BHP Strategic Plan.indd - Boulder Housing Partners
BHP Strategic Plan.indd - Boulder Housing Partners
BHP Strategic Plan.indd - Boulder Housing Partners
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<strong>Boulder</strong> <strong>Housing</strong> <strong>Partners</strong><br />
A housing authority since 1966<br />
Long Term <strong>Strategic</strong> <strong>Plan</strong><br />
Published December 2008<br />
Providing homes – Creating community – Changing Lives<br />
“<strong>Housing</strong> is essential to solid families, good neighborhoods, and strong cities<br />
and states... Home defines who we are and prepares us for all we can be.”<br />
-Our Communities, Our Homes:<br />
Pathways to <strong>Housing</strong> and Homeownership in America’s Cities and States
A L O B<br />
D R:<br />
<strong>Boulder</strong> <strong>Housing</strong> <strong>Partners</strong> has operated in the <strong>Boulder</strong> community since 1966, when citizens saw<br />
the need to provide housing to low and moderate income households.<br />
Our primary mission is to provide quality affordable housing that is developed and managed with<br />
respect for the dignity of all involved. We also seek to create a sense of community strength and spirit<br />
that supports resident efforts to realize success in their lives.<br />
W S P:<br />
1. To protect and enhance the housing that we currently own and manage so that all of our<br />
housing is an asset to the community, sustainable for <strong>BHP</strong> and an affordable and wonderful<br />
place to live for the residents.<br />
2. To create new opportunities for affordable housing, through the purchase of existing<br />
housing, construction of new homes, and increase in supply of vouchers that can be used in<br />
the private market.<br />
3. To help our residents pursue successful, productive and dignified lives by mobilizing<br />
resources for supportive and service-enriched housing within <strong>BHP</strong>’s portfolio.<br />
4. To improve and expand our internal operations and our community outreach to attract<br />
more customers, qualified staff, additional revenue and opportunity.<br />
We invite you to join us as we seek to serve <strong>Boulder</strong>. Any success we achieve is the result of strong<br />
partnerships with other organizations and individuals. We have many volunteer opportunities,<br />
including our Board of Directors. Call us and join us in our mission!<br />
Thank you for reading our strategic plan.<br />
Sincerely,<br />
James Topping<br />
On behalf of the Board of Commissioners
E S<br />
In 1966 the <strong>Housing</strong> Authority of the City of <strong>Boulder</strong> was created as a state-chartered entity to<br />
build, own and manage affordable and subsidized housing for low and moderate-income <strong>Boulder</strong><br />
citizens. Today, doing business as <strong>Boulder</strong> <strong>Housing</strong> <strong>Partners</strong> (<strong>BHP</strong>), the housing authority manages<br />
1641 units of housing in three distinct programs:<br />
1. 460 homes in which HUD’s direct subsidy allows rent to adjust to a family’s income;<br />
2. 531 homes in which rent, while targeting specific incomes, is fixed at affordable levels; and<br />
3. 650 <strong>Housing</strong> Choice Vouchers, a program which assists families with rent in the private<br />
market.<br />
These homes are found in 32 locations well dispersed throughout the city and have an asset value of<br />
$36 million.<br />
<strong>Boulder</strong> will continue to be a high-cost housing community. We expect the City to remain<br />
committed to the goal of having ten percent of the housing inventory in <strong>Boulder</strong> as permanently<br />
affordable. In partnership with the City of <strong>Boulder</strong> and more than 50 community partners ,<br />
<strong>Boulder</strong> <strong>Housing</strong> <strong>Partners</strong> will remain a primary implementer of that vision. Our development<br />
program over the next five years has a strong emphasis on redevelopment of aging properties in our<br />
portfolio as well as an emphasis on maximizing our ability to respond to opportunities as they arise.<br />
In the coming years, we anticipate :<br />
1. The completion of Broadway West, 26 new affordable units, near the North <strong>Boulder</strong> Rec<br />
Center.<br />
2. The completion of the redevelopment of the <strong>Boulder</strong> Mobile Manor site in order to create<br />
79 new affordable, highly sustainable homes.<br />
3. The completion of a development plan for the High Mar property<br />
4. The creation of a strategic plan for our public housing units<br />
5. The redevelopment of at least two properties we currently own and manage<br />
Note: Reference to partners will come up repeatedly in this document. While too many to list here, it is<br />
important for the reader to understand that the management and development of affordable housing relies<br />
on active participation by many entities including the local, state and federal government, private and public<br />
investors, financial partners, development partners, the important partnerships – formal and informal – with<br />
our residents and the more than 30 community-based organizations that provide services to our residents.
O V<br />
<strong>Boulder</strong> <strong>Housing</strong> <strong>Partners</strong> will<br />
engage with the city and the<br />
community in the development<br />
of affordable housing that<br />
is increasingly welcomed<br />
and integrated into <strong>Boulder</strong><br />
neighborhoods, providing for a<br />
diverse and sustainable community.
O M<br />
Our primary mission is to provide<br />
quality, affordable housing that<br />
is developed and managed with<br />
respect for the dignity of all involved.<br />
We also seek to create a sense of<br />
community strength and spirit that<br />
supports resident efforts to realize<br />
success in their lives.
O B O<br />
To achieve this mission all <strong>BHP</strong> projects will<br />
maintain a triple bottom line, with attention<br />
to each component:<br />
• Maintaining the fiscal viability of the<br />
organization<br />
• Achieving a social goal, through the<br />
provision of affordable housing<br />
• Achieving environmental sustainability
O O C<br />
O <br />
We will maintain a strong commitment to excellent management of the units we own. We<br />
will work to implement a guiding framework in which every property we own is:<br />
1. Managed with compassion and rich with community spirit and services;<br />
2. Efficient and well-run, relying on sound policies and procedures, excellent risk<br />
management, and the provision of opportunities for resident enrichment and<br />
continuous learning;<br />
3. Energy efficient, environmentally sustainable and aesthetically beautiful; and<br />
4. Managed in a way that responds to resident needs and desires.<br />
We will rely on our current strong relationship with our staff, our residents via the Resident<br />
Council and the more than 50 community partners to help bring these principles to<br />
practice.<br />
We will also increase our use of private property management partners, when appropriate<br />
and cost-effective, to help absorb the impact of new development. In this next three to<br />
five-year period we expect to determine the best way to structure our property management<br />
approach.<br />
O <br />
Working with government agencies, private developers, and<br />
non-profit agencies we will design and develop new housing<br />
that enhances the community.<br />
We will acquire housing scattered throughout the community<br />
and hold it permanently affordable over time.<br />
We will seek additional housing vouchers to be used in the<br />
private market.
O C V<br />
E -<br />
C -<br />
S -<br />
striving for the best in everything we do,<br />
promoting understanding, involvement,<br />
partnership and teamwork<br />
helping others with compassion, respect and<br />
dignity<br />
O -<br />
promoting professional competence,<br />
achievement, and healthy community<br />
I -<br />
respecting diversity, embracing unity, promoting<br />
honesty and trustworthiness.
W W A<br />
W B H P<br />
In 2001, we changed our name from the <strong>Housing</strong> Authority of the City of <strong>Boulder</strong>,<br />
to <strong>Boulder</strong> <strong>Housing</strong> <strong>Partners</strong>. We made this change because we believe that to be<br />
successful in our high cost community, we must form partnerships with non-profit<br />
and for-profit organizations to acquire, build, and manage affordable housing. As a<br />
provider of housing, we seek partnerships with service agencies to bring assistance in<br />
many forms to our sites. For example, <strong>Boulder</strong> Shelter for the Homeless, the <strong>Boulder</strong><br />
Police Department, the City’s Parks and Recreation Department, and the “I Have a<br />
Dream Foundation” are a few of many service partners offering programs at our sites.<br />
As we acquire and develop new housing, we work closely with the local, state, and<br />
federal agencies, as well as private developers to bring all the financing and expertise<br />
needed to create new affordable housing.
O S<br />
Our goal is to manage for the public good, by providing housing for very low-income<br />
families, people with disabilities and elderly citizens. The strengths that allow us to<br />
be successful include:<br />
• We have a dedicated, experienced Board of Commissioners.<br />
• We have a committed, long-term staff.<br />
• We have conservative fiscal policies and maintain adequate reserves.<br />
• We meet or exceed our budget projections.<br />
• We plan for the future of the organization through five-year strategic plans<br />
that anticipate market trends, changes in resources and impacts to financial<br />
feasibility.<br />
• We involve the public in our long term and project planning.<br />
• The organization has existed since 1966.<br />
• Our new projects win awards in design and are thoughtfully integrated into<br />
existing neighborhoods.<br />
• We acquire existing apartments, condos, and townhouses and keep them<br />
affordable while upgrading the living conditions.<br />
• We bring resources to our current sites, upgrading apartments, maintaining<br />
the grounds, and planting flowers.<br />
• We work in partnership with the City of <strong>Boulder</strong>, non-profit and for-profit<br />
partners to create new housing and provide services to our current residences.
G O<br />
To protect and enhance the housing that we currently own and manage<br />
so that all of our housing is an asset to the community and a wonderful<br />
place to live for the residents.<br />
S 1:<br />
Increase the quality, value, marketability and energy efficiency<br />
of all properties in the <strong>BHP</strong> portfolio.<br />
A:<br />
1. Identify funding sources to implement the <strong>BHP</strong> Conservation and Sustainability <strong>Plan</strong>,<br />
adopted September 2008, across all sites to conserve energy, water and waste, while<br />
improving indoor air quality and reducing green house gas emissions.<br />
2. Increase the use of renewable energy sources on all properties and in <strong>BHP</strong> operations<br />
3. Begin work with HUD and a local lender to use an allocation of the annual Capital Fund<br />
dollars to finance a major renovation of one or more public housing sites.<br />
4. Complete phase I of the renovation and refinance of Bridgewalk.<br />
5. Begin to refine and fund reserves to the target identified in each property’s ten year capital<br />
improvement plan<br />
6. Adopt a policy defining which of <strong>BHP</strong>’s properties will be managed as smoke-free and/or<br />
smoking permissible.<br />
7. Develop a strategic approach to curb appeal and neighborhood integration<br />
8. Strive for excellence in all performance metrics areas.<br />
9. Propose to the City’s Technical Review Group that they earmark a portion of the annual<br />
Community <strong>Housing</strong> Assistance Program (CHAP) funds to dedicate to a major renovation<br />
of <strong>BHP</strong> non-public properties.<br />
10. Complete phase II of the renovation and refinance of Bridgewalk.
G O<br />
S 2:<br />
A:<br />
Further develop and enhance a strategic portfolio plan and<br />
business model that protects <strong>BHP</strong>’s investment while meeting<br />
the housing needs of our residents.<br />
1. Develop an intentional strategy for optimal portfolio size and composition in order to guide<br />
decisions about development, redevelopment, and acquisition and maximize rental income<br />
2. Create an asset plan for those properties that are performing off-budget or off-mission,<br />
including a schedule disposition of under performing assets<br />
3. Find new revenue sources to support the organization<br />
4. Undertake process improvement analysis in order to achieve reductions in operating costs<br />
5. Address the specific needs of public housing in the context of the portfolio plan.<br />
6. Analyze the impact of changing immigration laws on <strong>BHP</strong>’s current and prospective<br />
customer base<br />
7. Analyze the impact of changing economic conditions on <strong>BHP</strong>’s business model<br />
8. Develop a redevelopment plan to update our older housing product to better serve the<br />
needs of our residents and the community.<br />
S 3:<br />
A:<br />
Develop the staff and infrastructure necessary to manage a<br />
sustainable and viable portfolio with a focus on exemplary<br />
customer service.<br />
1. Initiate a process improvement program to improve customer service at all levels, beginning<br />
with a review of all standard documents.<br />
2. Develop both skills and partnerships that allow us to respond to difficult resident problems<br />
with greater success and less strain.<br />
3. Maximize the efficiencies from our operating software and fully engage in emerging<br />
technologies.<br />
4. Increase our capacity to manage a complex and diverse portfolio by increasing our<br />
investment in staff training.
G T<br />
To create new opportunities for affordable housing through the<br />
purchase of existing housing, construction of new homes, and increase<br />
in supply of vouchers that can be used in the private market.<br />
S 1:<br />
A:<br />
In order to create new units to serve the community, complete the<br />
development and construction of current project commitments as they<br />
are determined to be feasible.<br />
1. Complete construction of 26 affordable units at Broadway West.<br />
2. Complete infrastructure and begin building 79 units at <strong>Boulder</strong> Mobile Manor.<br />
3. Refine proforma and begin design and public process to develop approximately 56 affordable units a<br />
High Mar.<br />
S 2:<br />
A:<br />
In order to meet City goals and expand options, actively<br />
identify new opportunities to create and add affordable units to<br />
the portfolio including the following:<br />
1. Seek new construction, redevelopment and land bank opportunities in the community;<br />
2. Track real estate offerings and new listings as well as develop informal contacts to identify<br />
potential acquisitions of land and buildings;<br />
3. Partner with private sector developers to acquire and manage the affordable units created in<br />
their new construction or redevelopment projects;<br />
4. Explore the opportunities for <strong>BHP</strong> to lead in the development of the Transit Village site;<br />
5. Reach out to non-profits and public sector property owners who plan to develop projects<br />
that include housing;<br />
6. Explore and encourage potential public private partnerships including the use of bank<br />
qualified tax exempt debt and <strong>BHP</strong>’s property tax exemption; and<br />
7. Expand the provision of Technical Assistance services to entities considering development<br />
and/or affordable housing projects;
G T<br />
S 3:<br />
A:<br />
Increase our capacity to respond to acquisition and<br />
development opportunities, in order to expand and diversify<br />
our portfolio.<br />
1. Encourage and participate in community-wide processes to understand unmet community<br />
housing needs.<br />
2. Work with the City of <strong>Boulder</strong> to undertake an updated needs assessment that identifies<br />
housing gaps with a focus on the need for housing for seniors;<br />
3. Develop an intentional strategy for optimal portfolio size and composition in order to guide<br />
decisions about development, redevelopment, and acquisition.<br />
4. Structure a process to determine if <strong>BHP</strong> will continue to acquire existing housing in the<br />
community and create a proactive plan to acquire units, as identified in the process.<br />
5. Find efficiencies in our acquisition and development process to allow us to move more<br />
quickly when necessary.<br />
6. Actively research and analyze funding sources and their impact on who we serve and on<br />
staff.<br />
7. Provide leadership and advocacy for projects in the community that meets affordable<br />
housing goals<br />
8. Explore partnerships with entities such as CU on work force housing and developers<br />
seeking to fulfill inclusionary zoning requirements<br />
S 4:<br />
A:<br />
Implement major redevelopments of public housing properties<br />
and other aging buildings in <strong>BHP</strong>’s portfolio.<br />
1. At the completion of the <strong>BHP</strong> portfolio strategic plan (Goal 1, Strategy 2) begin the<br />
implementation phase by identifying the most appropriate redevelopment and/or<br />
repositioning strategy for each asset.
G T<br />
S 5:<br />
Acon:<br />
Adopt green-building strategies and efficiencies in all new<br />
construction and acquisition/rehabilitation projects.<br />
1. Implement energy conservation and sustainability criteria plan to improve or know building<br />
performance –energy use, comfort, marketability and value of <strong>BHP</strong> properties.<br />
2. Continue to create partnerships with green builders<br />
S 6:<br />
Pursue opportunities to purchase and hold land for future use.<br />
A:<br />
1. As part of the 2009 <strong>Boulder</strong> Valley Comprehensive <strong>Plan</strong> update, explore opportunities for<br />
land banking<br />
2. Work collaboratively with other local groups to identify opportunities for land banking<br />
3. Explore potential AREA IIA partnerships and opportunities/reservations<br />
S 7:<br />
A:<br />
Pursue opportunities to grow the <strong>Housing</strong> Choice Voucher<br />
program.<br />
1. Evaluate every notice of funding for new vouchers with the goal of making application to<br />
grow the program
G T<br />
Help our residents pursue successful, productive and dignified lives<br />
by mobilizing resources for supportive and service-enriched housing<br />
within <strong>BHP</strong>’s portfolio<br />
S 1:<br />
A:<br />
Increase communication and collaboration with existing<br />
service providers in <strong>Boulder</strong> to enhance the network of services<br />
and opportunities available to <strong>BHP</strong> residents.<br />
1. Actively participate in the implementation of the <strong>Boulder</strong> County Human Services <strong>Strategic</strong><br />
<strong>Plan</strong>.<br />
2. Begin work to develop partnerships that increase resident employment opportunities with a<br />
focus on green industry employment.<br />
S 2:<br />
A:<br />
Begin to develop a model in which <strong>BHP</strong> is tracking and<br />
assisting residents to move through a continuum of housing<br />
1. Develop a staff team with members from property management and resident services to<br />
identify how many <strong>BHP</strong> families, at which properties, are candidates for the continuum<br />
program.<br />
2. Maximize the use of our operating software to develop an individualized housing plan for<br />
each resident.<br />
3. Collaborate with the City to educate residents about the Affordable Home Ownership<br />
Program.<br />
S 3:<br />
Action:<br />
Identify funding sources and expand our resident services<br />
program to <strong>BHP</strong>’s family sites.<br />
1. Continue to identify sustainable funding sources for additional resident services.<br />
2. Work with the City to include services such as Eco-passes and recreation center passes at all<br />
of the family sites.
G T<br />
S 4:<br />
A:<br />
Support the developing capacity of <strong>Boulder</strong> <strong>Housing</strong> <strong>Partners</strong><br />
Foundation as a viable and active contributor to <strong>BHP</strong>’s resident<br />
services vision.<br />
1. Support the Foundation Board in its fund development goals<br />
2. Analyze viable options for continued funding of the Foundation by <strong>BHP</strong><br />
3. Continue to identify and clarify the role of the Foundation in the stewardship of the resident<br />
services vision, advocacy with service providers in the community and fundraising and<br />
grant making to provide a sound financial support to the program.<br />
4. Explore the benefits of gaining CHODO status for the Foundation.
G F<br />
Improve and expand our internal operations and our community<br />
outreach in order to attract more customers, qualified staff, additional<br />
revenue and opportunity.<br />
S 1:<br />
A:<br />
Undertake a community outreach program to widen the<br />
community’s understanding of our work.<br />
1. Refine goals for and determine the capacity required to develop and maintain an overall<br />
<strong>BHP</strong> PR and marketing plan<br />
2. Initiate a website redesign to improve customer service and broaden community awareness<br />
of <strong>BHP</strong><br />
3. Expand the advocacy role for <strong>BHP</strong> Board members and develop a regular program of<br />
speaking engagements and community contact for them.<br />
4. Develop a program to recognize and reward excellent tenancy<br />
5. Identify strategic placement /engagement of staff members on local Boards, Commissions<br />
and industry associations.<br />
S 2:<br />
A:<br />
Enhance our partnerships with the City and community in<br />
meeting the housing and service needs of <strong>Boulder</strong>.<br />
1. Sponsor an annual event to exchange ideas with City Council and other elected and<br />
appointed officials about the housing needs of <strong>Boulder</strong>.<br />
2. Continue regular meetings with the Department of <strong>Housing</strong> and Human Services, and<br />
other key City departments to help them understand our unique role, and challenges, as an<br />
affordable housing manager and developer.<br />
3. Continue to collaborate with our neighboring housing authorities, beginning first with an<br />
analysis of a collaborative Section 8 program and continuing with the exploration of new<br />
fund sources. Continue to collaborate with other non-profit housing providers, the<br />
University of Colorado and regional planning groups in regional planning discussions.<br />
4. Convene a forum on energy efficiency best-practices in affordable housing.<br />
5. Continue to develop Green Consortium <strong>Partners</strong>hips