NRSA-WISCAP-Presentation

Report
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
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•
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•
•
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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
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•
•
•
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.
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

1.
Improve the economic wellbeing of the
neighborhood by encouraging business
development that will generate jobs for
residents.
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

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
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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.

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