a good
example for Georgetown
(though Georgetown could
still apply a limit at its own
discretion).
Neighbor
hood
Empower
ment
Zones
Explore the
creation of a
neighborhoo
d
empowerme
nt zone and
other tools to
provide
targeted
neighborhoo
d
support.Type
of Action
No up front funding
required.
Designate NEZs
for areas of the
City where
certain types of
housing are
desired -
permitting fees
can be waived
and tax
abatements
offered to
enhance
affordability;
Short term (review
and political
process) 1.
Propose NEZ
incentive concept –
fee waivers and /
or tax abatements2.
Define criteria and
standards for NEZ
– what kind of
housing, pricing or
income ranges
served, level of
Can address either
for-sale or rental
housing, including
development of
ADUs and
moderate density
multifamily
# of housing
units permitted
or granted
abatements that
fit NEZ criteria
No up front investment
required
City gives up a portion
of fee or tax revenue
Yes, if areas of city identified
where new / more affordable
housing development is desired
Fort Worth has 6 NEZs, all in
CDBG-eligible areas. Plano
designated its downtown as
an NEZ to encourage
affordable housing
development.
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APPENDICES
(program,
policy,
study):
Policy/Progr
am
note that tax
abatements not
compatible with
TIRZ ($)
incentive offered
(can be
graduated)3.
Define process for
selecting NEZ
areas (older
housing, areas
near employment
or services, etc.)4.
Propose NEZ
incentive process,
undergo public
and stakeholder
feedback process,
Council policy
adoption5.
Propose NEZ
areas, undergo
public and
stakeholder
feedback process6.
Formal NEZ
designations by
Council
Policy: Support owners ability to stay in homes in neighborhoods with rapid value increases without limiting the sale of the home.
Potential
Tool
Description Potential Funding
Options
Recommended
Funding
Implementation
Steps (Year or
Steps Required in
Advance)
Potential Impact
to Housing Need
(low income/
workforce)
(ownership/
rental)
How is
performance
managed ?
How is success
measured?
Pro Con Appropriate for
Georgetown (Yes or No)
Example Texas Cities /
Programs
Utility
billing
assistance
Grant funds
for paying
utility bills.
Type of
Action
(program,
policy,
study):
Program
Good Neighbor Fund Good Neighbor
Fund ($-$$)
Provide
information
regarding
resource.
Low-income and
workforce
homeownership
# of households
assisted.
Lower utility cost can
assist homeowners to
remain in homes.
May not assist with root
cause of high utility
costs
Yes, existing program. City of Georgetown
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Homestea
d
exemptio
n
education
Provide
education to
eligible
homeowners
on how to
obtain a
homestead
exemption.
Type of
Action
(program,
policy,
study):
Program
Non-profits, Staff time Staff time ($) Package
information and
provide through
available city
communication
channels.
Low-income and
workforce
homeownership
# of homes with
exemption
Low cost action Unknown number of
homeowners in need of
education
Yes Some real estate associations
have education materials.
Support
partnershi
ps
Partnerships
with non-
profits that
assist
existing
home owners
with
maintenance.
Type of
Action
(program,
policy,
study):
Program
Staff time Staff time ($) Identify existing
assistance and
partner.
Low-income and
workforce
homeownership
# of homes
repaired,
homeowners
retained
Low cost action Dependent on
availability of non-profit
resources.
Yes Faith in Action Georgetown
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Policy: Maintain and promote neighborhood character and quality.
Potential
Tool
Description Potential Funding
Options
Recommended
Funding
Implementation
Steps (Year or
Steps Required in
Advance)
Potential Impact
to Housing Need
(low income/
workforce)
(ownership/
rental)
How is
performance
managed ?
How is success
measured?
Pro Con Appropriate for
Georgetown (Yes or No)
Example Texas Cities /
Programs
Neighbor
hood
Capacity
Building
Promote
neighborhoo
d capacity
(vitality,
services)
building -
HOA
training/educ
ation/outreac
h. Assist
neighborhoo
ds with
neighborhoo
d association
creation.
Type of
Action
(program,
policy,
study):
Program
General fund General fund ($) Short
term/ongoing
Preservation Number of
neighborhood
meetings/attend
ees
Build neighborhood
relationships; support
for neighborhood
preservation
Additional staffing Yes Tulsa, OK Neighborhood
Liaisons
(https://www.cityoftulsa.org/
government/departments/wor
king-in-
neighborhoods/neighborhood
s/)
Small
area/neigh
borhood
plans
Plans
developed
through
community
outreach for
areas of
historical
stability that
are
transitioning
in use and
density.
Type of
Action
(program,
policy,
General fund General fund
($$)
1. Establish annual
funding for small
area/neighborhood
plans.
2. Identify areas
and
neighborhoods for
plan development.
3. Create process
for neighborhoods
to nominate
themselves for
small area plan.
The subarea
profiles show
historic sales price
trend data with
significant
increases in some
subareas in
price/square foot.
Preservation of
existing
neighborhoods.
One plan per
year
Focused analysis on
defined areas; support
for neighborhood
preservation and
compatibility
Potential community
concern on any
transitions in
use/density.
Yes College Station
Sugar Land
Fort Worth Urban Villages
(http://fortworthtexas.gov/Pla
nningandDevelopment/urban
villages/)
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study):
Program
BEST
Neighbor
hoods
(Beautiful,
Engaged,
Safe and
Thriving)
Neighborhoo
d promotion,
recognition
and grant
program
Type of
Action
(program,
policy,
study):
Program
General fund General fund ($) Develop a
program for
neighborhoods to
be recognized for
beautification and
quality of life
efforts.
Neighborhoods
nominate
themselves.
Preservation of
existing
neighborhoods.
Neighborhood
participation is
document by
year.
Capitilizes and
incentivizes
neighborhoods to take
action.
Less resourced
neighborhoods may
have limited ability to
participate.
Yes City of Plano created this
program and reports success
for cost. Plano has a pop-up
trailer they take out to
neighborhoods.
Neighbor
hood
traffic
managem
ent
program,
street
maintena
nce*
Expand or
encourage
current
traffic
management
program.
Type of
Action
(program,
policy,
study):
Existing
Program
General fund General fund ($) 1. Continue
current traffic
management
program. 2.
Outreach to
neighborhoods
who might benefit
from program.
Preservation of
existing
neighborhoods.
Reported
neighborhood
improvement
Existing program Yes Current COG program.
Neighbor
hood
cleanup
day*
Organize
regular clean
up day for
neighborhoo
d
beautificatio
n.
Type of
Action
(program,
policy,
study):
Program
Public works, Solid
waste, partnerships
with private resource
recovery companies
Public works,
Solid waste,
partnerships
with private
resource
recovery
companies ($)
1. Work with Code
Enforcement to
Identify
neighborhoods for
clean up.
2. Coordinate
departments and
funding.
3. Select date and
conduct outreach
to inform
neighborhoods.
Preservation of
existing
neighborhoods.
metrics around
items disposed,
number of
blocks
impacted.
Code enforcement
reports clean up day is
effective for getting rid
of many undesired uses
and potential violations.
limited resources to
perform more than once
or twice a year. Usually
only one or two blocks
during event.
Yes COG has conducted in the
past.
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Neighbor
hood
registratio
n
program*
Expand
current
program.
Type of
Action
(program,
policy,
study):
Program
General fund General fund ($) 1. Continue to
promote
neighborhood
registration
program.
2. Create outreach
program based on
interest topics
submitted by
neighborhoods
during
registration.
Preservation of
existing
neighborhoods.
# of
neighborhoods
registered
low cost method to
distribute information,
self organizing potential
not all neighborhoods
are currently organized
Yes Current COG program.
Policy: Support and increase rental choices for low-income and workforce households unless the housing is substandard.
Potential
Tool
Description Potential Funding
Options
Recommended
Funding
Implementation
Steps (Year or
Steps Required in
Advance)
Potential Impact
to Housing Need
(low income/
workforce)
(ownership/
rental)
How is
performance
managed ?
How is success
measured?
Pro Con Appropriate for
Georgetown (Yes or No)
Example Texas Cities /
Programs
Developm
ent
agreement
s
Negotiations
with
developers
that might
include land
provision or
direct
financial
assistance in
exchange of
furthering
city policy.
Type of
Action
(program,
policy,
study):
Policy
Depends on structure
of agreement; up-front
financial assistance
(grant or loan) will
require source of
funding (General Fund,
TIRZ, 4B), while
reimbursement can use
future tax increment or
cut of property sales
revenue; some
incentive items may
not involve a financial
cash flow (relaxed
zoning, for ex.)
TBD ($$-$$$$) 1. Identify and
establish a special
housing revenue
fund to use for
development
negotiations.
Helping
developers fund
infrastructure, land
costs, materials can
help deliver
housing in this
price range; could
also help deliver
new rental housing
at rents lower than
new Class A
(under
$1,300/month per
Affordability
Analysis) for
Moderate / middle
income HH ($70K
and below)
# new homes
subject to
development
agreement built
with price
<$275K; # units
rental housing
affordable to
low and middle
income renters
up to $50K
income
Incentive-based
approaches more
palatable than hard
regulation; can very
directly address financial
issues that discourage
more affordable new
housing development
Requires monitoring and
clawback provisions;
certain tools can reduce
City revenues; requires
extra negotiation
processes
YES, pursue such
agreements as part of a
housing incentive policy
City of Houston Developer
Participation Contracts; Clute
Chapter 380 agreements
providing below-market loan
for housing subdivision
infrastructure construction
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Developm
ent
incentives
Policies that
incentivize
developers to
voluntary
increase
rental
housing
supply
through
building
rental units.
(Workforce
Housing
Standards,
Housing
Diversity
Standards,
Density
Bonus)
Type of
Action
(program,
policy,
study):
Policy
General Fund General Fund
($)
<1 year Potential method
to gain incremental
amounts of lower-
priced units (most
likely rental
housing) for
middle- and low-
income workforce
(retail, hospitality,
government,
health care, etc.)
# low-to-
moderate-
priced units
produced
No direct fiscal outlay by
City except
administration
Developers may not be
familiar with particular
housing types desired or
how to incorporate
affordable units into
their projects; density
may increase certain
kinds of service costs per
acre
YES though effectiveness
will have inverse
relationship to strictness of
overall regulation
Downtown Austin
Developm
ent
Regulatio
ns
Zoning,
Overlay
Districts,
Conservation
Districts,
Diverse
Housing
OptionsType
of Action
(program,
policy,
study):
Policy
General Fund General Fund
($)
Next budget cycle Housing Study
documented both
need for entry-
level single family
below $275K and
current (and
implied potential)
role of moderate
density rental
properties in
serving a middle
income market;
having flexibility
in development
regulations to
facilitate housing
diversity can help
achieve additional
development of
these types and
serve market
segments of
Document
diversity in type
and price of
new housing
development
Will make it easier to
develop moderate-
density housing through
increasing the diversity
of housing types and lot
sizes (for SF)
Will need to determine
which areas of the City
are reasonable
candidates for strategy
YES Conroe recently reduced
minimum lot sizes to allow
single family homes at a
lower price point in a master
planned community.The City
of Kerrville through the
updates to the zoning code,
revised an existing district to
include more housing types.
The biggest road block of the
previous district was the
different levels of approvals
required for anything that
was not traditional single
family. In the “newer
version” these secondary and
tertiary approval processes
were removed. The new
district now allows for a
variety of housing types
within the same district.
Single family (on slightly
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APPENDICES
different resident
ages and life stages
as well as incomes.
reduced lot size – 4500 sq. ft.),
duplexes, townhomes, patio
homes, and small lot single
family (3300 sq. ft. lot with
separate alley access). To
address the variety of housing
types, building codes, and
property values, we limited
each block face to one
consistent housing type.
TIF/TIRZ TIRZ policy
might
include
provision for
units
available to
certain AMI
groups or
fee-in-lieu
Type of
Action
(program,
policy,
study):
Policy
Always City General
Fund; potential to
include WilCo
property tax also
Designate
TIRZs for larger
projects or
multi-owner
districts with
significant
public
infrastructure,
facilities, or
amenity needs
to assure
market viability
($$-$$$$)
Need to create
zones when base
year assessed
value is low (Jan. 1
value of creation
year)
Could be used to
enhance
affordability for
either for-sale or
rental; Moderate /
middle income HH
($70K and below)
need for-sale
homes <$275K
(from Housing
Study); helping
developers fund
infrastructure, land
costs, materials can
help deliver
housing in this
price range; could
also help deliver
new rental housing
at rents lower than
new Class A
(under
$1,300/month per
Affordability
Analysis)
# units created
within the zone,
especially
within targeted
sale / rent price
ranges; amount
and timing of
tax increment
generated to
fund public
improvements
No additional fees /
taxes imposed on zone
properties; can issue
debt
Additional
administrative and legal
costs to run TIRZ; City
gives up portion of
property tax revenue
during life of zone
YES if project or area fits
creation criteria;
participation of WilCo
potentially makes it very
attractive
Dallas and Houston have
required TIRZs to either
include development of
affordable units or have TIRZ
funds set aside for affordable
housing development.
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Policy: Support and increase rental choices for low-income and workforce households unless the housing is substandard.
Potential
Tool
Description Potential Funding
Options
Recommended
Funding
Implementation
Steps (Year or
Steps Required in
Advance)
Potential Impact
to Housing Need
(low income/
workforce)
(ownership/
rental)
How is
performance
managed ?
How is success
measured?
Pro Con Appropriate for
Georgetown (Yes or No)
Example Texas Cities /
Programs
Public
Facilities
Corporati
on
A public
entity that
can acquire
sites and
partner with
multifamily
developers to
create tax-
exempt
mixed-
income
housing.
Type of
Action
(program,
policy,
study):
Program
Funding required to
acquire properties -
could be General Fund,
developer equal lease
agreement, land
acquisition fund,
housing short term
debt or notes of
obligation; note that
deals can be structured
for developer to pay
land cost back; City
would have lost tax
revenue from qualified
projects since property
becomes tax exempt.
Developer pay
land cost back
($$-$$$$)
1. Create a PFC to
acquire sites and
partner with
multifamily
developers to
create tax-exempt
mixed-income
housing.
Provides
affordable
multifamily rental
- tax exempt status
requires 50% of
units to be
restricted to <=80%
AMI tenants;
restrictions can be
placed on
remaining units
also if financially
feasible; Housing
Study identified
increased job
growth for
moderate-income
local workers
(<$50K income)
who cannot afford
new Class A rental
properties, (low
income and
workforce rental
units)
# rental units
created within
targeted rent
ranges / income
restrictions
Creation of affordable
rentals without more
restrictive requirements
of LIHTC or HOME /
CDBG funding; potential
to also create middle-
income rental housing
Loss of potential future
tax revenue
YES create PFC - city-owned
land might be low/no cost
acquisition strategy
San Antonio has constructed
several affordable multifamily
projects through PFC
partnerships; new workforce
rentals in Cibolo created
through PFC partnership
Affordabil
ity term
extensions
Support
preservation
of existing
affordable
units, often
tax credit
units.
Type of
Action
(program,
policy,
study):
Program
General fund/staff
time/in exchange for
other program
participation or
development incentive
Staff time ($) 1. Catalog
developments to
identify expiring
affordability terms.
2. Develop
program to
provide support to
property owners
with renovations
that use Low
Income Housing
Tax Credit.
Preserves LIHTC
units nearing end
of affordability
term.
Number of
units preserved
with extended
terms
Low cost Not many LIHTC units
are yet at risk of
affordability terms
expiring.
Yes Texas Housing Foundation
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Support
GHA
programs
Support
GHA
through
CDBG funds,
energy
efficiency
upgrades
through
GUSType of
Action
(program,
policy,
study):
Policy
General fund/staff
time/CDBG
General
fund/staff
time/CDBG ($)
1. Understand
support needed
from GHA. 2.
Work with GHA to
support current
capital
improvements.
low income renters # of units
available,
change in
percentage of
cost burdened
renters
supports some of only
renter housing available
for low income
households.
Not many units overall. Yes
Low
Income
Housing
Tax Credit
process*
Support
LIHTC
developm
ent
(workforc
e) that
meet City
defined
process
Development
using LIHTC
for genearl
population
as proposed
by
developers.
Type of
Action
(program,
policy,
study):
Policy
General fund/staff time General
fund/staff time
($)
Build on existing
policy
workforce renters # of units
available,
change in
percentage of
cost burdened
renters
No cost to city. Some of
only funding available to
build volume of
workforce housing units
9% tax credit
developments unlikely
to be competitive in
Georgetown
Yes various around Texas
including Georgetown
Multi-
family
Tax
Exemptio
n
Tax
exemption
program in
exchange for
on-site
affordability
Type of
Action
(program,
policy,
study):
Program
Texas Comptroller
exemption for low-
income housing
(https://comptroller.tex
as.gov/taxes/property-
tax/docs/96-1740.pdf)
Texas State Affordable
Housing Corporation
bonds for affordable
rental housing
(https://www.tsahc.org
/public/upload/files/ge
neral/MF_Bonds_Broch
ure.pdf)
N/A ($) Short term Affordability Number of
affordable units
added to
housing stock
Support for affordability;
protect vulnerable
populations
Reduced tax revenue;
potential community
pushback on increasing
affordable housing
supply
Yes McKinney, TX
(https://www.mckinneytexas.
org/1948/Low-Income-
Housing-Tax-Credit;
https://www.mckinneytexas.o
rg/241/Mortgage-Certificate-
Credit-Program)
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Policy: Support rental choices for senior households.
Potential
Tool
Description Potential Funding
Options
Recommended
Funding
Implementation
Steps (Year or
Steps Required in
Advance)
Potential Impact
to Housing Need
(low income/
workforce)
(ownership/
rental)
How is
performance
managed ?
How is success
measured?
Pro Con Appropriate for
Georgetown (Yes or No)
Example Texas Cities /
Programs
Low
Income
Housing
Tax Credit
process*
Support
LIHTC
developm
ent (senior
specific)
that meet
City
defined
process
Development
using LIHTC
for seniors as
proposed by
developers.
Type of
Action
(program,
policy,
study):
Policy
General fund/staff time General
fund/staff time
($)
Build on existing
policy
low income senior
renters
# of units
available,
change in
percentage of
cost burdened
senior renters
serves severely cost
burdened population
Not as many senior
renters as non-senior
renters.
Yes various around Texas
including Georgetown
Support
GHA
programs
Support
GHA
through
CDBG funds,
energy
efficiency
upgrades
through GUS
Type of
Action
(program,
policy,
study):
Policy
General fund/staff
time/CDBG
General
fund/staff
time/CDBG ($)
1. Understand
support needed
from GHA.
2. Work with GHA
to support current
capital
improvements.
low income senior
renters
# of units
available,
change in
percentage of
cost burdened
senior renters
supports some of only
renter housing available
for low income seniors.
Not many units overall. Yes
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Policy: Increase homeownership choices for workforce households.
Potential
Tool
Description Potential Funding
Options
Recommended
Funding
Implementation
Steps (Year or
Steps Required in
Advance)
Potential Impact
to Housing Need
(low income/
workforce)
(ownership/
rental)
How is
performance
managed ?
How is success
measured?
Pro Con Appropriate for
Georgetown (Yes or No)
Example Texas Cities /
Programs
Down
Payment
Assistance
Down
payment
assistance
and home
buyer
counseling
programs by
supporting
public-
private
partnerships
with
financial
institutions
and major
employers.
Type of
Action
(program,
policy,
study):
Program
• DPA - Potential
funding sources
(HOME, housing
bonds, General Fund,
TIRZ, 4B sales tax,
nonprofit/private
sector partners)
Up-front down
payment assistance,
which can be provided
by the City, a local
housing finance
corporation, or major
employers (less
common).
• Housing education /
navigation program
(include financial and
realtor communities)
A more involved
strategy would be to
work with employers,
nonprofits, mortgage
finance firms, realtors,
developers, and
builders to set up an
ongoing program that
would work to prepare
first-time buyers for
home ownership
through improving
credit profile,
managing savings, and
helping them with
mortgage qualification.
This program might be
City-initiated but not
City-run.
The least-
restricted funds
are the most
desirable for
DPA - TIRZ and
4B are better
than HOME
and housing
bonds because
the City can
choose to serve
more middle-
income HH.
Education /
navigation -
mostly same
sources in
combination
with partners
($-$$$)
Establish down
payment assistance
and expand home
buyer counseling
programs by
supporting public-
private
partnerships with
financial
institutions and
major employers.
Next budget cycle
(General Fund,
4B); partnerships
may take longer to
develop
Increase the ability
of middle-income
households to
purchase a home
in Georgetown by
lower down
payment amounts
or ongoing costs
such as property
taxes; the housing
study documented
dramatic loss of
available homes
under $200K, so
middle income
buyers ($50K -
$70K income) will
need increasing
help to purchase
homes up to
$275K, which is
becoming the new
bottom price tier
# buyers of
target income
range ($70K and
below) assisted
Incentivizes middle-
income households to
consider buying in
Georgetown when they
might otherwise have
moved elsewhere.
Cons: Does nothing to
provide more
moderately-priced for-
sale housing in
Georgetown, and may
even help drive up
prices; loses
effectiveness as home
prices and interest rates
rise; up-front assistance
may be limited in
number of households
helped.
YES but rapid housing price
increases as documented in
Housing Study mean that
assistance may need to focus
more on moderate to middle
income HH and larger per-HH
assistance will likely be needed
over time
: The City of Houston has a
generous down payment
assistance grant program,
with some funded by HOME
and restricted to recipients of
certain income levels, and
other funds coming from
TIRZ affordable housing set
asides and available to
middle-income home buyers.
The program has had to
improve its bureaucratic
process to be better able to
work with realtors and
builders, and has lessened in
effectiveness as urban core
home prices have risen. The
City of Austin also offers one
as a 0% deferred payment
loan to homebuyers whose
incomes do not exceed federal
limits.
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Developm
ent
agreement
s
Negotiations
with
developers
that might
include land
provision or
direct
financial
assistance in
exchange of
furthering
city policy.
Type of
Action
(program,
policy,
study):
Policy
Depends on structure
of agreement; up-front
financial assistance
(grant or loan) will
require source of
funding (General Fund,
TIRZ, 4B), while
reimbursement can use
future tax increment or
cut of property sales
revenue; some
incentive items may
not involve a financial
cash flow (relaxed
zoning, for ex.)
TBD ($$-$$$$) 1. Identify and
establish a special
housing revenue
fund to use for
development
negotiations.
Moderate / middle
income HH ($70K
and below) need
for-sale homes
<$275K (from
Housing Study);
helping developers
fund
infrastructure, land
costs, materials can
help deliver
housing in this
price range;
# new homes
subject to
development
agreement built
with price
<$275K; # units
rental housing
affordable to
low and middle
income renters
up to $50K
income
Incentive-based
approaches more
palatable than hard
regulation; can very
directly address financial
issues that discourage
more affordable new
housing development
Requires monitoring and
clawback provisions;
certain tools can reduce
City revenues; requires
extra negotiation
processes
YES, pursue such
agreements as part of a
housing incentive policy
Clute Chapter 380 agreements
providing below-market loan
for housing subdivision
infrastructure construction;
City of Houston Developer
Participation Contracts
Developm
ent
incentives
Workforce
Housing*,
Housing
Diversity*,
Density
Bonus
Type of
Action
(program,
policy,
study):
Policy
General Fund General Fund
($)
<1 year Potential method
to gain incremental
amounts of lower-
priced units (most
likely rental
housing) for
middle- and low-
income workforce
(retail, hospitality,
government,
health care, etc.)
# low-to-
moderate-
priced units
produced
No direct fiscal outlay by
City except
administration; existing
program
Developers may not be
familiar with particular
housing types desired or
how to incorporate
affordable units into
their projects; density
may increase certain
kinds of service costs per
acre
YES though effectiveness
will have inverse
relationship to strictness of
overall regulation
Existing program, Downtown
Austin
Comm.
Developm
ent Block
Grant
(Wilco
and/or
HUD)
Land
acquisition
and
infrastructur
e
Type of
Action
(program,
policy,
study):
Program
Williamson County or
become entitlement
jurisdiction
Williamson
County until
evaluation ($)
1. Continue to
apply for grants
from Williamson
County to support
affordable housing
for households
under 80%.
2. Evaluate cost
benefit to
becoming
entitlement
jurisdiction.
Workforce # of homes
available due to
investment
Funding for capital
improvements;
neighborhood
reinvestment
Effort/resources to apply
for grant
Yes Waco, TX (https://www.waco-
texas.com/housing-cdbg.asp)
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APPENDICES
Publicly
owned
lands/tax
delinquen
t
properties
Leverage
publicly
owned lands
for diverse
affordable
housing
development
s by taking a
comprehensi
ve inventory
of land and
its suitability
for
affordable
housing
development
.Type of
Action
(program,
policy,
study):
Policy
Revenue from sale of
properties. Evaluate
agreement WCAD for
sale of delinquent
properties to determine
best/highest use. To
create a special revenue
fund.
Special Revenue
Fund ($)
1. Evaluate
agreement with
WCAD. 2.
Estimate/project
fund. 3. Structure
parameters.
Evaluate
delinquent
property tax sale
(https://mvbalaw.c
om/wp-
content/TaxUpload
s/1119_Williamson
.pdf)
Workforce # of revenue
generated from
property sold.
Leverage, public private
partnerships, recognizes
demand
Offset general revenue,
long time to build funds
380
Agreemen
ts
Chapter 380
of the Local
Government
Code
authorizes
municipalitie
s to offer
incentives
designed to
promote
economic
development
such as
commercial
and retail
projects.
Specifically,
it provides
for offering
loans and
grants of city
funds or
services at
little or no
cost to
promote
Depends on structure
of agreement; up-front
financial assistance
(grant or loan) will
require source of
funding (General Fund,
TIRZ, 4B), while
reimbursement can use
future tax increment or
cut of property sales
revenue; some
incentive items may
not involve a financial
cash flow (relaxed
zoning, for ex.)
TBD 1-2 years
1. Propose Ch. 380
Housing Incentive
concept – grants /
loans /
reimbursements
for housing
2. Define criteria
and standards for
Ch. 380 agreement
– what kinds of
housing, pricing or
income ranges
served,
determining
factors for
potential incentive
amount (examples:
public
infrastructure or
amenity costs,
extra costs for
including
affordable units,
land costs over
financially feasible
Moderate / middle
income HH ($70K
and below) need
for-sale homes
<$275K (from
Housing Study);
helping developers
fund
infrastructure, land
costs, materials can
help deliver
housing in this
price range; could
also help deliver
new rental housing
at rents lower than
new Class A
(under
$1,300/month per
Affordability
Analysis)
# new homes
subject to
development
agreement built
with price
<$275K; # units
rental housing
affordable to
low and middle
income renters
up to $50K
income
Requires monitoring and
clawback provisions;
certain tools can reduce
City revenues; requires
extra negotiation
processes
Incentive-based
approaches more
palatable than hard
regulation; can very
directly address financial
issues that discourage
more affordable new
housing development
YES, pursue such
agreements as part of a
housing incentive policy
City of Plano uses 380
agreements for housing
incentives by including
housing as a community
benefit for economic
development in resolutions
authorizing 380 agreements.
Clute Chapter 380 agreements
providing below-market loan
for housing subdivision
infrastructure construction;
City of Austin Chapter 380 for
affordable housing within the
new Domain complex
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state and
local
economic
development
and to
stimulate
business and
commercial
activity. In
order to
provide a
grant or loan,
a city must
establish a
program to
implement
the
incentives.
level, etc.)
3. Determine
extent of potential
incentive eligible
for applicants –
developments
serving lowest
income range
might be eligible
for 100% of
potential incentive
while higher
priced housing
maybe 50%
eligibility; also
structure of
incentive can be
graduated, such as
up-front grants or
loans for most
affordable housing
vs. future
reimbursements
from lot sales or
tax increment for
higher-priced
housing
4. Undergo public
and stakeholder
feedback process
5. Adoption of
incentive policy by
Council
6. Marketing of
incentive to
developers
Communi
ty Land
Trust
Create a
Community
Land Trust
or other
forms of
Shared
Equity
Ownership.
Transition
suitable land
bank
properties to
However, though after
formation these tools
can act quickly and at a
large scale, getting
them setup would be a
major effort. Since
Georgetown is not a
large city (compared to
Austin), Georgetown
may have to work with
other area communities
to pool resources
Funding
options to be
explored. ($$-
$$$)
Likely at least 2
years unless
existing CLT can
expand to
Georgetown.
1. Look at possible
regional CLTs for
expansion into
Georgetown.
2. Identify if any
philanthropic or
institutional
Create high-
capacity tools to
better address the
magnitude of
affordable and
workforce housing
issues in
Georgetown; The
housing study
highlighted the
need to preserve as
much of the
# long term
housing units
placed into long
term /
permanent
affordability
Can bring much larger
funding and
organization to “move
the needle” on creating
and preserving desired
housing. Addressing
affordable and
workforce housing
primarily through
federally-funded or
sponsored mechanisms
such as HUD funding
Cons: Will take
considerable time and
effort to initiate and, for
certain tools, acquire
properties.
YES, if existing CLT can
expand to Georgetown or if
a third party is willing to
donate land.
Examples: Austin and
Houston have started
community land trusts. The
Houston Land Bank and
Houston Community Land
Trust have been formed act in
concert to acquire sites for
new affordable for-sale homes
and create permanent
affordability. Houston's
receives land from the
Houston Land Bank when a
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APPENDICES
permanently
affordable
housing
through a
public/privat
e partnership
with builders
and a shared
equity model
Type of
Action
(program,
policy,
study):
Program
needed to create these
tools or find
organizations using
them already on a
regional basis. While
ideally operational
expenses should be
covered by real estate
sales of improvements,
there may be
additional funds
(General Fund) or
partnership needed to
fund administration
entities might
provide land to
land trust.
current
moderately-priced
rental housing
(both smaller and
larger properties)
as possible. It also
documented the
rapid for-sale
home price
appreciation that is
occurring,
implying the need
for mechanisms to
preserve
affordability for
longer periods or
permanently.
(HOME, CDBG) is
ultimately a small-scale
approach to a large
issue. Creating tools
with the organizational
and financial resources
to execute larger-scale
activities in a quicker
time frame may be
needed in order to keep
up with the Austin
metro’s ongoing housing
price appreciation.
prospective homeowner
chooses the Land Trust
option.
Policy: Support the non-profit community to create housing opportunities for the most vulnerable residents (including but not limited to homeless, seniors, youth aging out of the foster care system, and peo ple with disabilities).
Potential
Tool
Description Potential Funding
Options
Recommended
Funding
Implementation
Steps (Year or
Steps Required in
Advance)
Potential Impact
to Housing Need
(low
income/workforce
) (ownership/
rental)
How is
performance
managed ?
How is success
measured?
Pro Con Appropriate for
Georgetown (Yes or No)
Example Texas Cities /
Programs
Health
and
Human
Service
Element
The City
Charter lists
a Health and
Human
Services
element in
the
Comprehensi
ve Plan. A
needs
assessment
of vulnerable
populations
can inform
the element.
Type of
Action
(program,
policy,
study): Study
Potential partnering
opportunity with
WilCo and/or
surrounding cities for
needs assessment
Partnerships for
assessment/Gen
eral fund for
element ($$)
1. Support a needs
assessment of
potentially
vulnerable
populations to
refine the scope
and focus of the
Health and
Human Services
Element.
2. Develop a
Health and
Human Services
Element for the
comprehensive
plan, as required
by City Charter.
Seniors, Low-
Income
Completion of
plan; measure
through
homelessness
rates,
foreclosures
Meet charter
requirement; protect
vulnerable populations
Cost/effort Yes City of San Antonio's
Accomplishments by the
Number to track progress
(https://www.sanantonio.gov/
humanservices/about#2686334
69-children)
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Policy: Encourage and incentivize new housing and reinventions or additions to existing housing to provide a mixture of housing types, sizes and price points.
Potential
Tool
Description Potential Funding
Options
Recommended
Funding
Implementation
Steps (Year or
Steps Required in
Advance)
Potential Impact
to Housing Need
(low income/
workforce)
(ownership/
rental)
How is
performance
managed ?
How is success
measured?
Pro Con Appropriate for
Georgetown (Yes or No)
Example Texas Cities /
Programs
TIF/TIRZ TIRZ policy
might
include
provision for
units
available to
certain AMI
groups or
fee-in-lieu
Type of
Action
(program,
policy,
study):
Policy
Always City General
Fund; potential to
include WilCo
property tax also
Designate
TIRZs for larger
projects or
multi-owner
districts with
significant
public
infrastructure,
facilities, or
amenity needs
to assure
market viability
($$-$$$$)
Need to create
zones when base
year assessed
value is low (Jan. 1
value of creation
year)
Could be used to
enhance
affordability for
either for-sale or
rental; Moderate /
middle income HH
($70K and below)
need for-sale
homes <$275K
(from Housing
Study); helping
developers fund
infrastructure, land
costs, materials can
help deliver
housing in this
price range; could
also help deliver
new rental housing
at rents lower than
new Class A
(under
$1,300/month per
Affordability
Analysis)
# units created
within the zone,
especially
within targeted
sale / rent price
ranges; amount
and timing of
tax increment
generated to
fund public
improvements
No additional fees /
taxes imposed on zone
properties; can issue
debt
Additional
administrative and legal
costs to run TIRZ; City
gives up portion of
property tax revenue
during life of zone
YES if project or area fits
creation criteria;
participation of WilCo
potentially makes it very
attractive
Dallas and Houston have
required TIRZs to either
include development of
affordable units or have TIRZ
funds set aside for affordable
housing development.
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APPENDICES
Municipal
Utility
Districts
Special
purpose
finance
district.
MUDs help
offset up-
front
infrastructur
e costs to the
developer
who would
otherwise
have to
recoup them
through
lot/home sale
prices; helps
keep home
sale prices
more
affordable in
projects
outside city
limits
N/A N/A 1. Evaluate policies
for potential
housing diversity.
MUDs help offset
up-front
infrastructure costs
to the developer
who would
otherwise have to
recoup them
through lot/home
sale prices; helps
keep home sale
prices more
affordable in
projects outside
city limits
Successful
development
completion and
absorption;
rapidity of
developer
reimbursements
Can be applied outside
city limits (in ETJ)
MUD tax can be higher
than City tax, so lower
sale price somewhat
offset by higher PITI
Consider on case-by-case
analysis; no precedent for
consent contingent upon
certain price range of
homes, but may be possible
Georgetown ETJ has existing
MUDs; no precedent available
regarding requirements for
affordability
Public
Improvem
ent
Districts
Special
purpose
finance
district.
MUDs help
offset up-
front
infrastructur
e costs to the
developer
who would
otherwise
have to
recoup them
through
lot/home sale
prices; helps
keep home
sale prices
more
affordable in
projects
outside city
limits.
N/A N/A 1. Evaluate policies
for potential
housing diversity.
MUDs help offset
up-front
infrastructure costs
to the developer
who would
otherwise have to
recoup them
through lot/home
sale prices; helps
keep home sale
prices more
affordable in
projects outside
city limits
Successful
development
completion and
absorption;
rapidity of
developer
reimbursements
City controls; wide
range of improvements
can be funded
PID assessments are on
top of City property tax,
so property owner has
higher ongoing payment
burden (unless offset
with City tax abatement)
Consider on case-by-case
analysis; no precedent for
consent contingent upon
certain price range of
homes, but may be possible
PIDs have been used
extensively in the DFW metro;
Travis County also has PIDs;
not know if any PIDs or PID
policies have been created
specifically for housing with
some affordability restriction
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Low
Income
Housing
Tax Credit
process*
Support
LIHTC
developm
ent
(workforc
e) that
meet City
defined
process
Development
using LIHTC
for general
population
as proposed
by
developers.
Type of
Action
(program,
policy,
study):
Policy
General fund/staff time General
fund/staff time
($)
Build on existing
policy
workforce renters # of units
available,
change in
percentage of
cost burdened
renters
No cost to city. Some of
only funding available to
build volume of
workforce housing units
9% tax credit
developments unlikely
to be competitive in
Georgetown
Yes various around Texas
including Georgetown
Policy: Ensure land use designations and other policies allow for and encourage a mixture housing types and densities across the community.
Potential
Tool
Description Potential Funding
Options
Recommended
Funding
Implementation
Steps (Year or
Steps Required in
Advance)
Potential Impact
to Housing Need
(low income/
workforce)
(ownership/
rental)
How is
performance
managed ?
How is success
measured?
Pro Con Appropriate for
Georgetown (Yes or No)
Example Texas Cities /
Programs
Developm
ent
Regulatio
ns
Revise
development
regulations
(Zoning,
Overlay
Districts,
Conservation
Districts,
Diverse
Housing
Options)
Type of
Action
(program,
policy,
study):
Policy
General Fund General Fund
($)
Begin next budget
cycle
Housing Study
documented both
need for entry-
level single family
below $275K and
current (and
implied potential)
role of moderate
density rental
properties in
serving a middle
income market;
having flexibility
in development
regulations to
facilitate housing
diversity can help
achieve additional
development of
these types and
serve market
segments of
different resident
ages and life stages
as well as incomes.
Document
diversity in type
and price of
new housing
development
Will make it easier to
develop moderate-
density housing through
increasing the diversity
of housing types and lot
sizes (for SF)
Will need to determine
which areas of the City
are reasonable
candidates for strategy
YES Conroe recently reduced
minimum lot sizes to allow
single family homes at a
lower price point in a master
planned community.
The City of Kerrville through
the updates to the zoning
code, revised an existing
district to include more
housing types. The biggest
road block of the previous
district was the different
levels of approvals required
for anything that was not
traditional single family. In
the “newer version” these
secondary and tertiary
approval processes were
removed. The new district
now allows for a variety of
housing types within the
same district. Single family
(on slightly reduced lot size –
4500 sq. ft.), duplexes,
townhomes, patio homes, and
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APPENDICES
small lot single family (3300
sq. ft. lot with separate alley
access). To address the
variety of housing types,
building codes, and property
values, we limited each block
face to one consistent housing
type.
Policy: Promote aging in place opportunities by aligning land use policies and transportation policies that promote a housing market capable of accommodating residents throughout all stages of life.
Potential
Tool
Description Potential Funding
Options
Recommended
Funding
Implementation
Steps (Year or
Steps Required in
Advance)
Potential Impact
to Housing Need
(low income/
workforce)
(ownership/
rental)
How is
performance
managed ?
How is success
measured?
Pro Con Appropriate for
Georgetown (Yes or No)
Example Texas Cities /
Programs
Health
and
Human
Service
Element
The City
Charter lists
a Health and
Human
Services
element in
the
Comprehensi
ve Plan. A
needs
assessment
of vulnerable
populations
can inform
the element.
Type of
Action
(program,
policy,
study): Study
Potential partnering
opportunity with
WilCo and/or
surrounding cities for
needs assessment
Partnerships for
assessment/Gen
eral fund for
element ($$)
1. Support a needs
assessment of
potentially
vulnerable
populations to
refine the scope
and focus of the
Health and
Human Services
Element.
2. Develop a
Health and
Human Services
Element for the
comprehensive
plan, as required
by City Charter.
Seniors, Low-
Income
Completion of
plan; measure
through
homelessness
rates,
foreclosures
Meet charter
requirement; protect
vulnerable populations
Cost/effort Yes City of San Antonio's
Accomplishments by the
Number to track progress
(https://www.sanantonio.gov/
humanservices/about#2686334
69-children)
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Support
services
to support
aging in
place
Aging at
home often
requires
integrated
services
including
transportatio
n, healthcare,
food service,
and possibly
utility billing
assistance.
Type of
Action
(program,
policy,
study):
Program
Texas Department of
Housing and
Community Affairs -
Comprehensive Energy
Assistance Program
utility assistance
program
(https://www.tdhca.sta
te.tx.us/community-
affairs/ceap/)
General fund
($$$)
Evaluate
opportunities to
build an enhanced
support services
program to
provide
transportation,
healthcare, food
services, and
utility billing
assistance to
seniors, which
should be
addressed through
the Health and
Human Services
Element.
Seniors Number of
seniors
participating in
program;
annual survey
of seniors to
evaluate
awareness and
participating
Support for
Georgetown's sizable
senior population;
protect vulnerable
populations
Additional cost Yes Houston's Home Repair
Program requires single-
family projects accommodate
aging-in-place
(https://houstontx.gov/housin
g/home_repair_programs.htm
l)
Dallas' Office of Senior Affairs
(https://dallascityhall.com/de
partments/community-
care/Pages/seniorservices.asp
x)
Page 81 of 82
City of Georgetown, Texas
Housing Advisory Board
April 18, 2022
S UB J E C T:
P res entation and disc ussion of Housing Advis ory Work P lan - Nat Waggoner, P MP, AI C P Asst. P lanning
Dir. - Long R ange
IT E M S UMMARY:
S taff will provide a presentation of past work plans of the HAB and s eek feedback from the HAB on
agenda items for the remainder of the 2022 calendar year.
F IN AN C IAL IMPAC T:
N/A
S UB MIT T E D B Y:
Nat Waggoner, P MP, AI C P
Page 82 of 82