neighborhood balance report for city council

PowerPoint PresentationSept. 17th
During our first meeting of the NBC, we established the framework for our discussion, we made a word cloud representing the critical issues and previewed the work ahead.
Nov. 19th The third meeting of NBC included reviewing APA’s Zoning Practice 10 that reviewed various rental inspection practices. George Homewood spoke to us about Norfolk's programs and practices.
Oct. 21st
At this meeting, we looked at Boston’s Housing a Changing City Chapter 5, which concerns student housing in Metro Boston.
Dec. 17th
NBC meeting four included a presentation by Alex Ikefuna, who shared the housing circumstances and initiatives in Charlottesville.
www.williamsburgva.gov
Jan. 27th
Meeting five of the NBC allowed Anne McClung to talk with us about Blacksburg’s housing issues and solutions.
Sept. 30th NBC meeting seven will include a discussion of Boston’s Housing a Changing City Chapter 3, a review of existing landlord law, and an initial review of the City Council’s potential action items.
Feb. 24th
The sixth meeting highlighted housing efforts in State College, PA, with guest speaker Ed LeClear, AICP.
Nov. 2nd
The ninth and final NBC meeting allowed the committee opportunity to review and discuss the concepts considered during the work of the last 13 months.
Dec. 7th
The final action of the NBC will be presentation of the NBC Report to City Council. The City Council will receive the results of the NBC review and consider next steps.
NBC Reboot – Meeting 1
(3) Four unrelated persons with a permit (36 now)
Rental Inspection
(2) Inspected every four years
(3) Life safety issues only
Rental Conversion
(2) Six neighborhoods increased rentals
Boston’s population was 661,103 in 2014. Off-campus undergrads made up 3%.
Williamsburg’s population is 14,896. Off-campus undergrads account for 7%.
2 3
1 Partner with higher education to set student housing commitments.
Explore Public- Private Partnerships to create off- campus dorms and student villages.
Establish community supported locations for on and off-campus student housing.
Work on student housing regionally. 6
7 8
Establish routine proactive inspections of all off-campus student housing.
Improve communication with students and families about housing conditions.
Use fines to make operating unsafe and overcrowded off- campus housing financially non-viable.
16k
2.5k
Reduce off-campus by 50 percent (less than 12,000) – 6,541 new units constructed – 19,726 students off-campus
Create 2,500 new units of graduate housing – PPP off-campus – 2016 = 400 beds under review
Improve living conditions for off-campus students
I deserve affordable housing too!
“Living off-campus means I’m part of a city neighborhood and have the chance to feel like a resident rather than a visitor. Because I’ve done all this, I know I want to stay here after I graduate this month. Boston has come to feel like home.”“ ”Emma Goodwin – Emerson College
Guest Speaker – Dr. Jeffery E. Klee Importance of Preservation
3 4
1 3 Year Term 1-2 Units = 0-1 Violation 3+ Units = 0-.75 Violations
2 Year Term 1-2 Units = Less than 4 3+ Units = Less than 1.5
1 Year Term 1-2 Units = Less than 8 3+ Units = Less than 3
6 Month term 1-2 Units = More than 8 3+ Units = More than 3
The Constant Governance Challenge
“One must recognize a possible, but uncertain, trade-off inherent in establishing an effective, strategic system of rental regulation; namely, will imposing health and safety requirements on rental units lead landlords to raise the rent, or alternatively, to walk away from their properties?.”“ ”Alan Mallach, FAICP
Repeat License Types 2018 (4/30/2018) Type III Type IV Total 39 46 Total Repeat 10 (25%) 28 (61%)
Repeat due to code violations 7 (70%) 10 (36%)
Repeat due to plan requirements 3 (30%) 14 (50%)
Repeat due to both cose and plan requirements 0 4 (14%)
2
3
4
Three Steps 1.Quality Assessment (exterior, interior & common area evaluation)
2.Complete Rental Academy Good Landlord Track 3.Sign-up for Emergency Notification Database
Certification good for one-year Requires renewal and update of the three steps
each year
2
3
4
6
PAC Policy Advisory Committee
(3) Chair of Albemarle County Board of Supervisors
PAC TAC P A C Technical Advisory Committee
Planning Directors
2
3
4
Bike Inspector
6
CIMP Contingent Interest Mortgage Program
(1) Funded by Town and VT (2) Second mortgage with interest
dependent on appreciation (0%-1/2 AFR) (3) Used to buy down the purchase price to
make high priced properties affordable to the VT workforce
7
8
Guest Speaker – Ed LeClear, AICP, EDFP State College Housing Strategies
2
3
4
(1) Point-based license suspension (2) Up to 10 points
(3) Violations – Trash = 1 pt., Noise = 2 pts, Criminal = 3 pts
(4) After 10 total or 3 pts in 24 hours license is subject to suspension
(5) Suspension could be 3 months, 6 months or one year
(6) Consent agreement required lessening total points and restricting
alcohol
7
8
Annual Maximum Housing Cost (28%)
Monthly Maximum Housing Cost
Number of Affordable Neighborhoods
Number of Affordable High Rental Neighborhoods
Median Family Income 60% $49,500 $13,860 $1,155 6(18%) 0 (0%) Median Family Income 80% $66,000 $18,480 $1,540 10 (29%) 1 (14%) Median Family Income 100% $82,500 $23,100 $1,925 14 (41%) 2 (29%) Median Family Income 120% $99,000 $27,720 $2,310 18 (53%) 3 (43%)
Williamsburg Neighborhood Affordability
Middle-Class Access to the Neighborhoods
“The average middle-class homebuyer earning $80,000 per year is largely priced out of seven of Boston’s 15 neighborhoods, unable to afford even the bottom quarter of the housing market in those neighborhoods. “ ”
Guest Speaker – Chip (John G.) Dicks Partner, Gentry Locke Attorneys,
Richmond, Virginia
Median Annual Income
Monthly Maximum Housing Cost
Number of Affordable Neighborhoods
Median Family Income 60%
Affordable for 60% MFI
Brown Buildings – Rental Green Buildings – Owner Black Lots with Brown Buildings – 4-Person
Four-Person Rentals – West Side of Campus (Richmond Road
Neighborhoods – 15 Dwellings
A Review of 4-Person Permitting on Value
Neighborhood Owner/Rental Information Note: A residence is shown rental if the owners address is different from the property address
Included reviewing the 27 concepts posited from the
discussion and begin selecting those ideas with the most merit.
NBC Voting – 3 Steps
1.0
2.0
3.0
4.0
5.0
6.0
7.0
8.0
9.0
10.00%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Percent of Voters Who Ranked This Concept AVG Ranking for Those Who Voted For It
Certified Rental Property Program
www.williamsburgva.govConcept 1 - Norfolk
Criteria include a quality assessment, landlord completion of a training course, and enrollment in the emergency notification system.
The US Navy promotes only those properties enrolled to its members and gives the certification legitimacy.
Norfolk’s Rent Ready Program is a voluntary certification offered by the city. Three criteria are used to determine acceptance. Certification is good for one year.
Williamsburg Application Criteria can include a quality assessment, landlord completion of a training course, use of the city’s preferred lease, and enrollment in the emergency notification system.
W&M would be asked to promote only those properties enrolled to its students and parents, giving the certification legitimacy.
Williamsburg could enact a Rent Ready Program as a voluntary certification offered by the city. Four criteria could be used to determine acceptance. Certification would be valid for one year.
Implementation = 1 year Impact = 4 years
Institute a Trash Cart Ordinance
www.williamsburgva.govConcept 24 – Suggested by Member of NBC
Williamsburg Application
An ordinance is required to influence this trend, to relocate trash carts, provide a time-frame for their relocation, and a monetary fine for violation. Many other localities have such an ordinance and enforce its requirements regularly.
Frequently trash carts are left on the street or in front yards and not returned to a side or rear yard location or enclosure. Staff has, on occasion, issued notices to violators and even spent days retrieving carts and placing them out of sight.
Implementing an ordinance would stem the trend of trash carts in the wrong place at the wrong time. It would require additional staff time to document the violations, process the payments, and pursue the unpaid tickets.
In 2012, City Council was presented information on possible regulations for trash and recycling carts. Regulations reviewed included prohibiting carts in a front or side yard, requiring the screening and/or enclosure of trash carts, if visible from a public street, and a time frame for carts to be removed from the street.
Annual Town/Gown Report
www.williamsburgva.govConcept 7 – Charlottesville/Salt Lake City/Blacksburg
The report provides an opportunity to celebrate where the partnership is working and discuss areas where improvements are needed.
Annually, some college cities present a Town/Gown report to the City Council. This report highlights the partnership, volunteerism, and enforcement activity.
Williamsburg Application This is in part due to a more community-oriented policing strategy by the WPD, and a stronger partnership between the City administration and W&M. Communicating success is a challenge for most local governments.
The city relies heavily on the Neighborhood Council of Williamsburg as an outlet for news. Last year the NCW featured sessions highlighting the positive impact of W&M students on our community through volunteerism.
The City of Williamsburg has numerous processes in place to help resolve and mitigate conflicts between the university and the larger community. In recent years we have seen a sharp decline in such conflict.
An annual report would provide a stronger venue for communicating success and acknowledging areas of need. To be successful, it would need to include both the city staff and W&M personnel.
In most cases, the report is provided by both city staff and university personnel. This helps citizens see that there are two sides to the issues being raised.
Implementation = 1 year Impact = N/A
Adopt-a-Cop Academy
www.williamsburgva.govConcept 10 – Blacksburg
Williamsburg Application Last year Chief Dunn spoke to the Greek life organization and offered similar partnerships without a formal structure.
Formalizing a program with a specific curriculum, in partnership with W&M, may help increase safety and provide a stronger connection to the community for off- campus Greek life.
The Williamsburg Police Department has launched numerous new programs in recent years to promote police interaction outside of enforcement.
Now all 28 Greek organizations participate annually. The program pairs each organization with a police officer who serves as an advisor and mentor.
During 2014, Virginia Tech and Blacksburg began offering “satellite” fraternities the opportunity to participate in the Adopt-a-Cop Academy.
The program includes a six- week curriculum designed to increase safety, reduce party related calls, and boost police report with students.
The program requires presidents and risk managers to enroll in the curriculum and that officers attend chapter meetings.
Implementation = 2 years Impact = 4 years
Nuisance Property Ordinance
www.williamsburgva.govConcept 20 – State College
Williamsburg Application Currently, the city does not have the legislative authority to regulate rental properties in this way. The city would need to seek a pilot program authorization from the General Assembly.
Working in concert with the requirement for licensed rental properties, this ordinance threatens the loss of the license and thereby the income potential if too many violations occur.
The Nuisance Property Ordinance is a tool that helps enforce community standards within the rental community. It uses a point scale on licensed rentals to hold landlords and tenants accountable.
Violations have point weights such as trash and debris violation equals 1 point, noise violations are 2 points, and a criminal citation adds 3 points. Action plans are prescribed before the license is revoked for up to 3 years.
State College uses a 10-point scale with points assessed by violation type. If a property accumulates more than 3 points in a 24-hour period or amasses 10 points in a year, the license is in jeopardy.
NBC Results – Long Term
1.0
2.0
3.0
4.0
5.0
6.0
7.0
8.0
9.0
10.00%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Community Land Trust
Williamsburg Application By lowering the developer’s land acquisition cost, building materials, lending, or permitting processes, a community can make affordable development appetizing to the private sector.
The challenge, again, is funding the trust. In many cases, the trust has an initial endowment from the community, is sustained by market-rate development fees, or is granted recurring funds in the form of impact payments.
Land Trusts are employed nationwide to accomplish affordable housing projects in this manner. The need for affordable projects is for the public to “buy down” the project’s overall cost.
When a property, particularly a current rental, is known to be entering the market, the land trust purchases the property and then uses a long- term land lease for the buyer to purchase the home.
Using a Community Land Trust, State College separates the land and improvement costs of a property.
The trust restricts the property for owner-occupied uses only.
To deploy this model, the city would need to establish a land trust arm and identify the source of funds for action. This could be an extremely impactful tool if funded appropriately.
Preservation Assistance Program
The city should fund a program to provide the costs of such renovations for first- time homebuyers or based on income requirements to make these properties more accessible to lower incomes.
The city should offer to fund the ARB required improvements for qualified applicants. When the ARB requires historically appropriate windows, siding, or roofing materials, the cost of renovations increase.
A process of determining homeowner desired cost versus ARB required cost would need to be developed. Staff would be required to administer the program.
Such a program would make historic properties subject to ARB review more affordable and attractive to a broader market of buyers. Renewable funding would need to be identified for the purpose.
Direct Loan Program
Monthly payments should be based on income. A deed restriction would be placed on the property requiring it to remain owner-occupied.
The city should fund a direct loan program for qualified buyers of property. The program would include an interest rate equivalent to the public’s interest rate on borrowed funds.
Alternatively, fewer loans could be provided, or the rates could be blended to allow the public funds greater application. Staff would be required to manage such a program or a third-party administrator.
A direct loan program based on income qualifications or a first-time homebuyer program could be successful but would be slow. Given the cost of property in the impacted areas ($389,000 for 2,400 sf). The funding required would be substantial.
Inclusionary Zoning
State College requires a developer to provide 10% of the proposed units as affordable (60-120% of AMI). In return, density is increased by one unit for each affordable unit provided.
Inclusionary zoning is the practice of requiring a certain percentage of new units in a proposed development to be income-restricted to a defined percentage of the AMI.
Also, depending on project characteristics, one additional story is allowed for vertical construction. An inclusionary housing agreement is required that stipulates how compliance is maintained and the length of the restrictions.
One reason for success is the flexibility in the allowed satisfaction of the requirement. Most communities allow a payment in-lieu, which can fund a myriad of affordable housing programs.
This is likely where such an ordinance would be helpful. It could be a source of funds for a land trust or further WRHA workforce unit acquisition.
Inclusionary Zoning in Williamsburg is difficult to imagine for some due to the limited space for large projects. However, even in small numbers, such ordinances are successful at providing new restricted units.
Hotel to Affordable Housing Conversion
To date, two projects have been completed using 142 of the total units available. The city should increase the available units so that additional conversions may occur.
The city adopted an ordinance in 2015 that allowed certain hotel properties to be converted to affordable housing. The ordinance allowed 100 units, which was later increased to 150 units in 2017.
Additional thought should be given to requiring affordable rents based on defined income levels. Annual reporting should also be a consideration.
There is additional demand for hotel conversion to affordable housing. Increasing the number of available units would allow these properties to pursue conversion and increase affordable housing availability in the city.
NBC Affordable Housing Concepts
Direct Loan Program Inclusionary Zoning Hotel to Affordable Housing Conversion
University Sponsored Employee Housing
Repurchase Program
Housing Needs Analysis
www.williamsburgva.govConcept 3 - Charlottesville
This type of study helps set a target for new construction or conversion and can influence the action steps taken to resolve deficiencies in the market.
Many localities have quantified the number of new single- family units needed to satisfy certain housing needs such as middle income, affordable, and student.
Williamsburg Application They or another group could be contracted with to expand their analysis to identify targets that would reshape Williamsburg’s housing market.
The impact of this work is difficult to quantify as we do not have a large potential for new development inside the city.
The Williamsburg Area Association of Realtors conducted a housing study and identified areas of need but did not quantify new units required to influence market trends.
Knowing target unit numbers would be helpful as we evaluate new programs to redevelop or reuse existing housing stock. It would also provide a base by which to measure success.
Direct Loan Program
Inclusionary Zoning
Neighborhood
Balance
Criteria include a quality assessment, landlord completion of a training course, and enrollment in the emergency notification system.
The US Navy promotes only those properties enrolled to its members and gives the certification legitimacy.
Norfolk’s Rent Ready Program is a voluntary certification offered by the city. Three criteria are used to determine acceptance. Certification is good for one year.
Williamsburg Application Criteria can include a quality assessment, landlord completion of a training course, use of the city’s preferred lease, and enrollment in the emergency notification system.
W&M would be asked to promote only those properties enrolled to its students and parents, giving the certification legitimacy.
Williamsburg could enact a Rent Ready Program as a voluntary certification offered by the city. Four criteria could be used to determine acceptance. Certification would be valid for one year.
2nd Shift Compliance Inspectors
Some localities use 2nd shift compliance inspectors to obtain the needed evidence of a violation.
Enforcing certain regulations such as occupancy limitations is challenging given the burden of proof required for a court ruling.
Williamsburg Application A property maintenance inspector, recently hired, reports to the Building Official. This inspector handles violations of the property maintenance code, which is a division of the statewide building code.
Zoning violation examples are parking on the grass or having more than 3 persons in a single-family home. Examples of property maintenance violations include not mowing the grass or buildings needing painting.
Williamsburg’s code compliance staff is divided into two functional areas. The Zoning Administrator, working directly for the Planning Director, handles violations of the zoning ordinance.
Our inspections staff all conduct inspections and handle violations. Adding an inspector or paying for occasional after-hours work could help identify violations but might be viewed as an overly aggressive step by many.
Implementation = 1 year Impact = 1 year
Housing Needs Analysis
This type of study helps set a target for new construction or conversion and can influence the action steps taken to resolve deficiencies in the market.
Many localities have quantified the number of new single- family units needed to satisfy certain housing needs such as middle income, affordable, and student.
Williamsburg Application They or another group could be contracted with to expand their analysis to identify targets that would reshape Williamsburg’s housing market.
The impact of this work is difficult to quantify as we do not have a large potential for new development inside the city.
The Williamsburg Area Association of Realtors conducted a housing study and identified areas of need but did not quantify new units required to influence market trends.
Knowing target unit numbers would be helpful as we evaluate new programs to redevelop or reuse existing housing stock. It would also provide a base by which to measure success.
Planning Advisory Council
The Planning Advisory Council consists of the University President, the Mayor and the County Chair.
Charlottesville uses a two- committee process to coordinate the planning activities of the City and the University of Virginia.
Williamsburg Application At this meeting, an agenda includes all topics of policy intersection between the city and the University. The Joint Administration Meetings are exceptionally productive and partly responsible for the current level of cooperation.
Adding a TAC component, meeting less frequently, may help with implementation items and increase communication beyond the top of each organization.
The city and W&M hold a monthly Joint Administration Meeting, including the University President, the University CFO, the Senior Assistant to the President and Secretary to the Board of Visitors, the Mayor, a Council Member, and the City Manager.
A better application would be to restructure the Neighborhood Relations Committee to function as the TAC and as an outlet for community concerns. This would improve responsiveness and awareness for residents.
The PAC is advised by the Technical Advisory Committee consisting of the Planning Directors and the regional Planning District Commission. The TAC meets quarterly.
The PAC reviews intersecting development interests and provides recommendations on future development projects.
Implementation = 6 months Impact = 5 years
University Sponsored Inspector
This Code Compliance Inspector focuses on rental housing issues, including rental safety inspections, occupancy limits, parking regulations, and trash collection.
The University of Virginia “sponsors” a compliance inspector for enforcement in the vicinity of the university.
Williamsburg Application Annually, the Zoning Administrator has an annual salary of $58,039, and the Property Maintenance Inspector’s Salary is $45,000.
We augment this two-person inspection team by asking our Building Official and three Building Inspectors to also do code compliance work when warranted.
The city currently has one Zoning Administrator who serves as a zoning inspector and a newly hired Property Maintenance Inspector.
Adding another inspector is likely not required unless a 2nd
Shift Inspector or additional after-hours work is desired.
The position has an annual cost of $60-65K, and the city is reimbursed for this expense by the university.
University Sponsored Employee Housing
The University of Virginia completed a strategic plan for 2030. President Ryan says the plan is an acknowledgment that universities can only achieve greatness if they are adopting a broader view of their responsibility.
The City of Charlottesville has identified a need for 3,000 new affordable housing units (80% of the AMI) and 4,000 new workforce units by 2040.
Williamsburg Application The obstacle here is scale. UVA is much larger than W&M, so a direct comparison is unfair. However, there is a need for workforce housing in our community.
W&M is now working on a new strategic plan, and the city has been invited to participate in some of the workgroups. Questions concerning housing for employees of all incomes have been raised.
The 2018 Williamsburg Area Association of Realtors. The study shows that based on population projections, an additional 2,160 units will be needed within 12 years. The study does not categorize needs by income groups, nor does it specify the type of housing in demand.
Perhaps a strategy would be for stronger partnerships on new housing for both students and employees in mixed incomes. This could meet two goals, creating new workforce units and student housing outside of neighborhoods.
The plan includes four goals and ten initiatives to achieve them. Action steps include working with the community to address issues such as wages, affordable housing, and access to health care.
In March of 2020, UVA announced a plan to construct 1000 to 1500 affordable housing units that would be open to employees and community members who qualify.
Annual Town/Gown Report
www.williamsburgva.govConcept 7 – Charlottesville/Salt Lake City/Blacksburg
The report provides an opportunity to celebrate where the partnership is working and discuss areas where improvements are needed.
Annually, some college cities present a Town/Gown report to the City Council. This report highlights the partnership, volunteerism, and enforcement activity.
Williamsburg Application This is in part due to a more community-oriented policing strategy by the WPD, and a stronger partnership between the City administration and W&M. Communicating success is a challenge for most local governments.
The city relies heavily on the Neighborhood Council of Williamsburg as an outlet for news. Last year the NCW featured sessions highlighting the positive impact of W&M students on our community through volunteerism.
The City of Williamsburg has numerous processes in place to help resolve and mitigate conflicts between the university and the larger community. In recent years we have seen a sharp decline in such conflict.
An annual report would provide a stronger venue for communicating success and acknowledging areas of need. To be successful, it would need to include both the city staff and W&M personnel.
In most cases, the report is provided by both city staff and university personnel. This helps citizens see that there are two sides to the issues being raised.
Lost Revenue Compensation
The Town of Blacksburg is compensated by Virginia Tech for the lost revenues associated with converting a property to a non-taxable status.
Williamsburg Application This practice began after converting of the Hospitality House on Richmond Road from a hotel to dorms making the property non-taxable. The tax due this year for that property would be $151,703.
However, it is unfair to ignore the economic benefit of hosting W&M. A 2017 report by the Weldon Cooper Center found that W&M expenditures resulted in 5,520 jobs and generated $31 million in state revenues.
W&M makes an annual payment to the City of Williamsburg to help with the financial cost of providing fire service to the university, which is a significant source of calls for a response. The payment is $120,000.
The current fire services payment is dated and could be revisited. Comparisons of the process from other university and city contracts in the Commonwealth could be helpful to that process.
Off-Campus Housing Fair
Williamsburg Application The benefit of the fair would be providing this information as housing decisions are being made for the future year.
Providing a space for landlords and property managers to interact with prospective tenants alongside city and university resources could be valuable to all who participate.
The city currently provides a host of information to students as apart of move-in and orientation. This information includes much of what is provided at the VT/Blacksburg Housing Fair.
The intent of the fair is to provide a venue for property managers, the University, and the Town to educate students on the options for living off- campus.
In the fall of each year, Virginia Tech and the Town of Blacksburg host an off-campus housing fair for students.
This includes a discussion of tenant rights, landlord responsibilities, and citizen expectations.
Adopt-a-Cop Academy
Williamsburg Application Last year Chief Dunn spoke to the Greek life organization and offered similar partnerships without a formal structure.
Formalizing a program with a specific curriculum, in partnership with W&M, may help increase safety and provide a stronger connection to the community for off- campus Greek life.
The Williamsburg Police Department has launched numerous new programs in recent years to promote police interaction outside of enforcement.
Now all 28 Greek organizations participate annually. The program pairs each organization with a police officer who serves as an advisor and mentor.
During 2014, Virginia Tech and Blacksburg began offering “satellite” fraternities the opportunity to participate in the Adopt-a-Cop Academy.
The program includes a six- week curriculum designed to increase safety, reduce party related calls, and boost police report with students.
The program requires presidents and risk managers to enroll in the curriculum and that officers attend chapter meetings.
Student Accountability
Williamsburg Application The code goes on to stipulate, “Violations of law that involve a threat to public safety generally are found to be conduct adversely affecting the university community.”
A significant difference in policy is that W&M allows the Dean of Students to decide when the Code of Conduct will apply to off-campus actions.
The W&M Code of Conduct states that students will be held accountable for conduct off-campus but qualifies it as when the conduct adversely affects the university community and the pursuit of its objectives.
Students at Virginia Tech are held accountable for actions “on- and off-campus to include online.”
The Town of Blacksburg has worked with Virginia Tech to establish a strong connection between community support and the student code of conduct.
President Rowe has embraced holding students accountable regardless of location. The current Community Commitment is evidence of the current administration’s willingness to support community needs.
Neighborhood Stabilization Program
Williamsburg Application The city is not entitled to CDBG funding annually and would have to submit an application each year. The process is very competitive.
The cost of such a program would make progress slow and make grant funding challenging to receive.
Currently, the city does not have a Neighborhood Stabilization Program or a similar process.
Identifying a source of funding that could be dedicated to the purpose of Neighborhood Stabilization would be beneficial but would need to be renewable, given the cost of real estate in Williamsburg.
Blacksburg is an entitlement community and receives an allocation of Community Development Block Grant funds from HUD each year without competing for a specific project or application.
The Town of Blacksburg has created a Housing and Neighborhood Services Office to work on neighborhood issues. One program they manage is Neighborhood Stabilization.
The bulk of this allocation, approximately $425,000, is used to purchase homes in downtown & university adjacent areas and transition them to owner-occupied affordable housing (80% of AMI).
The program’s goal is to complete eight such transfers in the next few years. They have completed four to date.
Contingent Interest Program
Williamsburg Application The impact of such a program in Williamsburg is difficult to gauge. However, if lower rates were offered and principal payments not due, it would reduce the initial market entry costs.
Another application would be financing renovation costs beyond the initial purchase.
The city nor W&M currently offer employee housing purchase or loan assistance. Such a program could be established if a source of funds was identified or a willing lending partner was engaged.
Unlike NBC, the BBB is focused on green building strategies and affordable housing specifically. One of the initiatives considered is Contingent Interest.
Building Better Blacksburg (BBB) is a housing strategy under development. Similar to our NBC process, the first community meeting for BBB was held in October of 2019. The second meeting was held in June.
This is a process of offering a second mortgage where interest-only payments are made with a reduced interest rate. This allows some portion of the home’s value, closing costs, and fees to be satisfied by a lower interest loan.
The unpaid interest amount and the rate itself is contingent upon the home’s increased or decreased value over time. Upon sale or termination of employment, the principal and unpaid interest are due.
University Housing Incentives
Williamsburg Application The challenge is funding, availability, and staffing. Identifying a source of funds or a willing lending partner is challenging for such programs due to limited returns and a lack of available properties.
Such a program can be a powerful recruitment tool and will provide a new influx of higher-wage workers in Williamsburg’s neighborhoods.
Where available, these programs have proven to be very desirable and effective at creating university employee housing in an existing housing market.
• 5% of a home purchase or $8,500 (Washington University SL)
• Monthly payments totaling $50,000 or 20% of homes purchase price (USC)
Another program considered by the BBB is a university- sponsored down payment and financial incentive assistance program. Many universities use such strategies, and those programs include features like:
• Down payment assistance = to 17% of the purchase price up to $20,000 max must live in the home for a minimum of five years (Mercer)
These programs are typically not beneficial to or available for lower-income employees.
• 10 annual cash payments (1st payment $7,500 with 9 payments of $2,500 for a total of $30,000 (Yale)
Repurchase Program
Williamsburg Application The city actively considers new units for the program but has not done so due to the cost of housing in Williamsburg.
Funding for purchase and repurchase programs is challenging when the units are costly because the program is exhausted before having enough mass to be impactful.
The city operates a small workforce housing program using city-owned housing stock. Most of the units are in York County and were acquired as a part of watershed protection efforts around Waller Mill Reservoir.
This program would provide for unit reentry into university housing at a lower cost than a typical purchase and offers a new approach via university- owned workforce units.
A final program considered by the BBB is requiring a repurchase provision when housing is purchased with university assistance programs.
Student Home Rule
Williamsburg Application Adding rental housing as a separate definition and as a new use in certain zoning districts could occur with action by the Planning Commission and City Council.
Requiring a license, inspection, and separation from other uses will require action by the general assembly. These steps would make it more difficult for owner-occupied single- family units to rent a room as an income source.
Currently, the city regulates student and rental housing generally using occupancy limits alone. Occupancy is limited to three unrelated persons with a special permit available to allow four.
These uses are required to be licensed and must have a minimum separation of 675 feet from owner-occupied single-family uses in certain zoning districts. Occupancy is limited to three unrelated persons.
State College, PA, uses a Student Home Rule to regulate student housing. This rule defines a student home as any non-multifamily living quarters with unrelated students in occupancy. (Paraphrased for length)
Signature Project Development Overlay
The process of offering incentives to builders to incorporate desirable community benefits is not an uncommon practice of zoning.
Using a zoning overlay district, State College provides incentives for certain development concessions such as employee or affordable housing.
Effectively, income-restricted units are designed into a project with increased density calculations so that the project can be completed and maintain the developer’s profit margin.
In this case, the State College has offered increased density and height in return for dedicated affordable/workforce/graduate student housing. Emphasis is placed on owner occupancy.
However, towns and cities with developed cores accomplish this by allowing existing lots to be split, creating two small homes where one used to be.
This is difficult to imagine given the preservation requirements for many of our most desirable neighborhoods but providing density and height bonuses is a proven strategy for redevelopment and new development alike.
Programs involving incentives are difficult to employ in Williamsburg, with success in volume, due to limited new development sites.
Having the bonuses in the City Code versus being application based makes it easier to attract interest in such projects. Identifying zones where this type of development is desired also helps attract new units.
Fraternity Zoning
Williamsburg Application The key question we would need to answer first is, “Where can these uses be accommodated.”
This strategy seems unlikely to be as impactful as others previously reviewed. Additionally, the process of deciding on an acceptable location may prove impossible, given the neighborhoods near W&M.
We currently see illegal fraternity, sorority, and team houses occurring off-campus in neighborhoods adjacent to the University. Creating a zone for these uses may incentivize the user to move.
This approach is very similar to the student housing strategy. State College has defined fraternizes as a use and established certain zones where they are allowed.
Nuisance Property Ordinance
Williamsburg Application Currently, the city does not have the legislative authority to regulate rental properties in this way. The city would need to seek a pilot program authorization from the General Assembly.
Working in concert with the requirement for licensed rental properties, this ordinance threatens the loss of the license and thereby the income potential if too many violations occur.
The Nuisance Property Ordinance is a tool that helps enforce community standards within the rental community. It uses a point scale on licensed rentals to hold landlords and tenants accountable.
Violations have point weights such as trash and debris violation equals 1 point, noise violations are 2 points, and a criminal citation adds 3 points. Action plans are prescribed before the license is revoked for up to 3 years.
State College uses a 10-point scale with points assessed by violation type. If a property accumulates more than 3 points in a 24-hour period or amasses 10 points in a year, the license is in jeopardy.
Inclusionary Zoning
4-Person Allowance Moratorium
Presently, the city allows 4- person occupancy with Zoning Administrator approval meeting criteria outlined in the ordinance. This permit is granted based on the conditions, that can result in the revocation of the permit is violated.
Occupancy allowed 1947 to 1983 – 1 or more persons 1983 to 1991 – 4 persons 1992 to 2009 – 3 persons 2009 to present – 3 or 4 persons
Currently, there are 36 4- person houses approved in the City. One of those has received a noise violation in the past.
Considering a purchase of this home as a primary residence with $77,800 (20%) as a down payment and good credit (740+), a mortgage interest rate of 2.87% could be expected. The monthly payment would total $1,558.
As a 4-person rental, the 2019 lease calls for a total rent of $2,600 monthly. This creates a profit of $1,042 after the mortgage is paid. We do not know how the occupancy impacts the rental rate.
The most recent sale of a home with a 4-person allowance involved a home of 2,400 square feet on Cary Street. The sales price was $389,000. The asking price was $389,000, and it was on the market for two days.
For five years, instituting a moratorium would allow the City time to determine the market’s impacts from projects like Midtown Row and policy changes at W&M requiring on-campus housing.
4-Person Allowance Repeal
Presently, the city allows 4- person occupancy with Zoning Administrator approval meeting criteria outlined in the ordinance. This permit is granted based on the conditions, that if violated, can result in the revocation of the permit.
Occupancy allowed 1947 to 1983 – 1 or more persons 1983 to 1991 – 4 persons 1992 to 2009 – 3 persons 2009 to present – 3 or 4 persons
Currently, there are 36 4- person houses approved in the City. One of those has received a noise violation in the past.
Considering a purchase of this home as a primary residence with $77,800 (20%) as a down payment and good credit (740+), a mortgage interest rate of 2.87% could be expected. The monthly payment would total $1,558.
As a 4-person rental, the 2019 lease calls for $650 in rent per tenant for a total of $2,600 monthly. This creates a profit of $1,042 after the mortgage is paid. If this were a 3-person home, that profit would be reduced to $392.00.
The most recent sale of a home with a 4-person allowance involved a home of 2,400 square feet on Cary Street. The sales price was $389,000. The asking price was $389,000, and it was on the market for two days.
Eliminating the 4-person allowance will reduce landlords’ ability to create low maintenance student housing in residential neighborhoods.
Institute a Trash Cart Ordinance
An ordinance is required to influence this trend, to relocate trash carts, provide a time-frame for their relocation, and a monetary fine for violation. Many other localities have such an ordinance and enforce its requirements regularly.
Frequently trash carts are left on the street or in front yards and not returned to a side or rear yard location or enclosure. Staff has, on occasion, issued notices to violators and even spent days retrieving carts and placing them out of sight.
Implementing an ordinance would stem the trend of trash carts in the wrong place at the wrong time. It would require additional staff time to document the violations, process the payments, and pursue the unpaid tickets.
In 2012, City Council was presented information on possible regulations for trash and recycling carts. Regulations reviewed included prohibiting carts in a front or side yard, requiring the screening and/or enclosure of trash carts, if visible from a public street, and a time frame for carts to be removed from the street.
Direct Loan Program
Preservation Assistance Program
The city should fund a program to provide the costs of such renovations for first- time homebuyers or based on income requirements to make these properties more accessible to lower incomes.
The city should offer to fund the ARB required improvements for qualified applicants. When the ARB requires historically appropriate windows, siding, or roofing materials, the cost of renovations increase.
A process of determining homeowner desired cost versus ARB required cost would need to be developed. Staff would be required to administer the program.
Such a program would make historic properties subject to ARB review more affordable and attractive to a broader market of buyers. Renewable funding would need to be identified for the purpose.
Neighborhood
Balance

neighborhood balance report for city council

Documents