What is a NRSA? “A NRSA is a community neighborhood strategy that will designate a geographical area for the purpose of concentrating resources and undertaking activities that will make communities sustainable through provision of decent affordable housing and increased economic opportunities.” NRSA Plan: Developed by the locality (CDBG office submits) Approved by HUD Office Results in the NRSA designation Allows locality greater flexibility in applying CDBG regulations Intended to encourage targeted effort to revitalize a neighborhood Wisconsin NRSA’s: Milwaukee, Waukesha, Sheboygan, Kenosha HUD NRSA Vision Successful NRSA’s: 1. 2. 3. 4. 5. Obtain commitment to neighborhood building. Make neighborhoods attractive for investments, thereby creating a market for profits. Generate neighborhood participation to ensure that the benefits of economic activity are reinvested in the neighborhood for long-term community development. Support the use of neighborhood intermediaries (CDCs, CDFIs, CHDOs, and religious institutions) to bridge gaps between local government, the business community, community groups, and residents. Foster the growth of resident-based initiatives to identify and address their housing, economic and human services needs. (1) (1) Notice CPD-96-01:CDBG Neighborhood Revitalization Strategies Benefits of the NRSA Process • • • • • • • Focuses efforts in a targeted neighborhood Brings attention to issues and opportunities Increases neighborhood consciousness Surfaces assets Generates enthusiasm Moves city officials out to the street Invites investment – public, private, community Benefits of the NRSA Designation Why do a NRSA? Substantially increased flexibility in the use of CDBG funds in a targeted neighborhood. 1. 2. 3. HUD accepts the LMI Area Benefit – making it easier to implement job creation, job retention and economic development projects. Housing units are aggregated and treated as a single structure as long as 51%+ are occupied by LMI households. Public service activities, including employment services, are exempt from the public service cap. Greater competitiveness for local, state, and federal grants. Existence of a plan very attractive to funders. Local Concerns about NRSA • • • • Singling out a neighborhood for ‘special treatment’ can be seen as unfair. NRSA may be seen as giving political benefit to one alderperson. Process can raise expectations and demands of residents and stakeholders beyond what is possible. Residents/stakeholders will want the NRSA to fix a lot of things – NRSA’s emphasis is economic development and employment. Required Elements of the NRSA 1. 2. 3. 4. NRSA Boundaries – contiguous area Demographic Criteria – 51%+ LMI Consultation with stakeholders Assessment of economic conditions and opportunities 5. Economic Empowerment Strategy: meaningful jobs and substantial revitalization 6. Performance Measures NRSA Boundaries: Picking the Target Neighborhood HUD requirements: Contiguous area Population meets the 51% LMI standard Primarily residential Considerations: Natural/historic boundaries Political boundaries Data availability – compatibility with census tract/block group boundaries 51% LMI Data Challenge • LMI = Household income below 80% of the Area Median Income (Milwaukee County Median Income = $42,012; LMI = $33,610) • 2000 Census, STF (Summary Tape File) 3 • 2010 Census not applicable – no income data • American Community Survey (ACS) data – not accepted at this point • 2013 ACS modification will provide new income data • HUD official: A NRSA could be approved even if 2000 census doesn’t indicate 51% LMI if there is documentation of the neighborhood going significantly downhill since 2000. Other data can augment: eligibility for free/reduced price lunch, survey data, other sources. (Don’t try, though, unless it’s pretty close.) Low/Moderate Income Area Population Low/Moderate # Low/Moderate % Appleton 67,710 25,709 38.0% Beloit 34,229 18,216 53.2% Eau Claire 56,873 24,318 42.8% Fond du Lac 39,600 16,084 40.6% Green Bay 99,686 48,851 49.0% Janesville 58,368 21,763 37.3% Kenosha 87,733 40,930 46.7% La Crosse 46,782 24,791 53.0% Oshkosh 55,358 27,391 49.5% Madison 194,727 92,128 47.3% Milwaukee 58,0522 360,321 62.1% Racine 79,963 42,228 52.8% Sheboygan 49,587 22,672 45.7% Wausau 37,112 17,508 47.2% Consultation with Stakeholders NRSA #1 Stakeholder Committee Organizations Represented Mayor Juan Perez Bill Klein, Principal Sue Nennig, Principal John Rogers Officer Todd Priebe Paulette Enders, Director Chad Pelishek, Economic Dev. Manager Alderpersons: Bouck, Kittelson, Ryan, Montemayor, & Meyer Chuck Adams, Assistant City Attorney William Bittner, Director Bill Balke, City Engineer Jennifer Sampson, Coordinator Ann Wondergem, Director Chasong Yang, Executive Director Wendy Schmitz, Senior Ctr. Supervisor Joe Rupnik, Social Services Director Lucio Fuentez, Executive Director Jerry Doyle, Member Gary Dulmes, President Jim Johnston, Owner Jean McMurry, Consultant Joanne Weiland, Planning & Allocations City of Sheboygan Jefferson School Urban Middle School Sheboygan Co. Chamber of Commerce Sheboygan Police Department Department of Planning & Development Department of Planning & Development Sheboygan Common Council, Districts 2,3,4,8, & 7 City Attorney’s Office Department of Public Works Department of Planning & Development Gateway Community Organization Sheboygan Co. Health & Human Services Hmong Mutual Assistance Association Sheboygan Senior Center Sheboygan Salvation Army Partners for Community Development Fountain Park United Methodist Church Sheboygan Development Corporation Johnston Bakery Aurora Health Care Sheboygan & Plymouth Area United Way Stakeholder Consultation NRSA Stakeholder Committee – By invitation only – appointment by mayor – No more than 30 people – Blend of government, agency, business, resident – No formal structure Three Stakeholder Committee meetings 1. 2. 3. 4. NRSA Kick-Off and identification of assets and challenges Review of data and development of goals and objectives Review and adoption of NRSA Plan Meetings are agenda-driven, facilitated, task-oriented, interactive, interesting, and meaningful. Assessment of Economic Conditions and Opportunities • Stakeholder identification of neighborhood strengths and challenges (SWOT process) • Analysis of housing and economic conditions: – Housing composition, condition, home ownership (census, city building inspection, land use) – Barriers to home ownership and housing quality – Business development/employment opportunities – Employment status of residents – Barriers to fulltime employment at family-supporting wage • Community Survey Community Survey • Convenience sample: door to door/street • Volunteers working in teams • Same-day survey training • HQ – TA, supplies, bilingual dispatch • Data entry • Analysis – additional documentation for employment and economic revitalization needs • Critical partners – sponsoring organizations in the neighborhood, volunteers, and university Public Safety and Neighborhood Issues In the area within a few blocks or streets of your home, how safe do you feel alone on the streets? Public Safety and Neighborhood Issues Top 10 Neighborhood Problems Employment and Education Top 10 Employment Problems Economic Empowerment Strategy Goals Objectives 1. Significantly improve the quality of housing through enhanced code enforcement and investment in housing maintenance and rehab. 1: Enhance building inspection, increased loan program use, new program of forgivable loans for residential improvements, landlord education 2. Improve the economic wellbeing of the neighborhood by encouraging business development that will generate jobs for residents. 2: ED loan program to expand businesses, hire from the neighborhood initiative, access to job resources, entrepreneur education 3. Improve the quality of life in the neighborhood through efforts to improve public safety and increase community involvement. 3: Neighborhood association, public safety, youth assets initiative, sector approach to generate visible results 4. Continue to invest in city infrastructure within the NRSA. 4: Upgrade streets, sidewalks, lighting, support pedestrian/bicycle paths, schools as community centers Performance Measures NRSA Goal 1. 1 Year Outcome Significantly improve the quality of housing through enhanced code enforcement and investment in housing maintenance and rehabilitation. 1. Improve the economic wellbeing of the neighborhood by encouraging business development that will generate jobs for residents. 1. Improve the quality of life in the neighborhood through efforts to improve public safety and increase community involvement. 1. Continue to invest in City infrastructure within the NRSA. Increase in the number of code violations that are successfully remediated by up to 10% over 2008 level Establishment of the residential façade/yard forgivable loan program and completion of a minimum of 5 loans in the Year 1 NRSA sector Increase in utilization of the Owneroccupied Loan Program and the Rental Rehab Loan Program by 3 additional loans One information meeting conducted for NRSA landlords regarding code enforcement and improvement resources 2 new business start-ups and/or expansions completed resulting in a minimum of 5 new jobs Completion of 1 entrepreneur education workshop, potentially focusing on homebased child care 1 neighborhood employment opportunities/resources fair conducted Viable Gateway Neighborhood Association established as evidenced by 2 successful community events or projects involving a minimum of 40 residents Measurable improvement in residents’ sense of public safety as measured by community outreach and/or neighborhood survey over 2008 level Continuation and enhancement of support for CDBG-funded public services Completion of street, sidewalk, street lighting, or park improvements in one targeted NRSA sector Completion of a project to enhance pedestrian and/or bicycle access to the central business district 5 Year Outcome Improved housing quality as evidenced by code violation data, observation, and resident survey 45 residential façade/yard forgivable loans made and improvements completed 15 additional loans made using the Owner-occupied Loan Program and the Rental Rehab Loan Program and improvements completed Annual informational meetings and/or other informational outreach efforts conducted with NRSA landlords 10 new business start-ups and/or expansions completed resulting in a minimum of 25 new jobs 5 neighborhood employment events and/or outreach activities conducted Sustainable Gateway Neighborhood Association Improved quality of life as measured by neighborhood resident survey Completion of improvements in each of the five NRSA sectors Completion of 5 projects to enhance pedestrian and/or bicycle access to the central business district Submission • Approval by Stakeholder Committee, Common Council, and Mayor • Submitted to HUD as part of Consolidated Plan • Or as an amendment to the Consolidated Plan • HUD review, approval, issuance of designation • Annual reporting, 3 year renewal, plan modification as necessary What does HUD look for? Interview with Michael Martin, Senior CPD Rep, Wisconsin HUD Office: – Neighborhood eligibility – contiguous area with 51% LMI – Proper stakeholder involvement – “A plan that will lead you someplace.” – Logical connection between the plan, implementation and benchmarks – Measurable benchmarks Michael Martin, Sr. CPD Rep, WI HUD Office, 414-935-6639, [email protected] If you are interested in pursuing a NRSA designation…. 1. Talk to your CDBG office and elected officials. 2. Determine whether NRSA targeting would benefit a lowincome, challenged neighborhood. 3. Obtain support of chief elected official. 4. Discuss the process with your HUD representative. 5. Consult with core partners: city/county/community organization/business association/university. 6. Designate coordinator. 7. Develop planning process budget and timeline.