HomeMy WebLinkAboutAgenda_HAB_07.09.2015Notice of Meeting for the
Housing Advisory Board
of the City of Georgetown
July 9, 2015 at 3:30 PM
at Williamson Room, Georgetown Municipal Complex, 300-1 Industrial Ave.,
Georgetown, Texas 78626
The City of Georgetown is committed to compliance with the Americans with Disabilities Act (ADA).
If you require assistance in participating at a public meeting due to a disability, as defined under the
ADA, reasonable assistance, adaptations, or accommodations will be provided upon request. Please
contact the City at least four (4) days prior to the scheduled meeting date, at (512) 930-3652 or City
Hall at 113 East 8th Street for additional information; TTY users route through Relay Texas at 711.
Public Wishing to Address the Board
On a subject that is posted on this agenda: Please fill out a speaker registration form which can be
found at the Board meeting. Clearly print your name, the letter of the item on which you wish to speak,
and present it to the Staff Liaison, preferably prior to the start of the meeting. You will be called
forward to speak when the Board considers that item.
On a subject not posted on the agenda: Persons may add an item to a future Board agenda by filing a
written request with the Staff Liaison no later than one week prior to the Board meeting. The request
must include the speaker's name and the specific topic to be addressed with sufficient information to
inform the board and the public. For Board Liaison contact information, please logon to
http://government.georgetown.org/category/boards-commissions/.
A Welcome to guests.
Legislative Regular Agenda
B Consideration and possible action to approve the minutes from the June 9, 2015 regular meeting.
C Updates:
Supreme Court's decision on disparate impact.
Status of the implementation of workforce housing development incentives and workforce
housing locations map.
D Mini-Series Presentation: Community Land Trusts.--Joel Russeau, guest presenter
E Brief Presentation on the Georgetown Housing Authority. --Larry Raper, Board member and GHA
Board Chair
F Suggestion: Members informally tour the Georgetown apartment inventory. --Walt Doering,
Board Chair
G Presentation, discussion and possible action to approve three proposals relative to crafting a
strategic plan.--Walt Doering, Board Chair
Process for Crafting a Strategic Plan.
Structure for Crafting the Strategic Plan.
Guidelines: Selection and Behaviors.
Page 1 of 28
H Reminder that the next regular meeting will be on August 20, 2015.
Upcoming topics:
Mini-Information Session on local Housing Trust Funds.
Proposals: (1) Tasks of teams, and (2) Team Membership.
Adjournment
CERTIFICATE OF POSTING
I, Jessica Brettle, City Secretary for the City of Georgetown, Texas, do hereby certify that this Notice
of Meeting was posted at City Hall, 113 E. 8th Street, a place readily accessible to the general public
at all times, on the ______ day of __________________, 2015, at __________, and remained so
posted for at least 72 continuous hours preceding the scheduled time of said meeting.
____________________________________
Jessica Brettle, City Secretary
Page 2 of 28
City of Georgetown, Texas
Housing Advisory Board
July 9, 2015
SUBJECT:
Consideration and possible action to approve the minutes from the June 9, 2015 regular meeting.
ITEM SUMMARY:
FINANCIAL IMPACT:
None.
SUBMITTED BY:
ATTACHMENTS:
Description Type
Draft June 18, 2015 Minutes Cover Memo
Key Takeaways from HousingWorks Tour Exhibit
Page 3 of 28
Housing Advisory Board Minutes, June 18, 2015 Page 1 of 3
City of Georgetown
Housing Advisory Board
Minutes
June 18, 2015, at 3:30 p.m.
Williamson Room—Georgetown Municipal Complex
300-1 Industrial Ave., Georgetown, Texas 78626
Members present: Brenda Baxter, Walt Doering; Chair, Richard Glasco, Jim Mann, Monica Martin;
Secretary, Joe Ruiz
Members absent: Larry Raper
Staff present: Jennifer Bills, Housing Coordinator
This is a regular meeting of the Housing Advisory Board of the City of Georgetown. The Board,
appointed by the Mayor and the City Council, makes recommendations to the City Council on
affordable housing matters.
Regular Session - To begin no earlier than 3:30 p.m.
Meeting called to order at 3:31 p.m.
A. Welcome to guests.
a. No guests were in attendance.
B. Consideration and possible action to approve the minutes from the May 14, 2015 regular
meeting.
Motion by Mann to approve the minutes with a correction to Item D:
Brenda Braden, 412 Keenland– voiced concerns on how to address investors from
consuming new affordable housing created and recreating the problem. What can the
Housing Advisory Board put in place when investors build affordable housing so that it
is not a consumable investment?
Second by Ruiz. Approved 6-0.
C. Presentation from Debbie Hoffman, Executive Director of Habitat for Humanity of
Williamson County.
Hoffman gave a presentation on the achievements and future plans for Habitat for
Humanity of Williamson County.
D. Updates:
Legal Department's opinion on vulnerability, if any on disparate impact relative to
accessible housing.
Page 4 of 28
Housing Advisory Board Minutes, June 18, 2015 Page 2 of 3
Bills updated that she is still waiting for a response from the Legal Department.
Implementation of workforce housing locations and workforce housing
development incentives.
The UDC Advisory Committee will hold a public hearing on August 4 to adopt the
workforce housing incentives into the UDC. On August 18, a public hearing will be
held by the Planning & Zoning Commission, which will then forward the
recommendation to the September 8 City Council meeting. If approved, the
incentives will be finalized by City Council on September 22.
The Planning Department will start the process of reviewing and recommending
changes to the Future Land Use section of the 2030 Comprehensive Plan. The
Workforce Housing Locations recommended for inclusion into the FLUP during the
amendment process.
Revised Apartment Inventory Report.
Bills provided an updated copy of the Apartment Inventory.
E. Status of budget request relative to crafting a strategic plan and making housing
accessible to workers, millennials, and seniors changing lifestyles.
Bills updated that on July 17 and 18, City Council will be holding a budget work session
to review budget priorities.
F. Key takeaways from HousingWorks Austin tour. --Monica Martin, Secretary
The board discussed the main takeaways from the tour in Austin on June 11, 2015.
G. Consideration and possible action to revise the topics for the Mini-Information Sessions.
--Walt Doering, Board Chair
Motion to approve revisions by Glasco, second by Mann. Approved 6-0.
H. Mini-Series Presentation: The HOME Investment Partnership Program.--Jennifer C. Bills,
Housing Coordinator
Bills presented the basics of the HOME program and possible availability for using
funds in Georgetown.
I. Next Mini-Series Topic: Housing Trust Fund.
Bills updated the board that next topic will actually be Community Land Trusts, which
will be presented by guest speaker Joel Russeau.
J. Reminder that the next regular meeting will be on July 9th, 2015:
Upcoming topics:
o Report from the Georgetown Housing Authority. --Larry Raper, Board
member
Page 5 of 28
Housing Advisory Board Minutes, June 18, 2015 Page 3 of 3
o Mini-Information Session Presentation: Community Land Trust. --Joel
Russeau, Guest Speaker
o Proposals for crafting strategic plan to make workforce housing, including
millennials and seniors changing lifestyles, more attainable -- (1) Structure,
(2) Process, (3) Criteria for Selecting Team Members, and (4) Team Tasks. --
Walt Doering, Board Chair
Motion by Mann to adjourn, second by Ruiz. Board adjourned at 5:22 p.m.
__________________________________ _______________________________________
Approved, Walt Doering, Chair Attest, Monica Martin, Secretary
Page 6 of 28
Key Takeaways
HousingWorks Tour June 11, 2015
The tour was helpful to visualize the variety of affordable housing options and
approaches.
Creating a Housing Finance Corporation may be something to pursue in the
future.
The culture of Austin and the City Council’s willingness to consider affordability
has helped to create these different programs, incentivize private development
and allow non‐profits to tackle affordable housing supply.
Austin allows creativity in lot and site development to allow smaller lots and
accessory dwelling units to provide more housing type options.
The cost of land in Austin incentivizes developers to provide affordable units in
exchange for density on projects.
The development code provides a variety of programs (Vertical Mixed Use,
Accessory Dwelling Units, S.M.A.R.T. Housing) to address the affordability in
different situations.
Multi‐agency cooperation is vital to produce a variety of affordable housing
solutions.
Demonstrate the anticipated return on investment for public money that is
invested in affordable housing.
Well‐illustrated presentation materials, handouts and newsletters help to convey
the affordability and neighborhood issues.
There was a focus on building community.
Austin is moving towards the development of housing beyond simply single‐
family or multi‐family.
Austin has a focus on the development of green housing (LEED, Energy Star)
and paring housing with transit opportunities.
Page 7 of 28
City of Georgetown, Texas
Housing Advisory Board
July 9, 2015
SUBJECT:
Updates:
Supreme Court's decision on disparate impact.
Status of the implementation of workforce housing development incentives and workforce
housing locations map.
ITEM SUMMARY:
FINANCIAL IMPACT:
None.
SUBMITTED BY:
Jennifer C. Bills, Housing Coordinator
Page 8 of 28
City of Georgetown, Texas
Housing Advisory Board
July 9, 2015
SUBJECT:
Mini-Series Presentation: Community Land Trusts.--Joel Russeau, guest presenter
ITEM SUMMARY:
Please see the attached report.
FINANCIAL IMPACT:
None.
SUBMITTED BY:
Jennifer C. Bills, Housing Coordinator
ATTACHMENTS:
Description Type
Community Land Trusts Brief Cover Memo
Community Land Trusts Presentation Presentation
Page 9 of 28
GHAB Joel Russeau
Community Land Trusts
Community Land Trusts are a proven model for funding and managing critically needed workforce
housing. CLTs provide a very flexibl e way for governments to commit resources to provide attain able
housing for our community They generate needed funds, address critical housing needs and create
new partnerships to build long-term support for housing.
Definition -A community land trust (CLT) is a private, non-profit corporation, created to acquire and
hold Real Estate for the benefit of a community preserving long-term attainability for current and future
residents.
CLTs offer a balanced approach to ownership (Dual Ownership):
The CLT owns the land and provides a long term land lease
Maintains an ownership interest in the property that is due upon sale
Individuals own the buildings on the land.
Owners use the land in the same way as any other homeowner.
Homeowners agree during purchase to resell at restricted prices
Keep the homes attainable for future owners.
Purpose -The overriding purpose of the community land trust is to act as a vehicle for maintaining
long-term attainability.
Community land trusts help communities to:
Provide attainable workforce housing for residents in the community
Keep workforce housing for future residents (pricing and availability)
Organizational Structure –A democratically controlled legal entity 501(c)(3) with an open
membership, managed by a board of directors.
The board of directors typically consists of:
one-third trust land residents;
one-third other community residents; and
one-third public interest representatives
Funding Sources –Funding comes from a host of sources, public and private. The most important
aspect of CLT project funding is that the land is owned debt-free by the CLT.
Common CLT Funding Sources
Hotel/Motel Tax
Fees (zoning, permits, record recording, transfer tax fees, license fees …etc)
General Obligation Bonds (GO Bonds)
HUD Grants, Housing Tax Credit and Federal Assistance
General Appropriations from property taxes into Trust Fund
Functions of the CLT–Provide infrastructure and ongoing resources for local workforce, millennial
and senior housing.
Provide funding, planning, organization and direction for projects
Land Acquisition -Makes land available in perpetuity for housing purposes.
Create Diversified Solutions for Workforce Housing -Some CLTs not only construct;
but, acquire, rehabilitate, and resell housing of many kinds
Develop Rental Residences –The CLT owns the land & housing and rents it to tenants
Facilitate Reduction in the cost of ownership –As a tax-exempt public entity, the
CLT can receive a 100% property tax exemption on all land it owns
Eliminates a portion of the real estate tax bill thus reducing monthly payments
Page 10 of 28
GHAB Joel Russeau
Provide Management Infrastructure –Board of Directors, Property development and
ongoing property management
Provide recapture structure -FHA Section 502 Rural Housing Loans and equity
sharing arrangements require a structure to hold housing post sale until it is resold
Provide housing attainability assistance
Approve workforce housing friendly lenders
Arrange down-payment assistance funds for home buyers
Facilitate equity-sharing arrangements
Provide guidance to improve home attainability i.e. Wells Fargo Lift Programs
Economic Benefits -Every dollar of Workforce Housing Project funding has an economic impact in a
community
Job Creation –Construction related and post construction employment
Increased Sales for local businesses –Sale of building materials & supplies, Consumables
such as food, gasoline, etc and the Sales Tax revenues from these sales.
Property Tax revenue –Property tax on newly improved property
Multiplier Effect -Initial funding turns over several times in a local economy. This constitutes a
multiplier effect, meaning that for every $1 dollar of funding there is a corresponding greater
amount of economic activity
Payments for goods and services create disposable income, and that income often is
spent on additional goods and services (appliances, furniture, and other household
necessities).
Real Estate improvement activity takes the same initial investment and passes it through
the economy multiple times (Sustained property tax increases, sales tax and local
business revenue increases).
Increased Property Values -Workforce housing is typically constructed on vacant,
underutilized parcels and the added improvements increase their value.
New or renovated housing often increases the value of neighboring properties and can
stabilize marginal neighborhoods.
Websites for further research:
Austin Housing Plan Draft:
https://austintexas.gov/sites/default/files/files/NHCD/Reports_Publications/DRAFT_FY_2015-
16_Action_Plan.pdf
Workforce Housing Benefits:
http://www.fhlbatl.com/multiplier/beyondunits.pdf
Out of Reach Report:
http://nlihc.org/sites/default/files/oor/OOR_2015_FULL.pdf
State of the Nation’s Housing 2015
http://www.jchs.harvard.edu/sites/jchs.harvard.edu/files/jchs-sonhr-2015-full.pdf
Page 11 of 28
GHAB - Community Land Trusts
Page 12 of 28
GHAB - Community Land Trusts
Definition -A community land trust (CLT) is a private, non-profit
corporation, created to acquire and hold Real Estate for the benefit of a
community preserving long-term attainability for current and future
residents.
CLTs offer a balanced approach to ownership (Dual Ownership):
The CLT owns the land and provides a long term land lease
Maintains an ownership interest in the property that is due upon sale
Individuals own the buildings on the land.
Owners use the land in the same way as any other homeowner.
Homeowners agree during purchase to resell at restricted prices
Keep the homes attainable for future owners.
Purpose -The overriding purpose of the community land trust is to act as
a vehicle for maintaining long-term attainability.
Community land trusts help communities to:
Provide attainable workforce housing for residents in the community
Keep workforce housing for future residents (pricing and availability)
Page 13 of 28
GHAB - Community Land Trusts
Organizational Structure –A democratically controlled legal entity
501(c)(3) with an open membership, managed by a board of directors.
The board of directors typically consists of:
one-third trust land residents;
one-third other community residents; and
one-third public interest representatives
Funding Sources –Funding comes from a host of sources, public and private.
The most important aspect of CLT project funding is that the land is owned
debt-free by the CLT.
Common CLT Funding Sources
Hotel/Motel Tax
Fees (zoning, permits, record recording, transfer tax fees, license fees …etc)
General Obligation Bonds (GO Bonds)
HUD Grants, Housing Tax Credit and Federal Assistance
General Appropriations from property taxes into Trust Fund
Page 14 of 28
GHAB - Community Land Trusts
Functions of the CLT–Provide infrastructure and ongoing
resources for local workforce, millennial and senior housing.
Provide funding, planning, organization and direction for projects
Land Acquisition -Makes land available in perpetuity for housing purposes.
Create Diversified Solutions for Workforce Housing - Some CLTs not only
construct; but, acquire, rehabilitate, and resell housing of many kinds
Develop Rental Residences – The CLT owns the land & housing and rents it to
tenants
Facilitate Reduction in the cost of ownership – As a tax-exempt public entity,
the CLT can receive a 100% property tax exemption on all land it owns
Eliminates a portion of the real estate tax bill thus reducing monthly payments
Provide Management Infrastructure – Board of Directors, Property
development and ongoing property management
Provide recapture structure -FHA Section 502 Rural Housing Loans and equity
sharing arrangements require a structure to hold housing post sale until it is resold
Provide housing attainability assistance
Approve workforce housing friendly lenders
Arrange down-payment assistance funds for home buyers
Facilitate equity-sharing arrangements
Provide guidance to improve home attainability i.e. Wells Fargo Lift Programs
Page 15 of 28
GHAB - Community Land Trusts
Economic Benefits -Every dollar of Workforce Housing Project funding
has an economic impact in a community
Job Creation –Construction related and post construction employment
Increased Sales for local businesses –Sale of building materials & supplies,
Consumables such as food, gasoline, etc and the Sales Tax revenues from these sales.
Property Tax revenue –Property tax on newly improved property
Multiplier Effect -Initial funding turns over several times in a local economy. This
constitutes a multiplier effect, meaning that for every $1 dollar of funding there is a
corresponding greater amount of economic activity
Payments for goods and services create disposable income, and that income often is spent
on additional goods and services (appliances, furniture, and other household necessities).
Real Estate improvement activity takes the same initial investment and passes it through
the economy multiple times (Sustained property tax increases, sales tax and local business
revenue increases).
Increased Property Values -Workforce housing is typically constructed on vacant,
underutilized parcels and the added improvements increase their value.
New or renovated housing often increases the value of neighboring properties and can
stabilize marginal neighborhoods.
Page 16 of 28
GHAB - Community Land Trusts
QUESTIONS???
For additional Information see:
Austin Housing Plan Draft:
https://austintexas.gov/sites/default/files/files/NHCD/Reports_Publications/DRAFT_FY_2015-
16_Action_Plan.pdf
Workforce Housing Benefits:
http://www.fhlbatl.com/multiplier/beyondunits.pdf
Out of Reach Report:
http://nlihc.org/sites/default/files/oor/OOR_2015_FULL.pdf
Page 17 of 28
City of Georgetown, Texas
Housing Advisory Board
July 9, 2015
SUBJECT:
Brief Presentation on the Georgetown Housing Authority. --Larry Raper, Board member and GHA
Board Chair
ITEM SUMMARY:
See attached questions.
FINANCIAL IMPACT:
None.
SUBMITTED BY:
Jennifer C. Bills, Housing Coordinator
ATTACHMENTS:
Description Type
Questions for GHA report Cover Memo
Page 18 of 28
Page 19 of 28
City of Georgetown, Texas
Housing Advisory Board
July 9, 2015
SUBJECT:
Suggestion: Members informally tour the Georgetown apartment inventory. --Walt Doering,
Board Chair
ITEM SUMMARY:
FINANCIAL IMPACT:
None
SUBMITTED BY:
Jennifer C. Bills, Housing Coordinator
Page 20 of 28
City of Georgetown, Texas
Housing Advisory Board
July 9, 2015
SUBJECT:
Presentation, discussion and possible action to approve three proposals relative to crafting a
strategic plan.--Walt Doering, Board Chair
Process for Crafting a Strategic Plan.
Structure for Crafting the Strategic Plan.
Guidelines: Selection and Behaviors.
ITEM SUMMARY:
See attachments.
FINANCIAL IMPACT:
None at this time.
SUBMITTED BY:
Jennifer C. Bills, Housing Coordinator
ATTACHMENTS:
Description Type
Process for Crafting a Stratgic Plan Exhibit
Structure for Crafting the Strategic Plan Exhibit
Guidelines: Selection and Behaviors Exhibit
Page 21 of 28
Process
for
Crafting a Strategic Plan
To resolve the housing deficit for our workforce, including millennials and seniors
changing lifestyles, we are committed to crafting a strategic plan. Such plan, fully
implemented, will reduce our housing deficit significantly. How? By accelerating housing
construction for households with incomes from $30,000 - $60,000, while expediting infill
development and maintaining our current inventory.
The development process involves two phases. Phase 1 is data gathering and public
education. Here we'll acquire data from our target population on their specific housing
needs, both rental and owner-occupied, to address them appropriately. We'll listen to the
needs of stakeholders and citizens-at-large, plus respond to their concerns. We'll educate
the public about the quality and durability of workforce housing within sustainable and
attractive communities.
Based on our work in Phase 1, we'll present our findings and recommendations to
Council, including key fiscal components for closing the gap between supply and demand.
Upon its approval, we'll move into Phase 2. Then, with recommendations from our teams,
we'll craft a comprehensive strategic plan. Upon approval of the action plan, we'll move
into fixing the problem.
Phase 1: Data Gathering and Public Education
1. Establish structure for creating a strategic plan involving four to five teams (e.g.
design and construction, finance, sustainability, communications and research), as
needed.
2. Orient members to our goals, expectations and tasks of teams. Review prior policy
recommendations in 2030 Comprehensive Plan: Housing Element. Present what staff
has done and plans to do to address deficit. Provide model agenda for generating
solutions, both old and new, for resolving the problem. Initiate work of teams.
3. Identify consulting resources needed to develop a quality plan. Interview resources.
Have staff develop criteria for bid in collaboration with GHAB and facilitators of
teams. Solicit bids. Select firm.
4. Craft plan with consultants for general presentations to educate workers, millennials,
seniors, stakeholders and public on the why, what and how of this housing initiative.
Use various strategies to communicate with participants (e.g. fliers, brochures, press
releases, ads, websites, and social media) including photos of what workforce and
senior housing can look like in these communities. Prepare compelling message.
Page 22 of 28
Page 2
5. Implement general presentations. Obtain input on needs of participants.
Gather information on what they like and what they'd like to see different
relative to communities with workforce housing and seniors changing lifestyles.
Address the resistances.
6. Prepare process for gathering specific data from workers, millennials and seniors
changing lifestyles. Ensure methods capture specific information to build housing
and communities that meet their needs, and demonstrate to developers a vital
market exists in our city for creating workforce housing in multi-generational
communities.
7. Implement survey to target population. Obtain key data for crafting a strategic
plan that fixes the problem.
8. Analyze data gathered from general presentations, including specific data
acquired from target population. Identify key themes and resistances. Assess
findings. Frame responses and strategies for managing resistances. Craft initial
strategic direction.
9. Develop and implement feedback presentations. Provide response to participants
relative to their input and concerns. Share findings and modifications, if any, for
building accessible housing. Address the resistances. Solicit feedback for enhancing
“go/no go” decision-making presentation to Council and crafting a substantive
strategic plan that focuses on a successful outcome. Describe next steps.
10. Prepare presentation on strategic findings and recommendations to Council for
approval. Include reasonable and responsible fiscal components critical to fix the
problem. Provide report on economic impact w orkers, millennials and seniors
will have on our community by living here. Share why a comprehensive plan will
be good for Georgetown. Good for business. And good for our citizens, too. Present
to Council for “go/no go” decision.
Note! Depending on funding and selection of consulting firm, a few of the above steps
may require modification.
Phase 2: Craft a Comprehensive Strategic Plan
(See page 3)
Page 23 of 28
Page 3
1. Develop specific action steps, time frames, benchmarks, resources, etc. necessary
to create the plan and achieve desired results.
2. Present Strategic Plan to Council for approval.
3. Implement immediately upon Council's approval. Evaluate and monitor
progress frequently. Keep Council updated quarterly on what's working and
what's not working. Where necessary, make adjustments to ensure plan's
effectiveness and outcomes are delivered and met as specified.
--6/27/15
Page 24 of 28
Structure
for
Crafting the Strategic Plan
For this project, a simple structure will suffice. The GHAB will serve as the traditional
steering committee. It can manage and monitor the development and fulfillment of the
plan.
Based on funds approved by Council, four or five teams will be created to develop key
recommendations for integration into the strategic plan. Such recommendations will
ensure we resolve the problem of workforce and senior housing in Georgetown.
With that as background, we recommend the following teams: (1) Design and
Construction, (2) Finance, (3) Sustainability, (4) Communications, and (5) Research.
Note! Each team's tasks will be spelled out in the document entitled Tasks for Teams.
Teams will normally have 5 or 7 members, consisting of volunteers and staff.
Membership will be diverse. Specialists and non-specialists will serve on the teams.
Staff will be assigned by city management. Volunteer members will be recommended by
the Chair with input and approval by the Board.
Each team will consist of a facilitator appointed by the Chair, subject to approval by the
Board. Each team will have a recorder. He or she will record the content of each
meeting and key recommendations. The recommendations will be integrated, as
appropriate, into the plan. The recorder may be a volunteer or appointed by the team.
Brainstorming, a method for generating creative and substantive recommendations, will
be used by our teams. Also, teams will function in accordance with the Open Meetings
Act.
Each team will meet no more than twice a month. Individuals, however, may accept
assignments in between meetings to expedite a given task for subsequent meetings. Each
meeting will not exceed a two-hour limit, unless agreed upon by members.
Each team will be given a specific number of sessions to complete their tasks. For
example, Design and Construction and Finance may meet 12 or 14 times to complete its
work. Sustainability 10 or 12 times. While Communications and Research may need to
meet 16 or 20 times. Or, it might meet for 12 -14 seesions, depending on the type of
consulting firm that's hired.
--6/27/15
Page 25 of 28
Guidelines: Selection and Behaviors
To provide workers, including millennials, and seniors changing lifestyles, the choice to
live or remain in Georgetown, here are some behaviors we need to exhibit in our work to
achieve success. They also represent the mind-set necessary for us to craft the strategic
plan, accelerate building of accessible housing, expedite infill development and maintain
our current inventory. Without these behaviors and mind-set, life will continue to be
difficult for our workers and seniors. And our City will become poorer, too, as it loses its
heart and soul to apathy and callousness.
1. Listen carefully. Focus on the needs of others, not our needs or agenda. Act as
servants of the people. Seek common ground. Make decisions and recommendation
that are informed by data and infused with compassion, thus making Georgetown a
better place for all.
2. Build on policy recommendations from the 2030 Comprehensive Plan: Housing
Element. Integrate them into the strategic plan. Generate new and creative
financial components to enhance the footprint of housing accessibility in our city
and resolve the problem. Make our City a great place to live for workers, millennials
and seniors changing lifestyles.
3. Collaborate with for-profit and non-profit builders, including Georgetown Housing
Authority and Habitat for Humanity, to accelerate housing affordability. Work with
the Chamber to select key businesses to support sustainability. Engage with GISD,
The Georgetown Project, The Caring Place, the arts community, law enforcement
and other organizations to provide residents with opportunities to become more
self-sufficient.
4. Obtain the input of our target population, stakeholders and citizens at large to
develop safe, durable, small, affordable housing. Ensure that workers, millennials
and seniors have options to shape their future within healthy multi-generational
communities.
5. Be flexible. Be innovative. Be constructive advocates for building mixed-use, mixed-
income communities where residents love to live and interact with their neighbors.
6. Support the building of housing units, rental or owner-occupied, approximately
500 to 1200 square feet. Insure such housing is well-designed, cost-effective, energy-
efficient and attractive, plus makes effective and efficient use of energy, light and
space.
7. Ensure we are good stewards of water, land, energy, materials and other resources
that have been entrusted to our care. Sustain Georgetown's quality of life for current
residents and future generations.
Page 26 of 28
Page 2
8. Preserve current housing inventory. Maintain economic and social stability for
our workers and seniors.
9. Design communities so shops, schools, transportation, jobs and parks are easily
accessible to residents, and promote healthy communities that are walkable and
bikeable.
10. Consider modifications to the Unified Development Code, as appropriate, based
on feedback from stakeholders, thus making housing accessible for households with
incomes from $30,000 to $60,000, while ensuring high standards in construction.
11. Seek to preserve neighborhoods with homes of current residents, moderate to low-
incomes, with new residents with high-priced homes. Ensure balance and manage
gentrification.
--6/27/15
Page 27 of 28
City of Georgetown, Texas
Housing Advisory Board
July 9, 2015
SUBJECT:
Reminder that the next regular meeting will be on August 20, 2015.
Upcoming topics:
Mini-Information Session on local Housing Trust Funds.
Proposals: (1) Tasks of teams, and (2) Team Membership.
ITEM SUMMARY:
FINANCIAL IMPACT:
None.
SUBMITTED BY:
Jennifer C. Bills, Housing Coordinator
Page 28 of 28