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HomeMy WebLinkAboutAgenda - 10-21-2003-9bORANGE COUNTY BOARD OF COMMISSIONERS ACTION AGENDA ITEM ABSTRACT Meeting Date: October 21, 2003 Action AgerQ~ Item No. -I SUBJECT: Orange Community Housing and Land Trust -Consideration of Mission, Guiding Principles and Goals DEPARTMENT: County Manager PUBLIC HEARING: (Y/N) No ATTACHMENT(S): 9/15/03 OCHLT Correspondence to the BOCC 6/3/03 OCHLT Correspondence to Elected Officials and Related Staff INFORMATION CONTACT: Gwen Harvey, Assistant County Manager, ext 2307 Robert Dowling, Executive Director, OCHL1' TELEPHONE NUMBERS: Hillsborough 732-8181 Chapel Hill 968-4501 Durham 688-7331 Mebane 336-227-2031 PURPOSE: To receive an update from Orange Community Housing and Land Trust (OCHLT) on its plans, progress, and activities, and to consider formally endorsing its "Mission Statement, Guiding Principles, and Organizational Goals" BACKGROUND: On June 3, 2003, the Orange County Board Chair, the County Manager and County staff attended a meeting planned and convened by the Town of Chapel Hill (in cooperation with the Board Chair) that included OCHLT Executive Director Robert Dowling, President of the OCHLT Board of Directors Wayne Kuncl, and representative OCHLT Board members along with other elected and appointed leadership from the towns of Chapel Hill, Carrboro, and Hillsborough. The meeting was called to share expectations, address the future plans and capacity of OCHLT relative to the needs and interests of its governmental partners, and to generally enhance communications, coordination and working relationships. Subsequently, the OCHLT Board has reviewed and refined its operations and core organizational issues. The OCHLT Board has now adopted a "Mission Statement, Guiding Principles and Organizational Goals" and has requested that each local government formally review and endorse. The OCHLT also held its annual Board Retreat on October 8th during which on-going plans and proposals for the future were discussed. Robert Dowling and the newly elected OCHLT Board Chair will be available to present OCHLT's request for BOCC consideration and respond to any questions or concerns. 2 FINANCIAL IMPACT: There is no direct or immediate financial impact in the consideration of the OCHLT request. The BOCC makes decisions on its annual contribution to the OCHLT as part of the annual review of non-departmental budget requests through the County Manager. OCHLT's FY 03-04 appropriation from the BOCC totals $100,000. RECOMMENDATION(S): The Manager recommends that the Board hear from OCHLT representatives and provide feedback and guidance to OCHLT as desired and consider formal endorsement of the organization's "Mission Statement, Guiding Principles, and Organizational Goals". 3 Date: September 15, 2003 To: Orange County Board of Commissioners Chapel Hill Town Council Carrboro Board of Aldermen Hillsborough Town Board From: Wayne Kuncl, Board President of Orange Community Housing and Land Trust The board of directors of Orange Community Housing and Land Trust (OCHLT) has approved the attached Mission Statement, Guiding Principles and Organizational Goals. We would like each of the local governments to formally endorse these organizational tenets, in order to establish shared expectations. We are particularly interested in each local governing board approving our Organizational Goals, which define who we are. The staff and board devoted considerable time to this document because it's important as we plan for future development activities. The board considered opinions that were expressed by several elected officials whom we met with earlier this year. The specific questions that we discussed were the following: I. Should OCHLT continue to develop housing? It has been suggested that we focus our efforts on marketing the affordable homes built by private sector developers rather than develop homes ourselves. It is the Board's opinion that the organization should continue to pursue both strategies. The Town of Chapel Hill's policy of asking private sector developers to produce affordable housing for the Land Trust has proven an effective way to rapidly increase the county's permanently affordable housing stock We feel strongly that this strategy should be pursued at every opportunity, and, in all planning jurisdictions. However, depending upon the private sector ma.y preclude us from certain opportunities (such as participating with Habitat for Humanity on the Sunrise property). We believe that it will be important for OCHLT to be able to serve as an independent, non-profit developer that can flexibly meet affordable housing needs that are not addressed by the private sector. Also, OCHLT strives to produce high quality homes that will be attractive, energy efficient, a:nd affordable to maintain over time. The Board believes that OCHLT should continue to produce this type of durable, quality construction, rather than simply market homes that are produced by the private sector. II. Should OCHLT shift its emphasis from producing homeownership opportunities to producing rental and special needs housing? We are clearly not experts in the needs of special needs populations. 4 However, we can partner with agencies that serve these populations to provide/develop housing. In this respect, it would make sense for those agencies to first identify their clients' housing needs, and then partner with OCHLT to develop that housing. The Board recognizes affordable rental housing has already been identified as a pressing need in the county. We would be eager to participate in another tax credit rental development, but the right opportunity has not come along. It should be noted that we lack the capacity to manage many rental units, so the management function would need to be out-sourced. III. Should OCHLT focus more on renovating older homes? During the past five years we have become more skilled in developing new properties than in renovating existing homes. Our staff does not possess the construction expertise necessary to be successful with renovation work. In addition, our experiences with older homes have caused us to become cautious about becoming involved with homes needing extensive work. These homes often entail greater risk for the organization (as with the home on Milton Avenue that we recently purchased that has foundation problems) that can become very costly. As a result, we intend to limit the scope of our rehab work to just newer homes, like those in Culbreth Park in Chapel Hill. There are other organizations that are better able to renovate older properties. We want to serve the local governing boards in a way that serves each of your needs. However, we must be mindful that with a five person staff, our capacity is limited. Naturally, we will be happy to be present when each board discusses this matter, so please inform us of the date. Thank you again for your continued support. Copies to: John Link, Jr. Orange County Cal Horton, Town of Chapel Hill Eric Peterson, Town of Hillsborough James Harris, Town of Carrboro Approved by Board 6/11/03 Southern Human Services Center Orange Community Housing and Land Trust Mission, Guiding Principles and Goals Mission: To create permanently affordable housing and preserve land for the benefit of our community. Guiding Principles: RIGHT TO DECENT HOUSING: We recognize the universal right to safe, decent and secure housing for people of all income levels. We strive to provide rental and homeownership opportunities that offer dignity and security to residents. PERMANENT AFFORDABILITY: By keeping our lands and homes permanently affordable, we break the cycle by which real estate prices escalate beyond the reach of low-to-moderate income people. We seek to strike a balance between individual and community needs. QUALITY: We develop housing that is durable, attractive, healthy to live in and economical to maintain over the long run. Our homes are built to serve generations. ENVIRONMENTAL SENSITIVITY: We are good environmental stewards of our land and strive to balance the need for affordable development with environmental responsibility. COMMUNITY VOICE: We give the community a voice in the use and management of Land Trust properties by drawing our board and membership base from local residents. STEWARDSHIP: We will strive to ensure that Land Trust properties are well maintained over time, because we own the land in perpetuity. As our community evolves, our ownership of the land will allow us to meet changing land use needs. In time, our lands may be used for non-housing facilities and spaces if it is in the community's best interests. INCLUSIVITY: We believe that strong communities are economically, ethnically and culturally diverse. In providing access to affordable housing, we seek to promote and sustain community diversity. WORK ENVIRONMENT: We strive to create a respectful workplace where all employees and volunteers are treated with dignity, openness and fairness. We recognize the importance of maintaining decent wage, benefit and training opportunities in order to attract and retain dedicated staff. 6 Organizational Goals: 1. Create permanently affordable homeownership opportunities for households earning 80% or less of the Area Median Income. 2. Create affordable rental opportunities for households earning 60% or less of the Area Median Income. 3. Educate the community about the housing needs of low and moderate-income people, and promote strong programs that meet those needs. 4. In conjunction with local governments, develop partnerships with private sector developers to include affordable housing units in all new housing developments in Orange County. 5. Collaborate with other non-profit affordable housing providers to generate new, innovative housing opportunities. 6. Build a "land bank" for future Land Trust projects. 7. Increase awareness and knowledge of the Land Trust among residents of Orange County. 8. Increase Land Trust membership and member involvement. 9. Diversify funding sources by increasing our donor base and establishing a strategic fundraising program. 7 Date: June 6, 2003 To: Kevin Foy, Margaret Brown, Michael Nelson, Joe Phelps, Edith Wiggins, Flicka Bateman, Alex Zaffron, Cal Horton, John Link, Jr., Eric Peterson, Gwen Harvey, Tara Fikes, James Harris, Emily Dickens Copy To: Wayne Kuncl, Eleanor Howe, Nina Moseley, Garry Sronce From: Robert Dowling Re: Notes from meeting about the Land Trust I thought it would be useful to simply list the major themes that were discussed at our meeting at Chapel Hill Town Hall. As we discussed, the board of the Land Trust is relatively new, and members are interested in directing the organization in a way that meets the expecstations of our local government fenders. The major points/questions raised at the meeting were the following: 1. A question was raised about why the governments fund just 70-75% of the Land Trust budget? 2. In response, it was noted that the Land Trust is able to earn development and marketing fees to augment allocations from the governments. 3. The Land Trust will not typically endorse development applications. However, we will express our willingness to work with private sector developers who include affordable housing in their developments. 4. The Land Trust is currently considering participating in a retirement community in Hillsborough. Buyers of these retirement homes will not be first-time homebuyers. This did not seem to deter anyone. 5. The County has established housing priorities and allocated bond funds to reflect those priorities. The majority o:f the bond funds are designated for rental and special needs housing. At this time the Land Trust is not working with these populations. However, our organizational goals include providing rental housing for persons below 60% of median income. 6. It was said that there should be an emphasis on :rehabilitating existing homes rather than building new homes. We have done some rehab; enough to know how difficult it can be. 7. Some believe the Land Trust should focus its efforts on partnering with private sector developers, rather than undertaking development on its own. 8. Another opinion offered was the Land Trust shc-uld do its own development if it has the resources and capacity (as well as work with the private sector). 9. A common opinion was that the Land Trust should tap into County bond funds that are available for land banking. 10. The Land Trust should continue to utilize energy efficiency measures in all the homes it builds. We should even explore solar energy options. 11. The Land Trust should develop standards to be :met by private sector developers when they include us in their projects. 12. It was asked if the Land Trust is the right organization to reach out to special needs populations (which include people with mental disabilities, physical disabilities, etc). Or should housing for that segment of the population be the task of another. nonprofit group? 13. The Land Trust does not have the capacity to manage many rental properties. We also do not possess the expertise to provide services to special needs populations. 14. We would all like to build another Dobbins Hill., making use of tax credit financing. However, finding affordable land in town that can be densely developed is very difficult. 15. The Land Trust should meet with Giles Blunder to hear what he is doing about SRO units in Carrboro. 16. It was said that there is a continuum of housing needs in the County and we tend to focus on folks at the higher end of those needs. The question raised was `should we be devoting more time and energy to providing housing to lower income people who require subsidized rental housing'? 17. It was pointed out that our homebuyers tend to be public sector employees who typically cannot afford to own a home in Chapel Hill or Carrboro. 18. The Board of County Commissioners would like to appoint a Commissioner to the Land Trust board at the next annual meeting. 19. As an organization that is charged with administering 99-year leases, stability of funding is important. 20. The Land Trust has a good marketing relationship with the Towns of Chapel Hill and Carrboro, as well as with Orange County and the Chapel Hill-Carrboro school district. 21. We have less success in accessing employees o:f the university and hospital. 22. There seemed to be general acceptance of our newly written Mission Statement, Guiding Principles and Organizational Goals. If I left out something that should be included, please let me know. The Land Trust board will review these points at the next board meeting and answer some of the questions that were raised. In addition, the board will ask each local elected board to formally endorse our Mission, Guiding Principles and Goals. Again, I would like to thank everyone for attending this meeting. Your very presence indicates support that is critical to the long-term success of the organization.