The Urban Land Institute has recently developed a day-long training geared specifically towards elected officials to help them better understand the nuts and bolts of municipal real estate projects and how they’re financed.
How can city leaders know if they are getting the wool pulled over their eyes or if they are negotiating a mutually beneficial deal that will leverage private dollars towards a community renaissance? (Getty Images)
Community activists sometimes decry market-based urban development projects (and their managers) using words like monstrosity, Satan, and scumbucket. But any public official will tell you that it is impossible for a city to accomplish its development or redevelopment goals without private sector investment in the community.
To that end, the nonprofit Urban Land Institute (ULI), an NLC partner, has recently developed a day-long training geared specifically towards elected officials to help them better understand the nuts and bolts of municipal real estate projects. The training is called UrbanPlan, and it will be offered next month at the 2016 NLC City Summit in Pittsburgh.
UrbanPlan is a realistic, engaging, and demanding curriculum in which elected officials learn about the fundamental forces that affect development in the United States. Participating officials will experience the challenges, private and public sector roles, trade-offs, and fundamental economics of complex urban development projects.
The workshop was originally designed for university-level economics courses, and is now taught at colleges and high schools across the country. In 2015, ULI redesigned the curriculum specifically for city officials. The Rose Center for Public Leadership in Land Use (an NLC program in partnership with ULI) acted as an adviser in the curriculum overhaul. The revamped workshop is offered in a single day as one of NLC University’s pre-conference seminars in Pittsburgh.
Participants in the seminar will develop proposals for a hypothetical urban neighborhood. Each attendee will take on a real-life role, such as site planner, financial analyst, or marketing director.
During the process, team members will learn firsthand the intricacies of urban renewal projects – and because profit is often a primary goal, the seminar will also include some down-to-earth lessons in financial reality. Accordingly, the proposed developments created in the seminar will need to address diverse issues such as affordable housing, transit needs, open-space beautification, historical preservation, and the district’s retail requirements. Once a project plan is hammered out, the teams will construct a preliminary model of their design – using Legos – and then go before a “city council” of volunteer land-use professionals to pitch their project. After a detailed analysis, participants will tweak their product for a final presentation.
ULI, NLC University, and the Rose Center recently held a pilot session of this seminar. Two of the participants described their experience:
“Land use decisions are among the most difficult that elected officials face. The Urban Plan Workshop illustrates that a development project can be a financial success for the developer and locality as well as meet the community’s goals for sustainability, inclusion and aesthetics. The Urban Plan Workshop is fast paced and hands-on, and elected officials will gain and retain insight into their role in finding the balance between the needs of the developer, locality and community.”
– Sandy Spang, councilmember, Toledo, Ohio
“Elected officials often hold biases, even if unintentional. But today, achieving great projects requires creativity and compromise. UrbanPlan lets you participate in that process. As someone that both serves on an elected body and has gone through the UrbanPlan workshop, I would encourage my peers to do the same.”
We are pleased to offer a special discounted registration rate to CitiesSpeak readers for the upcoming UrbanPlan seminar in Pittsburgh. Register here using the discount code NLCUL13 and save $100 off the registration price.
For the third straight year, mayors have identified housing as a fundamental challenge facing their communities, according to our 2016 State of the Cities report.
Recognizing the unique role that housing plays in the fabric of cities, 40 percent of mayors in our sample dedicated significant portions of their State of the City speeches to the issue. (michaeljung/Getty Images)
Nearly a decade since the housing and financial crisis, one of the cruel ironies continuing to grip many cities is the lack of affordable housing – even as they continue to struggle with large numbers of foreclosed or abandoned properties.
To address both of these issues in their State of the City speeches, the mayors of Baltimore and Nashville highlighted recent efforts. Baltimore Mayor Stephanie Rawlings Blake emphasized the city’s Vacants to Value initiative that has quadrupled demolition funding to $100 million over 10 years. “It makes me proud that Vacants to Value was recognized by the Clinton Global Initiative, and honored by the Financial Times as an original idea that has made life better for people living and working in cities,” said the mayor.
In Nashville, Mayor Megan Barry touted the launch of a Metro Property Donation Process for housing development. “Nearly 60 infill lots will be available for housing development throughout Davidson County. More than half of them are in the urban core. For the first time, we’re making Metro’s own property available for affordable housing,” said Mayor Barry.
The need for affordable housing has been underscored by an increased prevalence of “tent cities” in many communities. While some cities have attempted to address homeless encampments through ordinances banning sleeping or lying in public spaces, others such as Indianapolis have taken the route of proactively outlining how they will handle them.
In Charleston, South Carolina, Mayor John Tecklenburg has recognized that a part of the city’s solution involves improving access to existing housing stock owned or managed by private landlords. The mayor partnered with NLC to recruit landlords to house homeless veterans, and in his State of the City address he said his goal was to bring the area’s encampments to “a humane but clear and final end in the near future.”
Like Mayor Tecklenburg, Austin, Texas, Mayor Steve Adler has also been actively involved in the recruitment of private landlords. Acknowledging the need to stop gentrification or forced displacement, he used his annual State of the City address to stress the need to develop housing “in a way that will actually achieve opportunities for permanent affordability.”
Our 2016 State of the Cities report found mayors acknowledging the unique needs facing veterans as a whole. When analyzing specific demographics mentioned in speeches, 20 percent discussed veterans. Notably, seniors emerged as another frequently mentioned special needs population. This should not be surprising, since we are now five years in to the “silver tsunami” in which 10,000 baby boomers turn 65 years old every day.
Given the central role that affordable housing plays in the health and vitality of a city, it is easy to see why the topic is a consistent feature in mayoral addresses. However, given the depth of the affordable housing crisis in all communities, mayors are taking innovative and strategic approaches to address the issue by focusing on key demographics. As recovery from the Great Recession continues, the cautious optimism expressed by mayors in all regions of the country is well grounded.
This post is part of a series expanding on NLC’s 2016 State of the Cities report. Check back next week as we delve deeper into what mayors had to say about public safety.
About the Author: Elisha Harig-Blaine is the Principal Associate for Housing (Veterans and Special Needs) at NLC. Follow Elisha on Twitter at @HarigBlaine.
Cities are now five years into a demographic change that will impact nearly every family in America from now until well beyond 2030. In the face of this change, how can city leaders meet the challenge of connecting available resources to the elderly?
Team Depot volunteers are key partners with nonprofits that rehabilitate homes in the Miami area. (The Home Depot Foundation)
The so-called ‘silver tsunami’ has become a relatively well-known form of shorthand for the demographic fact that roughly 10,000 baby boomers turn 65 years old every day. This reality began in 2011 and will continue until 2030. For key lessons from an area with a large population of senior citizens, let’s look at the area around Miami, Florida.
In the City of Miami Gardens, Navy veteran Gary Brown illustrates the need facing seniors and their communities. Mr. Brown served in the Navy during the Vietnam War as an engineer. Trained as an air-conditioning technician and electrician, he worked as a handyman and carpenter until he was forced to retire due to numerous disabilities including hip and knee problems that led to replacements, limited vision in his right eye and complete blindness is his left.
Mr. Brown’s disabilities left him unable to maintain his home, resulting in substantive safety hazards. Most notably, the home’s roof had been leaking since 1992, causing extensive interior damage. Thanks to the support and partnership of Rebuilding Together with The Home Depot Foundation and the Team Depot from a near-by store, Mr. Brown’s home received a new roof, kitchen and bathroom renovations, plumbing repairs, new flooring, doors and drywall, as well as painting and landscaping.
With many seniors facing circumstances like Mr. Brown, how can cities more systematically ensure services are delivered in a coordinated and collaborative manner?
Use data to identify gaps in service.
The primary funding that supports seniors comes due to the Older Americans Act through Area Agencies on Aging (AAAs). In Miami-Dade County, the AAA is the Alliance for Aging. Their work provides a “no wrong door” approach for seniors. To better understand what seniors needed, the Alliance not only held public hearings, but they surveyed front-line staff and looked at client assessments. It was recognized that a quarter of elders reported “problems” with their home, and like Mr. Brown, more than half of these seniors identified issues related to major or minor repairs, including roofing or plumbing issues.
At the core of ensuring we meet the needs of seniors is access to safe and stable housing. Cities must be able to provide seniors with the ability to not just “age in place,” but to “age in community.” The installation of wheelchair ramps, grab-bars, the lowering of counters and cabinets, widening doorways and modifying bathrooms with roll-under sinks can help seniors stay in their homes, remain as independent as possible and avoid costly long-term care facilities.
Build and support partnerships that reflect your community.
In the ever-present reality of limited resources, it is critical for communities to work together so they can document the cost implications of their service coordination. Not only can this information be used to show the fiscal implications of program investments as a means of educating state and federal officials, the data can also be used as a way of exploring the potential of innovative financing mechanisms. Through its services alone, the Alliance for Aging reports the prevention of 50,359 months of nursing home care at a savings of about $201,435,168 and a rate of nursing home use per Medicaid eligible elder that is 33 percent lower than the state average.
By working with AAAs to document these impacts, cities can better target their resources to ensure they are being as effectively used as possible. In April, the Older American Act was re-authorized. Importantly though, a key section for services has received level funding ever since overall cuts that were implemented as part of the Budget Control Act of 2011. This is particularly concerning in the face of the rising number of seniors in communities.
If funding is not administered through your city, it is essential that local leaders connect with the administrating entity so area residents can be directed to the existing systems in place to meet their needs. To learn what organization is the Area Agency on Aging for your community, visit www.eldercare.gov.
About the Author: Elisha Harig-Blaine is the Principal Associate for Housing (Veterans and Special Needs) at NLC. Follow Elisha on Twitter at @HarigBlaine.
Last week, Houston Mayor Annise Parker joined hundreds of service providers, community members and business leaders to announce that the city had built the system necessary to effectively end veteran homelessness.
Mayor Annise Parker discusses how Houston effectively ended veteran homelessness at the official announcement event on Monday, June 1. (Photo credit: U.S. Department of Housing and Urban Development)
“Too often those that answered the call of service still find themselves struggling long after leaving the military. Houston is there for our heroes, and just like on the battlefield, we will leave no one behind,” said Mayor Parker. “From regular provider coordination meetings and aligning local and federal resources, to dedicated street outreach teams and a coordinated assessment system that identifies, assesses, refers and navigates homeless veterans to housing, the Houston region has come together as a team to transform our homeless response system to effectively end veteran homelessness.”
Joining Mayor Parker were Representatives Al Green, Shelia Jackson Lee and Gene Green, as well as the Secretaries of the Departments of Housing and Urban Development, Veterans Affairs, Labor and the Executive Director of the U.S. Interagency Council on Homelessness (USICH). The senior Administration officials attended the announcement as part of a three-city tour urging cities to mirror the success seen in Houston.
Houston is the largest city to make historic progress on veteran homelessness. In January, New Orleans announced it had reached a similar milestone and previously, Phoenix and Salt Lake City had announced an end to chronic veteran homelessness in their cities.
As the nation’s fourth largest city, Houston also has one of the nation’s largest veteran populations. During her remarks, Mayor Parker noted that Texas is one of the largest states contributing men and women to the military and that many veterans come to Houston following their service because of its economic opportunities.
Both the mayor and federal officials used their remarks to recognize the unfortunate reality that some veterans will experience housing instability and may become homeless. However, because the city has now built a coordinated system, once a homeless or at-risk veteran is identified, the community has the resources and ability to rapidly place the veteran into housing.
To make this system a reality, over 35 local agencies worked together under a collaboration called The Way Home. Collectively, in just over three years, this response system has housed more than 3,650 homeless veterans.
One year ago, Mayor Parker was among the first mayors to join the Mayors Challenge. During the June 2014 launch of the challenge at the White House, Mayor Parker spoke about the progress already being seen in Houston. Twelve months later, Mayor Parker joins Mayors Becker, Stanton and Landrieu as local leaders who understand what the end of veteran homelessness looks like and have rallied their communities to make similar historic progress.
With only six months to go until we reach the ambitious timeline set to end veteran homelessness nationwide, local leaders have a once in a lifetime opportunity to change the landscape of how we understand and deal with homelessness.
Through the Mayors Challenge, elected officials across the country have stepped forward to give their support to ending homelessness for our veterans. Community stakeholders have more than 600 officials waiting to hear specific and pragmatic requests that can help house our veterans more rapidly.
This show of support by elected officials has never happened before and may never happen again.
In the remaining months, community partners must make tangible requests and engage elected officials with local data on progress being made and the needs moving forward. By illustrating the success that can happen with the active support of elected officials, communities can better partner with local leaders to advocate for the resources necessary to continue the progress seen on veteran homelessness and extend the progress to other homeless sub-populations.
Houston, New Orleans, Phoenix and Salt Lake City have recognized these facts and seized this opportunity.
National League of Cities CEO & Executive Director Clarence Anthony, seen here speaking at NLC’s Congressional City Conference in March. (Jason Dixson)
The tragedies that have occurred in Ferguson, New York City, Baltimore, and other communities throughout America have rightly sparked conversation about the social, cultural, racial and economic factors that affect the everyday lives of city residents – particularly minorities, at-risk youth, and the poor. What can cities do to promote equality and economic opportunity for people of all races, ethnicities, ages and economic backgrounds?
When tragedies like this occur, it not only erodes the relationship between the police and the community, it highlights the fact that there is a growing economic disparity that city leaders in America must recognize and address. High unemployment rates and low graduation rates among citizens in cities, towns and villages shows that certain neighborhoods have prospered while others have not. It’s important that city leaders understand that you have to engage with, and design initiatives for, all constituents in every neighborhood.
For example, city leaders must focus on creating vibrant downtowns while developing inclusive and affordable housing in neighborhoods. This type of approach to public policy will create more engaging cities where citizens can live, work and raise their families within the community that they call home. One way we can accomplish this is to create incentives so that the private sector will hire from within the community. When city leaders promote this type of growth, cities benefit and residents become vested in their community.
Cities should also examine the appointment process for city advisory boards and councils. For example, a planning and zoning commission that doesn’t reflect the ethnic, racial or gender diversity of the city is not truly representative of that city. From parks and recreation departments and advisory councils to tourist development councils and workforce boards, every policy board that advises the elected leadership should represent the diversity of that city. It can be done, but you’ve got to be very strategic and intentional, and have a real commitment to making sure that every segment of the population is represented.
These are just a few of the concrete steps that cities can take to ensure that their communities are equally represented in government. If a community is under-represented, and its needs are not served, then its residents will not be vested in the city as a whole. They won’t feel like the city is their home. And then you’ll see the tragic events that have happened in countless cities across the nation continue to occur. All of these cities have people who feel that they are not part of a community; that they are not “real” citizens with a voice in government. And they will find other ways to make their voices heard.
So there can’t be a disconnect between municipal authority and the people it represents.
You have to have that connection. You have to include them in the governance process, in the community process. I was just at a conference in Philly – Cities United – and it had a panel of young African American men, and their message was “Don’t talk at us; talk to us, and with us.” Many of them were in their mid-twenties, and public policy and programs are being designed for them – but without their input. That has to change. You have to include them in the development of the community in which they live.
The root causes of the recent tragedies are complex and nuanced. Two distinct events consistently stand out, however: the death of a young black male as a result of an interaction with police, and the violent public response that subsequently occurred. What steps can city leaders and local elected officials take to address the potential for these tragedies to occur in their cities?
There has to be an acknowledgement that there are still challenges in communities throughout America when it comes to race relations – specifically, race relations with police departments. Something must occur to strengthen trust between the minority community and police in cities throughout America. At this point, unfortunately, we are starting to see police being targeted in reprisal; community trust continues to erode. We must start a conversation of understanding and partnership – and that conversation must be led by city leaders. The elected officials who are members of the National League of Cities are exactly that type of group; they’re city leaders who strive to create a bridge between police and communities, so that real conversations can occur.
In addition, I think city leaders should start to re-examine – and implement, wherever possible – community policing policies that provide for a real understanding of the communities they serve; there must be understanding to have a relationship with the community. Once you have that relationship, you’ll be able to engage. So city leaders must be able to look at how they’re investing their resources and what kind of progress is being made throughout the community as a whole. When city leaders acknowledge that they have diversity in the community, and they create opportunities to bring people throughout the community together, that creates relationships and real conversations.
This is happening in some communities, but we need it to happen everywhere. The questions involving black males in America focus on more than just police relations – they take into consideration the high unemployment rate, the low high school graduation rate, and the level of poverty that exists in cities throughout America, among other factors. The takeaway is this: city leaders have to focus on improving engagement and relations in their communities. We have to look at how we provide creative and innovative techniques to reach the African American community so that we can achieve our goal of making true connections that are lasting and productive. It will take hard work and partnerships with our educational system and the private sector – and on the law enforcement side, those same partnerships need to develop, focusing on education and training on how to value diversity and how to communicate across cultures.
The change we need will not occur overnight; it will take patience and time to build the trust that our cities deserve. We need to spur conversation, in an effort to reach a certain level of trust and understanding between police and communities. The National League of Cities is quickly becoming a nexus of conversation about race, equity and leadership in American cities. That conversation is long overdue.
Do you see the Cities United event in Philadelphia as one of the forums for that conversation?
Yes. I think Cities United is not only a forum for that conversation, but an excellent tool to help elected officials get the technical expertise they need to deal with the larger issues involved. For example, Cities United provides consultants that help city leaders respond to the challenges faced by American cities that we’ve discussed today.
How does the National League of Cities’ lead that conversation?
Our REAL initiative is a very important tool and resource for city leaders. It’s designed to help them address racial tensions in their communities and create meaningful conversations around racial diversity and equity issues. REAL stands for Race, Equity And Leadership – and the piece that we really have to elevate is the piece on leadership, because our members are the ones who are responsible for governance in American cities.
Earlier, you posed the question, “What should city leaders do if something like this happens?” The challenges we’ve spoken about today are especially difficult challenges for any city leader to face, and it’s the responsibility of the National League of Cities to develop best practices around these issues, give city leaders the space to discuss the challenges they face with a network of peers, and then provide them with the tools they need to manage the situation if something like what happened in Baltimore or Ferguson occurs in their community.
I wish I could sit here and tell you that this will be the last time that tragedies like these will occur. But the reality is that, until a systematic strategy is in place to bring about full economic participation as well as improved relations between police and the communities they serve, these tragedies could happen in any city in America. City leaders are standing up and saying, “we need to fix these issues before something like this occurs in our community.” That’s a conversation that needs to be had. We’re going to start seeing city leaders begin to deal with the injustices, the inequality, and the creation of opportunities for all of their citizens.
And that’s what we have to do: we have to build a city in which everyone is a participant, where all citizens feel like they can raise their kids, and live and work and play in a safe and vibrant environment. You don’t call a place home when you don’t have a system of governance that supports you. Right now, I think that’s one of the biggest challenges American cities face. But if we can rise to that challenge, I think we’ll have more people out on the streets saying “Hey, this is our neighborhood; we own this.” We have to create cities that all citizens can call home.
About the Author: Paul Konz is the Senior Editor at the National League of Cities.
On Monday in New Orleans, first lady Michelle Obama joined Mayor Mitch Landrieu and community members to congratulate them for becoming the first city in the nation to achieve the goal of the Mayors Challenge to End Veteran Homelessness. To help other cities reach the goal of ending veteran homelessness this year, the first lady announced three new resources.
First lady Michelle Obama speaks at the Mayor’s Challenge to End Veteran Homelessness event in New Orleans. (photo credit: Office of Mayor Landrieu)
As part of celebrations marking the fourth anniversary of the Joining Forces initiative, Mrs. Obama highlighted the progress seen on behalf of veterans on employment, education, health care and mental health. Recognizing that veteran homelessness is at the intersection of these elements, the first lady said the issue “cuts straight to the core of what it means to support those who serve our country.”
“When we have tens of thousands of veterans who don’t have somewhere to go when it rains – that is a stain on our nation,” said Mrs. Obama. “That’s why, as President, my husband has vowed not to simply manage this problem but to end it. And overall, since 2010, we’ve housed nearly 230,000 veterans and their families.”
“This isn’t just an extraordinary achievement for the city, this is a call-to-action to our entire country,” said Mrs. Obama. “You all have proven that, even in a city as big as New Orleans, veterans’ homelessness is not a reality that we have to accept. It is not an impossible problem that’s too big to solve. Just the opposite – you’ve shown us that when leaders make this problem a priority and bring the right folks to the table, we can find a solution.”
Noting the importance of mayoral leadership, Mrs. Obama highlighted the actions taken by some of the other 570 mayors, governors and local officials who have committed to ending veteran homelessness by the end of this year.
Los Angeles housed more than 5,000 veterans last year.
New York City has cut the number of homeless veterans by more than half.
Mayor Ed Murray of Seattle and Mayor Rusty Bailey of Riverside, Calif. have supplemented federal funds with city funds to provide rental subsidies and rapid rehousing services.
Connecticut Governor Dan Malloy has invested nearly $3 million for homeless veterans, plus even more for veterans’ security deposits
To support mayors who have joined the challenge, Mrs. Obama announced that the U.S. Interagency Council on Homelessness (USICH), the U.S. Department of Housing and Urban Development (HUD), and the U.S. Department of Veterans Affairs would begin regular conference calls to discuss proven best practices.
Finally, Mrs. Obama announced a commitment from Blackstone Equity to provide “Welcome Home Kits” for veterans when they transition into new housing. Blackstone’s portfolio of companies, such as Hilton, Motel 6, and La Quinta Inns and Suites, will be working with local leaders in 25 cities to provide furniture, appliances and other supplies.
Matthew Doherty (left) and Mayor Mitch Landrieu. (photo credit: Office of Mayor Landrieu)
The mayor noted that many of the lessons applied to ending veteran homelessness arose from the city’s experiences following Hurricane Katrina. Among these lessons was the importance of convening stakeholders to facilitate vertical and horizontal communication among local, state and federal agencies.
Mayor Landrieu pointed to his unique ability as mayor to convene and ensure that all stakeholders were “pulling in the same direction.”
As collective conversations were held, the community recognized the need for help identifying homeless veterans throughout the region, as well as a need for more housing. To meet these challenges, the mayor reached out to area landlords and property management companies, particularly those that were already working with the city and local housing authorities.
In addition, the community engaged the area’s active duty military personnel and veteran service organizations, such as the American Legion and Veterans of Foreign Wars. With the participation of other veterans, more of their homeless peers were identified, engaged and connected to services.
Throughout the day, the first lady and Mayor Landrieu urged participants of the Mayors Challenge to bring together key representatives to better understand what is happening to end veteran homelessness in their community. To help mayors identify where to start their conversations, the National League of Cities (NLC) has developed Three Steps & Five Questions, the National Alliance to End Homelessness has published Five High Impact Steps, and HUD has compiled numerous resources as part of the Mayors Challenge Desk Book.
Building on the success of Phoenix and Salt Lake City in ending chronic veteran homelessness, New Orleans Mayor Mitch Landrieu announced in January that the city had achieved the goal of the Mayors Challenge and reached functional zero on homelessness among all veterans.
In making the announcement, Mayor Landrieu said, “Six months ago on Independence Day, we came together to pay homage to our service members and veterans who courageously serve our great nation, and announced our goal to effectively end veteran homelessness in New Orleans by the end of 2014. I am honored and very pleased to report that we have housed 227 veterans, exceeding our goal of 193, thanks to the hard work of our committed partners. We owe our veterans our eternal gratitude for their service and sacrifice to this nation, and making sure they have a place to call home is a small but powerful way we can show our appreciation.”
To help disseminate some of the best practices from New Orleans, the city’s work has been highlighted during joint NLC/HUD regional forums in support of the Mayors Challenge. According to city officials, there were several key elements that led them to this historic accomplishment:
Mayor Landrieu was one of the first mayors to join the Mayors Challenge. His support of the work was translated into daily engagement thanks to a dedicated staff person. The mayor’s focus resulted in specific challenges being identified and pursed relentlessly.
For example, in response to service gaps identified by community partners, the city committed HOME Investment Partnership resources to pay for rental assistance and to help with the development of permanent supportive housing. Mayor Landrieu’s leadership also served as a catalyst for other elements of success, such as:
Central to the success in New Orleans was the coordinated teamwork of all community partners. Joining the city in the effort were public and private partners from the local, state and federal levels.
Collectively, these partners enacted a local strategy to provide all veterans with access to permanent housing and supportive services. In the face of housing shortages faced by most major metropolitan areas, caused by rising rents and low vacancy rates, housing solutions in New Orleans have been further complicated by the on-going recovery from Hurricane Katrina’s devastation, which flooded 80 percent of the city.
One way the community identified housing for veterans was through direct landlord engagement. Mayor Landrieu sent a letter to all landlords currently contracting with the city and the housing authority. Landlords were invited to a forum to learn more about available housing resources as well as the coordinated collaborations that would partner with them in support of formerly homeless veterans.
In addition, the city’s partnership with the Housing Authority of New Orleans, the local VA, and UNITY of Greater New Orleans resulted in 200 Housing Choice vouchers being designated for veterans no longer in need of HUD-VASH vouchers or other permanent supportive housing programs. This allowed other VASH and supportive housing vouchers to be made available for other homeless veterans.
As the city entered the final stretch of their efforts, a critical number of housing units became available through the Sacred Heart apartment complex. “The Sacred Heart units set us up for success when we needed it most,” said Sam Joel, the Mayor’s Senior Policy Advisor during a recent HUD/NLC Mayors Challenge forum.
Initially built in 1908 as a convent and school, the first of Sacred Heart apartments’ three development phases began accepting tenants in December 2014. When completed, the building will have 109 units, comprised of efficiencies and one-bedroom and two-bedroom apartments. 55 units will be prioritized for chronically homeless veterans, with the remaining 54 units being available for households earning less than 50 percent of the area’s median income. As development continues, the building also will have a sunroom, a computer lab, a courtyard area and an on-site parking lot.
The $7.6 million project was made possible by a partnership between The Home Depot Foundation, the City of New Orleans, the State of Louisiana, UNITY of Greater New Orleans, and the New Orleans Redevelopment Authority. Various local, state and federal affordable housing programs were used to finance the construction of the property, including $1.2 million from the Landrieu administration. The remaining gap in financing was provided by The Home Depot Foundation.
In addition to providing investment capital, the Foundation donated construction supplies, fixtures and other furnishings for the new units. Volunteers of the local Team Depot visited the site to deliver and assemble furniture such as tables, chairs and shelving to ensure the veterans’ new apartments were comfortable enough to call home.
Members of Team Depot assemble furniture for veterans as they move into units at the Sacred Hearts apartments in New Orleans. (photo courtesy of The Home Depot Foundation)
Maintaining Functional Zero
New Orleans joins Salt Lake City and Phoenix in proving that communities can solve an issue once thought to be intractable. New Orleans’ success demonstrates that, with persistent leadership, community collaboration and the determination to identify needed housing, cities can provide housing for all veterans and ensure that future episodes of homelessness are rare, brief and non-recurring.
As the first city to declare they have reached the goal of the Mayors Challenge to End Veteran Homelessness, New Orleans provides precedent for how a city can measure and discuss what it means to “end veteran homelessness.” Attaining this goal has come to be characterized as reaching “functional zero.”
New Orleans defines ending veteran homelessness as ensuring every homeless veteran who can be located is placed in permanent housing or in temporary housing with an identified permanent housing placement.
“Veteran homelessness is an important and challenging issue, and we are very proud of our accomplishment in New Orleans – but the work of ending veteran homelessness is never really done,” said Mayor Landrieu. “That’s why we have also created a new and sustainable rapid response model that combines all available local, state and federal resources with the work of our local active duty and former military personnel – utilizing veterans to help veterans. I hope our model here in New Orleans can be replicated nationwide so that we can end veteran homelessness in America once and for all.”
Veterans and others will always face periods of housing instability. But ensuring homelessness is not perennial is a dramatic change in how our country has addressed homelessness for more than 30 years. New Orleans’ accomplishment – and Mayor Landrieu’s understanding of what functional zero means for his city – provides guidance as other cities move closer to this goal.
About the Author: Elisha Harig-Blaine is the Principal Associate for Housing (Veterans and Special Needs) at NLC. Follow Elisha on Twitter at @HarigBlaine.
This is a guest post by Scott Adams, the creator of Dilbert. It originally appeared here.
If you were to build a city from scratch, using current technology, what would it cost to live there? I think it would be nearly free if you did it right.
This is a big deal because people aren’t saving enough for retirement, and many folks are underemployed. If the economy can’t generate enough money for everyone to pay for a quality lifestyle today, perhaps we can approach it from the other direction and lower the cost of living.
Consider energy costs. We already know how to build homes that use zero net energy. So that budget line goes to zero if you build a city from scratch. Every roof will be intelligently oriented to the sun, and every energy trick will be used in the construction of the homes. (I will talk about the capital outlay for solar panels and whatnot later.)
I can imagine a city built around communal farming in which all the food is essentially free. Imagine every home with a greenhouse. All you grow is one crop in your home, all year, and the Internet provides an easy sharing system as well as a way to divide up the crops in a logical way. I share my cucumbers and in return get whatever I need from the other neighbors’ crops via an organized ongoing sharing arrangement. My guess is that using the waste water (treated) and excess heat from the home you could grow food economically in greenhouses. If you grow more than you eat, the excess is sold in neighboring towns, and that provides enough money for you to buy condiments, sauces, and stuff you can’t grow at home.
Medical costs will never go to zero, but recent advances in medical testing technology (which I have seen up close in start-up pitches) will drive the costs of routine medical services down by 80% over time. That’s my guess, based on the several pitches I have seen.
Now add Big Data to the mix and the ability to catch problems early (when they are inexpensive to treat) is suddenly tremendous.
Now add IBM’s Watson technology (artificial intelligence) to the medical system and you will be able to describe your symptoms to your phone and get better-than-human-doctor diagnoses right away. (Way better. Won’t even be close.) So doctor visits will become largely unnecessary except for emergency room visits, major surgeries, and end-of-life stuff.
Speaking of end-of-life, assume doctor-assisted-suicide is legal by the time this city is built. I plan to make sure that happens in California on the next vote. Other states will follow. In this imagined future you can remove much of the unnecessary costs of the cruel final days of life that are the bulk of medical expenses.
Now assume the city of the future has exercise facilities nearby for everyone, and the city is designed to promote healthy living. Everyone would be walking, swimming, biking, and working out. That should reduce healthcare costs.
Now imagine that because everyone is growing healthy food in their own greenhouses, the diet of this new city is spectacular. You’d have to make sure every home had a smoothie-maker for protein shakes. And let’s say you can buy meat from the outside if you want it, so no one is deprived. But the meat-free options will improve from the sawdust and tofu tastes you imagine now to something much more enjoyable over time. Healthy eaters who associate with other healthy eaters share tricks for making healthy food taste amazing.
Now assume the homes are organized such that they share a common center “grassy” area that is actually artificial turf so you don’t need water and mowing. Every home opens up to the common center, which has security cameras, WiFi, shady areas, dog bathroom areas, and more. This central lawn creates a natural “family” of folks drawn to the common area each evening for fun and recreation. This arrangement exists in some communities and folks rave about the lifestyle, as dogs and kids roam freely from home to home encircling the common open area.
That sort of home configuration takes care of your childcare needs, your pet care needs, and lots of other things that a large “family” handles easily. The neighborhood would be Internet-connected so it would be easy to find someone to watch your kid or dog if needed, for free. My neighborhood is already connected by an email group, so if someone sees a suspicious activity, for example, the entire neighborhood is alerted in minutes.
I assume that someday online education will be far superior to the go-to-school model. Online education improves every year while the classroom experience has started to plateau. Someday every home will have what I call an immersion room, which is a small room with video walls so you can immerse yourself in history, or other studies, and also visit other places without leaving home. (Great for senior citizens especially.) So the cost of education will drop to zero as physical schools become less necessary.
When anyone can learn any skill at home, and any job opening is easy to find online, the unemployment rate should be low. And given the low cost of daily living, folks can afford to take a year off to retool and learn new skills.
The repair and maintenance costs of homes can drop to nearly zero if you design homes from the start to accomplish that goal. You start by using common windows, doors, fixtures, and mechanical systems from a fixed set of choices. That means you always have the right replacement part nearby. Everyone has the same AC units, same Internet routers, and so on. If something breaks, a service guy swaps it out in an hour. Or do it yourself. If you start from scratch to make your homes maintenance-free, you can get close. You would have homes that never need paint, with floors and roofs that last hundreds of years, and so on.
Today it costs a lot to build a home, but most of that cost is in the inefficiency of the process. In the future, homes will be designed to the last detail using CAD, and factory-cut materials of the right size will appear on the job site as a snap-together kit with instructions printed on each part. I could write a book on this topic, but the bottom line is that home construction is about 80% higher than it needs to be even with current technology.
The new city would be built on cheap land, by design, so land costs would be minimal. Construction costs for a better-than-today condo-sized home would probably be below $75,000 apiece. Amortized over 15 years the payments are tiny. And after the 15th year there is no mortgage at all. (The mortgage expense includes the solar panels, greenhouses, etc.)
Transportation would be cheap in this new city. Individually-owned automobiles would be banned. Public transportation would be on-demand and summoned by app (like Uber).
And the self-driving cars would be cheap to build. Once human drivers are out of the picture you can remove all of the safety features because accidents won’t happen. And you only summon a self-driving car that is the size you need. There is no reason to drag an empty back seat and empty trunk everywhere you go. And if you imagine underground roads, the cars don’t need to be weather-proof. And your sound system is your phone, so the car just needs speakers and Bluetooth. Considering all of that, self-driving cars might someday cost $5,000 apiece, and that expense would be shared across several users on average. And imagine the cars are electric, and the city produces its own electricity. Your transportation budget for the entire family might be $200 per month within the city limits.
The cost of garbage service could drop to nearly zero if homes are designed with that goal in mind. Your food garbage would go back to the greenhouse as mulch. You wouldn’t have much processed food in this city, so no cans and bottles to discard. And let’s say you ban the postal service from this new city because all they do is deliver garbage anyway. (All bills will be online.) And let’s say if you do accumulate a bag of garbage you can just summon a garbage vehicle to meet you at the curb using the same app you use for other vehicles. By the time you walk to the curb, the vehicle pulls up, and you toss the bag in.
I think a properly-designed city could eliminate 80% of daily living expenses while providing a quality of life far beyond what we experience today. And I think this future will have to happen because the only other alternative is an aggressive transfer of wealth from the rich to the poor by force of law. I don’t see that happening.
The office of Mayor William A. Bell, Sr., engaged citizen volunteers and formed partnerships with various local organizations in order to revitalize communities in Birmingham, Ala. (image courtesy of citiesofservice.org)
In Birmingham, implementing Love Your Block is not just the right thing to do; it is the smart thing to do. Love Your Block gives my residents the opportunity to create projects that will have a deep impact on their neighborhood and ultimately improve the health, safety, and well being of the whole city.
Birmingham became a member of the Cities of Service coalition in 2012 – and committed to making an impact by revitalizing neighborhoods one block at a time. I was proud to receive a Cities of Service Impact Volunteering Fund grant so we could tackle neighborhood blight in a collaborative and actionable way. As recommended in the Cities of Service Love Your Block blueprint, my office engaged citizen volunteers and formed partnerships with organizations such as HandsOn Birmingham, Home Depot, and the Alabama Power Foundation in order to make a significant impact.
In the first year of Love Your Block Birmingham, we exceeded all of our impact metrics and goals. Thousands of Birmingham volunteers cleaned more than 26,000 square feet of graffiti, disposed of more than 70,000 pounds of trash and debris, planted over 500 trees and revitalized 40 blocks. We were able to identify 15 future neighborhoods for ongoing revitalization projects and leveraged 13 additional funding sources to support neighborhood revitalization projects. We also realized that we didn’t just make the streets cleaner – we brought people together to work alongside one another and empowered our citizens to take ownership of their neighborhoods and make a real and measurable impact.
After we completed the first round of our Love Your Block initiatives, I recognized that there was still a lot more work to do. Building on our early success, I pledged to make Love Your Block a part of my citywide strategy to make Birmingham a healthier and safer city through my RISE Birmingham program. With the support of an additional Impact Volunteering Fund grant from Cities of Service, we were able to distribute 20 mini-grants to support neighborhood groups in new and continued revitalization projects. RISE Birmingham has now become a movement across the city – we plan to revitalize 60 blocks, remove 90,000 pounds of trash and debris, clean 35,000 square feet of graffiti, plant 300 new trees, and conduct 7 neighborhood clean sweeps. We have also added a community policing component and are forming neighborhood watch groups to promote a sense of pride and community for neighborhood residents.
Like so many cities in America today, Birmingham has faced and continues to face many challenges. As mayor of this great city, it is my duty, privilege, and honor to bring people and organizations together to solve our challenges. I want every resident to know that I will continue to work on the issues about which they care most deeply and I am constantly focused on moving Birmingham forward in the best way I know how: through citizen engagement and collaboration among nonprofit, public, and private partners. Love Your Block has become an essential piece in the puzzle for a brighter future for Birmingham and I look forward to continuing to find out what it really means for residents to love their blocks by deepening our impact across the city.
This is a guest post by Jess Zimbabwe and Michelle McDonough Winters.
A Rose Center panel reviews a model of the Mueller Airport redevelopment in Austin, which includes both for-sale and for-rent homes—25% of the total units on the site—that are affordable to families making less than 80% of the area median income. (photo: Jess Zimbabwe)
Housing affordability is a serious concern for cities across the US. The Joint Center for Housing Studies has reported that 35 percent of Americans and half of all renters are “cost burdened,” meaning they pay more than 30 percent of their income on housing. This is a crisis that impacts not only families who stretch their budgets – and their commutes – to afford appropriate housing, but also the economic competitiveness of cities as businesses struggle to attract and retain qualified workers.
• City of Austin, Texas, for a comprehensive approach to housing policy. Designated by the US Census Bureau as the “nation’s capital for population growth,” the city of Austin is tackling its affordable housing shortage through a variety of mechanisms. In addition to the housing trust fund and general obligation bond funding, the city implemented planning and development policies and programs that encourage the production of affordable housing – securing affordability for more than 18,000-units since focusing on this crucial issue.
• City of Pasadena, California, for a comprehensive approach to housing policy. Since 2000, Pasadena’s housing policy and programs have resulted in the development of over 5,000 housing units in transit-oriented areas, including 1,370 units of affordable and workforce housing. Pasadena’s commitment to its housing vision, community engagement, and informed dialog has produced a highly integrated and effective mix of goals, policies, and programs for its 2014-2021 housing element plan.
• Baltimore Housing, Baltimore, Maryland, for the Vacants to Value Program. After losing nearly a third of its population since the 1950s, Baltimore Housing launched the Vacants to Value program to help attract 10,000 new residents. The program has leveraged over $25 million in private capital and worked across city agencies to transform vacant housing stock into workforce housing.
• Park City Municipal Corporation, Park City, Utah, for creating workforce housing choices in a resort community. Aiming to reduce the burden on local businesses created by high seasonal job turnover, Park City has supported the creation of workforce housing by providing financial incentives including grants, land donation and fee waivers. The city has coupled these efforts with an inclusionary housing ordinance, homebuyer assistance and rental programs for municipal employees to create and maintain workforce housing opportunities and a more sustainable community.
• New York City Department of Housing Preservation and Development, for the New Housing Marketplace Plan. A culture of innovation, leadership and collaboration have helped the New Housing Marketplace Plan to create or preserve 165,000 units of affordable housing—nearly 5,000 of which are workforce units – since 2003.
• City of San José, California. Over the last 30 years, the City of San José, the center of Silicon Valley, has become one of the toughest places in the country to find affordable housing. In response, the City adopted a variety of policies and programs that have created 10,600 units of workforce housing. Its policies extend beyond project finance to include long-term planning and periodic revision of its zoning code to reduce regulatory barriers.
Is your community doing something innovative or impactful to address the need for affordable and workforce housing? If so, help spread the word and apply for recognition.