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Community and Cultural Development Committee
City of Mesa
Meeting Agenda - Final
Mesa Council Chambers 57 East First Street
Francisco Heredia - Chairperson
David Luna
Jennifer Duff
8:00 AM Council Chambers - Lower Level Thursday, December 5, 2019
Roll Call (Committee members participate in person or by telephone conference call.)
1 Items from citizens present.
2 Presentations: 11 Slides
HOUSING MASTER PLAN UPDATE:
GOALS & STRATEGIES
COMMUNITY & CULTURAL DEVELOPMENT COMMITTEE MEETING
December 5, 2019 RUTH GIESE COMMUNITY SERVICES DEPARTMENT DIRECTOR
> Item 2-a 19-1328
Hear a presentation, discuss, and provide a recommendation on the goals and strategies of the Housing Master Plan. 2-a
COMMITTEE REPORT
Community and Cultural Development Committee
Date: December 5, 2019
To: City Council
Through: Natalie Lewis, Deputy City Manager
From: Ruth Giese, Community Services Director
Subject: Housing Master Plan, Citywide
Purpose and Recommendation
The purpose of this report is to provide an overview and discuss the goals and strategies of the Housing Master Plan, which were derived from a collection of comprehensive data and input from the public and stakeholders.
Background
The intention of the Housing Master Plan is to provide a broad and comprehensive set of data related to all housing inventory types and varieties, as well as guiding principles and strategies to help City Council make informed and consistent decisions for the housing landscape throughout Mesa over the next 20 years.
The Housing Master Plan update will serve as a subsection to the Mesa 2040 General Plan under Chapter 4.
The plan was developed under working knowledge of other related City and regional plans and will support the update of Housing & Community Development’s Consolidated Plan, which focuses primarily on identifying priorities for federal funding within targeted Community Development Block Grant (CDBG) areas in Mesa.
The Housing Master Plan has been developed in a series of phases, as approved by City Council on September 8, 2016.
> The purpose of the first phase was to develop a historical context and foundation of our existing housing inventory. This first phase, or initial data collection and analysis, was conducted by Elliott D. Pollack & Company and focused on:
• The demographic characteristics of the Mesa population;
• Historical housing trends and current housing conditions;
• Federal funds use and progress made in addressing housing need; and
• Primary housing issues and challenges facing the city of Mesa.
2
> The second phase, or community engagement, was conducted by Extraordinary Balance with the purpose of soliciting feedback from the community regarding key elements to be considered in the construction of the Housing Master Plan.
This second phase brought together staff, residents, community members, businesses, and representatives of housing-related industries through a series of community conversations, internal meetings, public survey, and organized thinktank.
> We are now in the third and final phase which includes the drafting of the guiding principles, goals and strategies.
Mayor and Council provided direction and approved the ‘Guiding Principles’ for the Housing Master Plan on October 10, 2019.
We are now asking the Community and Cultural Development Committee to consider and provide input on the goals and strategies that will be used to support housing needs and options in Mesa for the next 20 years.
Discussion
The Housing Master Plan has the data and analysis of the housing landscape for the City, and an understanding of the trends and a forecast for what Mesa can expect in the next 20 years.
We also have input from a variety of residents, housing industry experts, and staff on what is needed and possibilities of what can be done.
Based on this collection of information, the following ‘Guiding Principles’ have been approved for the Housing Master Plan:
• Expand housing throughout Mesa for persons of all incomes and needs.
• Ensure the current inventory of housing is healthy, maintained and safe.
• Prioritize federal funding housing strategies that include reducing homelessness and promoting homeownership.
• Seek partnerships to leverage housing development.
• Ensure cohesiveness with the Mesa 2040 General Plan through strong internal partnerships.
We now ask the Community & Cultural Development Committee to consider and provide direction on the identified goals and strategies that will be included in the final draft of the Housing Master Plan in order to achieve the above principles.
A compilation of the goals and strategies for the Housing Master Plan can be found as an attachment to this report:
• Attachment A- Housing Master Plan Update: Goals & Strategies
> Staff will provide Mayor and Council a final draft of the Housing Master Plan and recommend for approval in mid-February.
> Additionally, staff will be conducting a community meeting in Mid-February to present the final draft of the Housing Master to the public.
The Housing Master Plan will be slated for Council approval on February 27, 2019, and then be published in Spring of 2020.
Alternatives
Community and Cultural Development Committee will have the opportunity to provide direction on the goals and strategies of the Housing Master Plan.
3
Fiscal Impact
There is no fiscal impact at this time as this is a planning document.
Coordinated With
The Housing Master Plan is coordinated with the community, non-profits, the Housing and Community Development Advisory Board, the Community Services Department, other City departments, all of which provided input and recommendations for this report
_________________________________________________________________________
_________________________________________________________________________
> Item 2-b19-1329
Hear a presentation and discuss the FY 20/21 federal funding application process, including funding priorities and new funding parameters for CDBG, ESG, HOME, and Human Services. 2-b
3 Adjournment.
City Councilmembers who are not members of this Committee may elect to attend this meeting for their own information. These Councilmembers will not take any legal action, nor will they participate in any deliberations or discussions regarding any item on this agenda.
__________________________________________________________________________________
Community and Cultural Development Committee
City of Mesa
Meeting Agenda - Final
Mesa Council Chambers 57 East First Street
Francisco Heredia - Chairperson
David Luna
Jennifer Duff
8:00 AM Council Chambers - Lower Level Thursday, December 5, 2019
Roll Call (Committee members participate in person or by telephone conference call.)
1 Items from citizens present.
2 Presentations: 11 Slides
HOUSING MASTER PLAN UPDATE:
GOALS & STRATEGIES
COMMUNITY & CULTURAL DEVELOPMENT COMMITTEE MEETING
December 5, 2019 RUTH GIESE COMMUNITY SERVICES DEPARTMENT DIRECTOR
> Item 2-a 19-1328
Hear a presentation, discuss, and provide a recommendation on the goals and strategies of the Housing Master Plan. 2-a
| File #: | 19-1328 |
| Type: | Presentation | Status: | Agenda Ready |
| In control: | Community and Cultural Development Committee |
| On agenda: | 12/5/2019 |
| Title: | Hear a presentation, discuss, and provide a recommendation on the goals and strategies of the Housing Master Plan. |
| Attachments: | 1. Presentation, 2. Committee Report, 3. Attachment A - Goal and Strategies |
COMMITTEE REPORT
Community and Cultural Development Committee
Date: December 5, 2019
To: City Council
Through: Natalie Lewis, Deputy City Manager
From: Ruth Giese, Community Services Director
Subject: Housing Master Plan, Citywide
Purpose and Recommendation
The purpose of this report is to provide an overview and discuss the goals and strategies of the Housing Master Plan, which were derived from a collection of comprehensive data and input from the public and stakeholders.
Background
The intention of the Housing Master Plan is to provide a broad and comprehensive set of data related to all housing inventory types and varieties, as well as guiding principles and strategies to help City Council make informed and consistent decisions for the housing landscape throughout Mesa over the next 20 years.
The Housing Master Plan update will serve as a subsection to the Mesa 2040 General Plan under Chapter 4.
The plan was developed under working knowledge of other related City and regional plans and will support the update of Housing & Community Development’s Consolidated Plan, which focuses primarily on identifying priorities for federal funding within targeted Community Development Block Grant (CDBG) areas in Mesa.
The Housing Master Plan has been developed in a series of phases, as approved by City Council on September 8, 2016.
> The purpose of the first phase was to develop a historical context and foundation of our existing housing inventory. This first phase, or initial data collection and analysis, was conducted by Elliott D. Pollack & Company and focused on:
• The demographic characteristics of the Mesa population;
• Historical housing trends and current housing conditions;
• Federal funds use and progress made in addressing housing need; and
• Primary housing issues and challenges facing the city of Mesa.
2
> The second phase, or community engagement, was conducted by Extraordinary Balance with the purpose of soliciting feedback from the community regarding key elements to be considered in the construction of the Housing Master Plan.
This second phase brought together staff, residents, community members, businesses, and representatives of housing-related industries through a series of community conversations, internal meetings, public survey, and organized thinktank.
> We are now in the third and final phase which includes the drafting of the guiding principles, goals and strategies.
Mayor and Council provided direction and approved the ‘Guiding Principles’ for the Housing Master Plan on October 10, 2019.
We are now asking the Community and Cultural Development Committee to consider and provide input on the goals and strategies that will be used to support housing needs and options in Mesa for the next 20 years.
Discussion
The Housing Master Plan has the data and analysis of the housing landscape for the City, and an understanding of the trends and a forecast for what Mesa can expect in the next 20 years.
We also have input from a variety of residents, housing industry experts, and staff on what is needed and possibilities of what can be done.
Based on this collection of information, the following ‘Guiding Principles’ have been approved for the Housing Master Plan:
• Expand housing throughout Mesa for persons of all incomes and needs.
• Ensure the current inventory of housing is healthy, maintained and safe.
• Prioritize federal funding housing strategies that include reducing homelessness and promoting homeownership.
• Seek partnerships to leverage housing development.
• Ensure cohesiveness with the Mesa 2040 General Plan through strong internal partnerships.
We now ask the Community & Cultural Development Committee to consider and provide direction on the identified goals and strategies that will be included in the final draft of the Housing Master Plan in order to achieve the above principles.
A compilation of the goals and strategies for the Housing Master Plan can be found as an attachment to this report:
• Attachment A- Housing Master Plan Update: Goals & Strategies
> Staff will provide Mayor and Council a final draft of the Housing Master Plan and recommend for approval in mid-February.
> Additionally, staff will be conducting a community meeting in Mid-February to present the final draft of the Housing Master to the public.
The Housing Master Plan will be slated for Council approval on February 27, 2019, and then be published in Spring of 2020.
Alternatives
Community and Cultural Development Committee will have the opportunity to provide direction on the goals and strategies of the Housing Master Plan.
3
Fiscal Impact
There is no fiscal impact at this time as this is a planning document.
Coordinated With
The Housing Master Plan is coordinated with the community, non-profits, the Housing and Community Development Advisory Board, the Community Services Department, other City departments, all of which provided input and recommendations for this report
_________________________________________________________________________
_________________________________________________________________________
ATTACHMENT A
Housing Master Plan Update: Goals & Strategies
Guiding Principle: Expand Housing throughout Mesa for Persons of All Incomes and Needs • IDENTIFY EXISTING HOUSING INVENTORY: Complete a comprehensive survey to document existing locations citywide of the types of housing available today in Mesa. o USE DATA TO BALANCE TYPE/LOCATION HOUSING: Use housing inventory as one indicator when considering infill projects, or to consider ‘balance’ of type/location of new housing needs citywide. o CONNECT HOUSING TO EXISTING/PLANNED RESOURCES: Make this information a mapped tool where other overlays can be added for more insights, such as socioeconomic, demographics, city council districts, economic opportunity zones, existing zoning, quarter sections eligible for federal funding, existing parks, streets, transit, existing infrastructure, etc. o IDENTIFY ATTAINABLE HOUSING STRATEGIES AND INCENTIVES: Work with internal departments, developers and the community to identify housing strategies that are attainable for residents of all incomes in Mesa that is presented for action by the City Council. ▪ Provide specs as an incentive for accessory dwelling units. ▪ Assess other incentives for planning and construction phases. • CREATE HOUSING STRATEGY FOR DOWNTOWN CORRIDOR: Create a housing guideline strategy specific to downtown Mesa, using housing stats/data and also plans for the Central Main Plan, Transit-Oriented Design, Parks Masterplan, Downtown Enterprise Zone, Downtown Vision, ADA, and the General Plan to identify strategies for celebrating existing diversity/culture and also ensuring ample housing types/supplies for Downtown’s long-term economic growth and business/industry needs. • CONNECT BUSINESS NEEDS TO EXECUTIVE AND WORKFORCE HOUSING: Increase efforts to attract more executive and workforce housing to align with existing and new business/industry needs. o CONNECT MESA-TEMPE BROADWAY ROAD HOUSING CORRIDOR: Consider workforce housing strategy on Broadway Road that connects with Tempe plans. o CREATION OF NEW COORIDORS OR DISTRICT PLANS: Being mindful of the housing needs as new workforce and business corridors, districts and other related site plans are created and considered. • PARTNER WITH NON-PROFITS TO PROVIDE AFFORDABLE HOUSING AND WRAP-AROUND SERVICES: Work with local non-profit and other agencies to identify plans and resources to build new affordable housing, bridge housing, etc. to meet citywide needs and to ensure connections to healthy community ideals, i.e. connections to transit, shopping, schools, parks, walkable areas. o Increase the number of multi-family housing development owners/operators to work with the City for Section 8 housing.
2 Guiding Principle: Ensure the Current Inventory of Housing is Healthy, Maintained and Safe
Guiding Principle: Expand Housing throughout Mesa for Persons of All Incomes and Needs • IDENTIFY EXISTING HOUSING INVENTORY: Complete a comprehensive survey to document existing locations citywide of the types of housing available today in Mesa. o USE DATA TO BALANCE TYPE/LOCATION HOUSING: Use housing inventory as one indicator when considering infill projects, or to consider ‘balance’ of type/location of new housing needs citywide. o CONNECT HOUSING TO EXISTING/PLANNED RESOURCES: Make this information a mapped tool where other overlays can be added for more insights, such as socioeconomic, demographics, city council districts, economic opportunity zones, existing zoning, quarter sections eligible for federal funding, existing parks, streets, transit, existing infrastructure, etc. o IDENTIFY ATTAINABLE HOUSING STRATEGIES AND INCENTIVES: Work with internal departments, developers and the community to identify housing strategies that are attainable for residents of all incomes in Mesa that is presented for action by the City Council. ▪ Provide specs as an incentive for accessory dwelling units. ▪ Assess other incentives for planning and construction phases. • CREATE HOUSING STRATEGY FOR DOWNTOWN CORRIDOR: Create a housing guideline strategy specific to downtown Mesa, using housing stats/data and also plans for the Central Main Plan, Transit-Oriented Design, Parks Masterplan, Downtown Enterprise Zone, Downtown Vision, ADA, and the General Plan to identify strategies for celebrating existing diversity/culture and also ensuring ample housing types/supplies for Downtown’s long-term economic growth and business/industry needs. • CONNECT BUSINESS NEEDS TO EXECUTIVE AND WORKFORCE HOUSING: Increase efforts to attract more executive and workforce housing to align with existing and new business/industry needs. o CONNECT MESA-TEMPE BROADWAY ROAD HOUSING CORRIDOR: Consider workforce housing strategy on Broadway Road that connects with Tempe plans. o CREATION OF NEW COORIDORS OR DISTRICT PLANS: Being mindful of the housing needs as new workforce and business corridors, districts and other related site plans are created and considered. • PARTNER WITH NON-PROFITS TO PROVIDE AFFORDABLE HOUSING AND WRAP-AROUND SERVICES: Work with local non-profit and other agencies to identify plans and resources to build new affordable housing, bridge housing, etc. to meet citywide needs and to ensure connections to healthy community ideals, i.e. connections to transit, shopping, schools, parks, walkable areas. o Increase the number of multi-family housing development owners/operators to work with the City for Section 8 housing.
2 Guiding Principle: Ensure the Current Inventory of Housing is Healthy, Maintained and Safe
• PROMOTE PUBLIC HEALTH AND SAFETY: Use existing resources, both financial and service/program related, to promote housing that meets health and safety codes. Seek new public-private partnerships and funding sources to achieve this goal.
• CONTINUE PROGRAMS THAT SUPPORT NEIGHBORHOODS: Maintain and grow upon City programs that support neighborhoods and its residents. o
CODE COMPLIANCE TO SUPPORT NEIGHBORHOODS: Identify key areas throughout Mesa and work cross-departmentally as well as bringing in community partners to apply a team approach to encouraging healthy neighborhoods and neighborhood pride. o CONTINUE ‘LOVE YOUR NEIGHBORHOOD’ PROGRAM AND NEIGHBORHOOD LEADERSHIP DEVELOPMENT: Continue to use federal funds and cross-departmental efforts to pursue data-driven approaches to strengthen and enhance challenged neighborhoods. Continue to strengthen neighborhood leadership and to encourage neighborhood engagement and to build a sense of community, connection, pride and safety. • REHAB AGING HOUSING STOCK: Increase federal funding allocations to the City’s rehabilitation program to continue addressing needs of aging housing stock. o Identify priorities to purchase and rehab i.e. duplexes, fourplexes for resale to eligible families and to strengthen neighborhoods.
• INVENTORY AND PLAN FOR MANUFACTURED HOUSING CITYWIDE: Identify all mobile home, manufactured housing communities in Mesa as well as their age and conditions. Create a community-based strategy to identify priories, risk factors and to utilize federal funding, assistance from non-profits and support from industry to provide a combination of strategies, including codification of some requirements, to support safe and healthy living conditions for existing homes and to identify standards for future manufactured housing proposed in Mesa. o Consider ‘tiny home’ development strategies for replacement of deteriorated housing.
Guiding Principle: Prioritize Federal Funding Housing Strategies that Include Reducing Homelessness and Promoting Homeownership
• OPTIMIZE AND LEVERAGE HUD FUNDING: Build on effective strategies using federal funding to reduce homelessness in Mesa. o Work regionally for transitional housing, data-sharing and program partnerships o Support navigation program that seeks to assistance to people experiencing homelessness, i.e. from no home to temporary/transitional shelter or housing to permanent, supportive housing. o Support changes and new tools for police and court interaction with individuals experiencing homelessness. o Seek non-traditional options and local partnerships to create new, safe transitional housing. ▪ Examples: purchasing a crime-ridden hotel that is a neighborhood eyesore and problem and converting the use to transitional housing that is managed by non- profits and regulated to be safe and healthy for families, teens aging out of foster care, Veterans and elderly. Encourage ‘tiny home’ communities for transitional housing.
3
• ENCOURAGE HOME OWNERSHIP: Prioritize investment in HUD funding for homeownership programs, such as down payment assistance, leveraging financial lending partners. o Increase HUD funding allocation for rental assistance and require homeownership counselling and/or educational events to help renters work toward transition to homeownership. • STRENGTHEN COMMUNITY ENGAGEMENT: Develop new public participation guidelines to encourage more community engagement with HUD-funded deliverables and efforts. o Update website, use social media, conduct educational forums
Guiding Principle: Seek Partnerships to Leverage Housing Development • DEVELOPER ENGAGEMENT: Develop tools to encourage mixed-income housing strategies, ensure developers understand City goals for new housing in Mesa, and to seek developer comments and insights to increase partnership with the City on housing types, locations. • BROADEN PARTNERSHIPS: Look for non-traditional partners to create healthy and workforce housing, such as the healthcare industry, non-profits, regional partners, etc.
Guiding Principle: Ensure Cohesiveness with the Mesa 2040 General Plan through Strong Internal Partnerships • MAINTAIN AND EXPAND INFRASTRUCTURE: Consider housing types and locations when planning citywide infrastructure needs and resources. o Connections to parks and green space o Sustainable development strategies and opportunities o Economic opportunities, jobs o Recreational multi-use paths/corridors o Intelligent transportation and technology o Transit needs, especially for options on Gilbert Road and east of Power Road o Street lighting and sidewalks • INTERDEPARTMENTAL COHESION: Create an interdepartmental team to align planning decisions and projects in order to create comprehensive recommendations to City Council and the community for housing and supportive infrastructure needs citywide. • SUPPORT FOR INITIATIVES THAT IMPACT MESA: Staff to represent and support initiatives or policy efforts that benefit the City such as Prop 400, Census and other regional efforts. • DECISIONMAKING TOOL: Create checklists for decision makers to use when considering n
________________________________________________________________• CONTINUE PROGRAMS THAT SUPPORT NEIGHBORHOODS: Maintain and grow upon City programs that support neighborhoods and its residents. o
CODE COMPLIANCE TO SUPPORT NEIGHBORHOODS: Identify key areas throughout Mesa and work cross-departmentally as well as bringing in community partners to apply a team approach to encouraging healthy neighborhoods and neighborhood pride. o CONTINUE ‘LOVE YOUR NEIGHBORHOOD’ PROGRAM AND NEIGHBORHOOD LEADERSHIP DEVELOPMENT: Continue to use federal funds and cross-departmental efforts to pursue data-driven approaches to strengthen and enhance challenged neighborhoods. Continue to strengthen neighborhood leadership and to encourage neighborhood engagement and to build a sense of community, connection, pride and safety. • REHAB AGING HOUSING STOCK: Increase federal funding allocations to the City’s rehabilitation program to continue addressing needs of aging housing stock. o Identify priorities to purchase and rehab i.e. duplexes, fourplexes for resale to eligible families and to strengthen neighborhoods.
• INVENTORY AND PLAN FOR MANUFACTURED HOUSING CITYWIDE: Identify all mobile home, manufactured housing communities in Mesa as well as their age and conditions. Create a community-based strategy to identify priories, risk factors and to utilize federal funding, assistance from non-profits and support from industry to provide a combination of strategies, including codification of some requirements, to support safe and healthy living conditions for existing homes and to identify standards for future manufactured housing proposed in Mesa. o Consider ‘tiny home’ development strategies for replacement of deteriorated housing.
Guiding Principle: Prioritize Federal Funding Housing Strategies that Include Reducing Homelessness and Promoting Homeownership
• OPTIMIZE AND LEVERAGE HUD FUNDING: Build on effective strategies using federal funding to reduce homelessness in Mesa. o Work regionally for transitional housing, data-sharing and program partnerships o Support navigation program that seeks to assistance to people experiencing homelessness, i.e. from no home to temporary/transitional shelter or housing to permanent, supportive housing. o Support changes and new tools for police and court interaction with individuals experiencing homelessness. o Seek non-traditional options and local partnerships to create new, safe transitional housing. ▪ Examples: purchasing a crime-ridden hotel that is a neighborhood eyesore and problem and converting the use to transitional housing that is managed by non- profits and regulated to be safe and healthy for families, teens aging out of foster care, Veterans and elderly. Encourage ‘tiny home’ communities for transitional housing.
3
• ENCOURAGE HOME OWNERSHIP: Prioritize investment in HUD funding for homeownership programs, such as down payment assistance, leveraging financial lending partners. o Increase HUD funding allocation for rental assistance and require homeownership counselling and/or educational events to help renters work toward transition to homeownership. • STRENGTHEN COMMUNITY ENGAGEMENT: Develop new public participation guidelines to encourage more community engagement with HUD-funded deliverables and efforts. o Update website, use social media, conduct educational forums
Guiding Principle: Seek Partnerships to Leverage Housing Development • DEVELOPER ENGAGEMENT: Develop tools to encourage mixed-income housing strategies, ensure developers understand City goals for new housing in Mesa, and to seek developer comments and insights to increase partnership with the City on housing types, locations. • BROADEN PARTNERSHIPS: Look for non-traditional partners to create healthy and workforce housing, such as the healthcare industry, non-profits, regional partners, etc.
Guiding Principle: Ensure Cohesiveness with the Mesa 2040 General Plan through Strong Internal Partnerships • MAINTAIN AND EXPAND INFRASTRUCTURE: Consider housing types and locations when planning citywide infrastructure needs and resources. o Connections to parks and green space o Sustainable development strategies and opportunities o Economic opportunities, jobs o Recreational multi-use paths/corridors o Intelligent transportation and technology o Transit needs, especially for options on Gilbert Road and east of Power Road o Street lighting and sidewalks • INTERDEPARTMENTAL COHESION: Create an interdepartmental team to align planning decisions and projects in order to create comprehensive recommendations to City Council and the community for housing and supportive infrastructure needs citywide. • SUPPORT FOR INITIATIVES THAT IMPACT MESA: Staff to represent and support initiatives or policy efforts that benefit the City such as Prop 400, Census and other regional efforts. • DECISIONMAKING TOOL: Create checklists for decision makers to use when considering n
> Item 2-b19-1329
Hear a presentation and discuss the FY 20/21 federal funding application process, including funding priorities and new funding parameters for CDBG, ESG, HOME, and Human Services. 2-b
3 Adjournment.
City Councilmembers who are not members of this Committee may elect to attend this meeting for their own information. These Councilmembers will not take any legal action, nor will they participate in any deliberations or discussions regarding any item on this agenda.
__________________________________________________________________________________
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