Boulder Housing PartnersA housing authority since 1966

Long Term Strategic Plan Published December 2008

Providing homes – Creating community – Changing Lives

“Housing is essential to solid families, good neighborhoods, and strong cities and states... Home defines who we are and prepares us for all we can be.”

-Our Communities, Our Homes:Pathways to Housing and Homeownership in America’s Cities and States

Boulder Housing Partners has operated in the Boulder community since 1966, when citizens saw the need to provide housing to low and moderate income households.

Our primary mission is to provide quality aff ordable housing that is developed and managed with respect for the dignity of all involved. We also seek to create a sense of community strength and spirit that supports resident eff orts to realize success in their lives.

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1. To protect and enhance the housing that we currently own and manage so that all of our housing is an asset to the community, sustainable for BHP and an aff ordable and wonderful place to live for the residents.

2. To create new opportunities for aff ordable housing, through the purchase of existing housing, construction of new homes, and increase in supply of vouchers that can be used in the private market.

3. To help our residents pursue successful, productive and dignifi ed lives by mobilizing resources for supportive and service-enriched housing within BHP’s portfolio.

4. To improve and expand our internal operations and our community outreach to attract more customers, qualifi ed staff , additional revenue and opportunity.

We invite you to join us as we seek to serve Boulder. Any success we achieve is the result of strong partnerships with other organizations and individuals. We have many volunteer opportunities, including our Board of Directors. Call us and join us in our mission!

Th ank you for reading our strategic plan.

Sincerely,

James ToppingOn behalf of the Board of Commissioners

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In 1966 the Housing Authority of the City of Boulder was created as a state-chartered entity to build, own and manage affordable and subsidized housing for low and moderate-income Boulder citizens. Today, doing business as Boulder Housing Partners (BHP), the housing authority manages 1641 units of housing in three distinct programs:

1. 460 homes in which HUD’s direct subsidy allows rent to adjust to a family’s income; 2. 531 homes in which rent, while targeting specific incomes, is fixed at affordable levels; and 3. 650 Housing Choice Vouchers, a program which assists families with rent in the private market.

These homes are found in 32 locations well dispersed throughout the city and have an asset value of $36 million.

Boulder will continue to be a high-cost housing community. We expect the City to remain committed to the goal of having ten percent of the housing inventory in Boulder as permanently affordable. In partnership with the City of Boulder and more than 50 community partners , Boulder Housing Partners will remain a primary implementer of that vision. Our development program over the next five years has a strong emphasis on redevelopment of aging properties in our portfolio as well as an emphasis on maximizing our ability to respond to opportunities as they arise.

In the coming years, we anticipate :

1. The completion of Broadway West, 26 new affordable units, near the North Boulder Rec Center. 2. The completion of the redevelopment of the Boulder Mobile Manor site in order to create 79 new affordable, highly sustainable homes. 3. The completion of a development plan for the High Mar property 4. The creation of a strategic plan for our public housing units 5. The redevelopment of at least two properties we currently own and manage

Note: Reference to partners will come up repeatedly in this document. While too many to list here, it is important for the reader to understand that the management and development of affordable housing relies on active participation by many entities including the local, state and federal government, private and public investors, financial partners, development partners, the important partnerships – formal and informal – with our residents and the more than 30 community-based organizations that provide services to our residents.

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Boulder Housing Partners will

engage with the city and the

community in the development

of affordable housing that

is increasingly welcomed

and integrated into Boulder

neighborhoods, providing for a

diverse and sustainable community.

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Our primary mission is to provide

quality, affordable housing that

is developed and managed with

respect for the dignity of all involved.

We also seek to create a sense of

community strength and spirit that

supports resident efforts to realize

success in their lives.

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maintain a triple bottom line, with attention to each component:

• Maintaining the fiscal viability of the organization

• Achieving a social goal, through the provision of affordable housing

• Achieving environmental sustainability

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We will maintain a strong commitment to excellent management of the units we own. We will work to implement a guiding framework in which every property we own is:

1. Managed with compassion and rich with community spirit and services; 2. Efficient and well-run, relying on sound policies and procedures, excellent risk management, and the provision of opportunities for resident enrichment and continuous learning; 3. Energy efficient, environmentally sustainable and aesthetically beautiful; and 4. Managed in a way that responds to resident needs and desires.

We will rely on our current strong relationship with our staff, our residents via the Resident Council and the more than 50 community partners to help bring these principles to practice.

We will also increase our use of private property management partners, when appropriate and cost-effective, to help absorb the impact of new development. In this next three to five-year period we expect to determine the best way to structure our property management approach.

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Working with government agencies, private developers, and non-profit agencies we will design and develop new housing that enhances the community.

We will acquire housing scattered throughout the community and hold it permanently affordable over time.

We will seek additional housing vouchers to be used in the private market.

E��������� - striving for the best in everything we do,

C���������� - promoting understanding, involvement, partnership and teamwork

S������ - helping others with compassion, respect and dignity

O���������� - promoting professional competence, achievement, and healthy community

I�������� - respecting diversity, embracing unity, promoting honesty and trustworthiness.

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In 2001, we changed our name from the Housing Authority of the City of Boulder, to Boulder Housing Partners. We made this change because we believe that to be successful in our high cost community, we must form partnerships with non-profit and for-profit organizations to acquire, build, and manage affordable housing. As a provider of housing, we seek partnerships with service agencies to bring assistance in many forms to our sites. For example, Boulder Shelter for the Homeless, the Boulder Police Department, the City’s Parks and Recreation Department, and the “I Have a Dream Foundation” are a few of many service partners offering programs at our sites. As we acquire and develop new housing, we work closely with the local, state, and federal agencies, as well as private developers to bring all the financing and expertise needed to create new affordable housing.

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Our goal is to manage for the public good, by providing housing for very low-income families, people with disabilities and elderly citizens. The strengths that allow us to be successful include:

• We have a dedicated, experienced Board of Commissioners. • We have a committed, long-term staff. • We have conservative fiscal policies and maintain adequate reserves. • We meet or exceed our budget projections. • We plan for the future of the organization through five-year strategic plans that anticipate market trends, changes in resources and impacts to financial feasibility. • We involve the public in our long term and project planning. • The organization has existed since 1966. • Our new projects win awards in design and are thoughtfully integrated into existing neighborhoods. • We acquire existing apartments, condos, and townhouses and keep them affordable while upgrading the living conditions. • We bring resources to our current sites, upgrading apartments, maintaining the grounds, and planting flowers. • We work in partnership with the City of Boulder, non-profit and for-profit partners to create new housing and provide services to our current residences.

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To protect and enhance the housing that we currently own and manage so that all of our housing is an asset to the community and a wonderful place to live for the residents.

S������� 1: Increase the quality, value, marketability and energy efficiency of all properties in the BHP portfolio.

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1. Identify funding sources to implement the BHP Conservation and Sustainability Plan, adopted September 2008, across all sites to conserve energy, water and waste, while improving indoor air quality and reducing green house gas emissions. 2. Increase the use of renewable energy sources on all properties and in BHP operations 3. Begin work with HUD and a local lender to use an allocation of the annual Capital Fund dollars to finance a major renovation of one or more public housing sites. 4. Complete phase I of the renovation and refinance of Bridgewalk. 5. Begin to refine and fund reserves to the target identified in each property’s ten year capital improvement plan 6. Adopt a policy defining which of BHP’s properties will be managed as smoke-free and/or smoking permissible. 7. Develop a strategic approach to curb appeal and neighborhood integration 8. Strive for excellence in all performance metrics areas. 9. Propose to the City’s Technical Review Group that they earmark a portion of the annual Community Housing Assistance Program (CHAP) funds to dedicate to a major renovation of BHP non-public properties. 10. Complete phase II of the renovation and refinance of Bridgewalk.

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S������� 2: Further develop and enhance a strategic portfolio plan and business model that protects BHP’s investment while meeting the housing needs of our residents.A�����: 1. Develop an intentional strategy for optimal portfolio size and composition in order to guide decisions about development, redevelopment, and acquisition and maximize rental income 2. Create an asset plan for those properties that are performing off-budget or off-mission, including a schedule disposition of under performing assets 3. Find new revenue sources to support the organization 4. Undertake process improvement analysis in order to achieve reductions in operating costs 5. Address the specific needs of public housing in the context of the portfolio plan. 6. Analyze the impact of changing immigration laws on BHP’s current and prospective customer base 7. Analyze the impact of changing economic conditions on BHP’s business model 8. Develop a redevelopment plan to update our older housing product to better serve the needs of our residents and the community.

S������� 3: Develop the staff and infrastructure necessary to manage a sustainable and viable portfolio with a focus on exemplary customer service.A�����:

1. Initiate a process improvement program to improve customer service at all levels, beginning with a review of all standard documents. 2. Develop both skills and partnerships that allow us to respond to difficult resident problems with greater success and less strain. 3. Maximize the efficiencies from our operating software and fully engage in emerging technologies. 4. Increase our capacity to manage a complex and diverse portfolio by increasing our investment in staff training.

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To create new opportunities for affordable housing through the purchase of existing housing, construction of new homes, and increase in supply of vouchers that can be used in the private market.

S������� 1: In order to create new units to serve the community, complete the development and construction of current project commitments as they are determined to be feasible.A�����:

1. Complete construction of 26 affordable units at Broadway West. 2. Complete infrastructure and begin building 79 units at Boulder Mobile Manor. 3. Refine proforma and begin design and public process to develop approximately 56 affordable units at High Mar.

S������� 2: In order to meet City goals and expand options, actively identify new opportunities to create and add affordable units to the portfolio including the following: A�����:

1. Seek new construction, redevelopment and land bank opportunities in the community; 2. Track real estate offerings and new listings as well as develop informal contacts to identify potential acquisitions of land and buildings; 3. Partner with private sector developers to acquire and manage the affordable units created in their new construction or redevelopment projects; 4. Explore the opportunities for BHP to lead in the development of the Transit Village site; 5. Reach out to non-profits and public sector property owners who plan to develop projects that include housing; 6. Explore and encourage potential public private partnerships including the use of bank qualified tax exempt debt and BHP’s property tax exemption; and 7. Expand the provision of Technical Assistance services to entities considering development and/or affordable housing projects;

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S������� 3: Increase our capacity to respond to acquisition and development opportunities, in order to expand and diversify our portfolio.A�����:

1. Encourage and participate in community-wide processes to understand unmet community housing needs. 2. Work with the City of Boulder to undertake an updated needs assessment that identifies housing gaps with a focus on the need for housing for seniors; 3. Develop an intentional strategy for optimal portfolio size and composition in order to guide decisions about development, redevelopment, and acquisition. 4. Structure a process to determine if BHP will continue to acquire existing housing in the community and create a proactive plan to acquire units, as identified in the process. 5. Find efficiencies in our acquisition and development process to allow us to move more quickly when necessary. 6. Actively research and analyze funding sources and their impact on who we serve and on staff. 7. Provide leadership and advocacy for projects in the community that meets affordable housing goals 8. Explore partnerships with entities such as CU on work force housing and developers seeking to fulfill inclusionary zoning requirements

S������� 4: Implement major redevelopments of public housing properties and other aging buildings in BHP’s portfolio. A�����:

1. At the completion of the BHP portfolio strategic plan (Goal 1, Strategy 2) begin the implementation phase by identifying the most appropriate redevelopment and/or repositioning strategy for each asset.

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S������� 6: Pursue opportunities to purchase and hold land for future use. A�����:

1. As part of the 2009 Boulder Valley Comprehensive Plan update, explore opportunities for land banking 2. Work collaboratively with other local groups to identify opportunities for land banking 3. Explore potential AREA IIA partnerships and opportunities/reservations

S������� 7: Pursue opportunities to grow the Housing Choice Voucher program. A�����: 1. Evaluate every notice of funding for new vouchers with the goal of making application to grow the program

S������� 5: Adopt green-building strategies and efficiencies in all new construction and acquisition/rehabilitation projects.Ac�on:

1. Implement energy conservation and sustainability criteria plan to improve or know building performance –energy use, comfort, marketability and value of BHP properties. 2. Continue to create partnerships with green builders

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Help our residents pursue successful, productive and dignified lives by mobilizing resources for supportive and service-enriched housing within BHP’s portfolio

S������� 1: Increase communication and collaboration with existing service providers in Boulder to enhance the network of services and opportunities available to BHP residents. A�����:

1. Actively participate in the implementation of the Boulder County Human Services Strategic Plan. 2. Begin work to develop partnerships that increase resident employment opportunities with a focus on green industry employment.

S������� 2: Begin to develop a model in which BHP is tracking and assisting residents to move through a continuum of housingA�����:

1. Develop a staff team with members from property management and resident services to identify how many BHP families, at which properties, are candidates for the continuum program. 2. Maximize the use of our operating software to develop an individualized housing plan for each resident. 3. Collaborate with the City to educate residents about the Affordable Home Ownership Program.

S������� 3: Identify funding sources and expand our resident services program to BHP’s family sites.Action:

1. Continue to identify sustainable funding sources for additional resident services. 2. Work with the City to include services such as Eco-passes and recreation center passes at all of the family sites.

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Foundation as a viable and active contributor to BHP’s resident services vision. A�����: 1. Support the Foundation Board in its fund development goals 2. Analyze viable options for continued funding of the Foundation by BHP 3. Continue to identify and clarify the role of the Foundation in the stewardship of the resident services vision, advocacy with service providers in the community and fundraising and grant making to provide a sound financial support to the program. 4. Explore the benefits of gaining CHODO status for the Foundation.

Improve and expand our internal operations and our community outreach in order to attract more customers, qualified staff, additional revenue and opportunity.

S������� 1: Undertake a community outreach program to widen the community’s understanding of our work.A�����:

1. Refine goals for and determine the capacity required to develop and maintain an overall BHP PR and marketing plan 2. Initiate a website redesign to improve customer service and broaden community awareness of BHP 3. Expand the advocacy role for BHP Board members and develop a regular program of speaking engagements and community contact for them. 4. Develop a program to recognize and reward excellent tenancy 5. Identify strategic placement /engagement of staff members on local Boards, Commissions and industry associations.

S������� 2: Enhance our partnerships with the City and community in meeting the housing and service needs of Boulder.A�����:

1. Sponsor an annual event to exchange ideas with City Council and other elected and appointed officials about the housing needs of Boulder. 2. Continue regular meetings with the Department of Housing and Human Services, and other key City departments to help them understand our unique role, and challenges, as an affordable housing manager and developer. 3. Continue to collaborate with our neighboring housing authorities, beginning first with an analysis of a collaborative Section 8 program and continuing with the exploration of new fund sources. Continue to collaborate with other non-profit housing providers, the University of Colorado and regional planning groups in regional planning discussions. 4. Convene a forum on energy efficiency best-practices in affordable housing.5. Continue to develop Green Consortium Partnerships

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