PowerPoint PresentationSept. 17th
During our first meeting of the NBC, we established the framework
for our discussion, we made a word cloud representing the critical
issues and previewed the work ahead.
Nov. 19th The third meeting of NBC included reviewing APA’s Zoning
Practice 10 that reviewed various rental inspection practices.
George Homewood spoke to us about Norfolk's programs and
practices.
Oct. 21st
At this meeting, we looked at Boston’s Housing a Changing City
Chapter 5, which concerns student housing in Metro Boston.
Dec. 17th
NBC meeting four included a presentation by Alex Ikefuna, who
shared the housing circumstances and initiatives in
Charlottesville.
www.williamsburgva.gov
Jan. 27th
Meeting five of the NBC allowed Anne McClung to talk with us about
Blacksburg’s housing issues and solutions.
Sept. 30th NBC meeting seven will include a discussion of Boston’s
Housing a Changing City Chapter 3, a review of existing landlord
law, and an initial review of the City Council’s potential action
items.
Feb. 24th
The sixth meeting highlighted housing efforts in State College, PA,
with guest speaker Ed LeClear, AICP.
www.williamsburgva.gov
Nov. 2nd
The ninth and final NBC meeting allowed the committee opportunity
to review and discuss the concepts considered during the work of
the last 13 months.
www.williamsburgva.gov
Dec. 7th
The final action of the NBC will be presentation of the NBC Report
to City Council. The City Council will receive the results of the
NBC review and consider next steps.
NBC Reboot – Meeting 1
(3) Four unrelated persons with a permit (36 now)
Rental Inspection
(2) Inspected every four years
(3) Life safety issues only
Rental Conversion
(2) Six neighborhoods increased rentals
www.williamsburgva.gov
www.williamsburgva.gov
Boston’s population was 661,103 in 2014. Off-campus undergrads made
up 3%.
Williamsburg’s population is 14,896. Off-campus undergrads account
for 7%.
2 3
1 Partner with higher education to set student housing
commitments.
Explore Public- Private Partnerships to create off- campus dorms
and student villages.
Establish community supported locations for on and off-campus
student housing.
Work on student housing regionally. 6
7 8
Establish routine proactive inspections of all off-campus student
housing.
Improve communication with students and families about housing
conditions.
Use fines to make operating unsafe and overcrowded off- campus
housing financially non-viable.
16k
2.5k
Reduce off-campus by 50 percent (less than 12,000) – 6,541 new
units constructed – 19,726 students off-campus
Create 2,500 new units of graduate housing – PPP off-campus – 2016
= 400 beds under review
Improve living conditions for off-campus students
I deserve affordable housing too!
“Living off-campus means I’m part of a city neighborhood and have
the chance to feel like a resident rather than a visitor. Because
I’ve done all this, I know I want to stay here after I graduate
this month. Boston has come to feel like home.”“ ”Emma Goodwin –
Emerson College
NBC Reboot – Meeting 2
Guest Speaker – Dr. Jeffery E. Klee Importance of
Preservation
NBC Reboot – Meeting 3
3 4
1 3 Year Term 1-2 Units = 0-1 Violation 3+ Units = 0-.75
Violations
2 Year Term 1-2 Units = Less than 4 3+ Units = Less than 1.5
1 Year Term 1-2 Units = Less than 8 3+ Units = Less than 3
6 Month term 1-2 Units = More than 8 3+ Units = More than 3
The Constant Governance Challenge
“One must recognize a possible, but uncertain, trade-off inherent
in establishing an effective, strategic system of rental
regulation; namely, will imposing health and safety requirements on
rental units lead landlords to raise the rent, or alternatively, to
walk away from their properties?.”“ ”Alan Mallach, FAICP
Repeat License Types 2018 (4/30/2018) Type III Type IV Total 39 46
Total Repeat 10 (25%) 28 (61%)
Repeat due to code violations 7 (70%) 10 (36%)
Repeat due to plan requirements 3 (30%) 14 (50%)
Repeat due to both cose and plan requirements 0 4 (14%)
NBC Reboot – Meeting 3
2
3
4
Three Steps 1.Quality Assessment (exterior, interior & common
area evaluation)
2.Complete Rental Academy Good Landlord Track 3.Sign-up for
Emergency Notification Database
Certification good for one-year Requires renewal and update of the
three steps
each year
2
3
4
6
PAC Policy Advisory Committee
(3) Chair of Albemarle County Board of Supervisors
PAC TAC P A C Technical Advisory Committee
Planning Directors
2
3
4
Bike Inspector
6
CIMP Contingent Interest Mortgage Program
(1) Funded by Town and VT (2) Second mortgage with interest
dependent on appreciation (0%-1/2 AFR) (3) Used to buy down the
purchase price to
make high priced properties affordable to the VT workforce
7
8
Guest Speaker – Ed LeClear, AICP, EDFP State College Housing
Strategies
2
3
4
(1) Point-based license suspension (2) Up to 10 points
(3) Violations – Trash = 1 pt., Noise = 2 pts, Criminal = 3
pts
(4) After 10 total or 3 pts in 24 hours license is subject to
suspension
(5) Suspension could be 3 months, 6 months or one year
(6) Consent agreement required lessening total points and
restricting
alcohol
7
8
Annual Maximum Housing Cost (28%)
Monthly Maximum Housing Cost
Number of Affordable Neighborhoods
Number of Affordable High Rental Neighborhoods
Median Family Income 60% $49,500 $13,860 $1,155 6(18%) 0 (0%)
Median Family Income 80% $66,000 $18,480 $1,540 10 (29%) 1 (14%)
Median Family Income 100% $82,500 $23,100 $1,925 14 (41%) 2 (29%)
Median Family Income 120% $99,000 $27,720 $2,310 18 (53%) 3
(43%)
Williamsburg Neighborhood Affordability
Middle-Class Access to the Neighborhoods
“The average middle-class homebuyer earning $80,000 per year is
largely priced out of seven of Boston’s 15 neighborhoods, unable to
afford even the bottom quarter of the housing market in those
neighborhoods. “ ”
Guest Speaker – Chip (John G.) Dicks Partner, Gentry Locke
Attorneys,
Richmond, Virginia
Median Annual Income
Monthly Maximum Housing Cost
Number of Affordable Neighborhoods
Median Family Income 60%
Affordable for 60% MFI
Affordable for 80% MFI
Affordable for 100% MFI
Affordable for 120% MFI
www.williamsburgva.gov
Brown Buildings – Rental Green Buildings – Owner Black Lots with
Brown Buildings – 4-Person
Four-Person Rentals – West Side of Campus (Richmond Road
Neighborhoods – 15 Dwellings
A Review of 4-Person Permitting on Value
Neighborhood Owner/Rental Information Note: A residence is shown
rental if the owners address is different from the property
address
NBC Reboot – Meeting 8
Included reviewing the 27 concepts posited from the
discussion and begin selecting those ideas with the most
merit.
NBC Voting – 3 Steps
www.williamsburgva.gov
1.0
2.0
3.0
4.0
5.0
6.0
7.0
8.0
9.0
10.00%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Percent of Voters Who Ranked This Concept AVG Ranking for Those Who
Voted For It
Certified Rental Property Program
www.williamsburgva.govConcept 1 - Norfolk
Criteria include a quality assessment, landlord completion of a
training course, and enrollment in the emergency notification
system.
The US Navy promotes only those properties enrolled to its members
and gives the certification legitimacy.
Norfolk’s Rent Ready Program is a voluntary certification offered
by the city. Three criteria are used to determine acceptance.
Certification is good for one year.
Williamsburg Application Criteria can include a quality assessment,
landlord completion of a training course, use of the city’s
preferred lease, and enrollment in the emergency notification
system.
W&M would be asked to promote only those properties enrolled to
its students and parents, giving the certification
legitimacy.
Williamsburg could enact a Rent Ready Program as a voluntary
certification offered by the city. Four criteria could be used to
determine acceptance. Certification would be valid for one
year.
Implementation = 1 year Impact = 4 years
Institute a Trash Cart Ordinance
www.williamsburgva.govConcept 24 – Suggested by Member of NBC
Williamsburg Application
An ordinance is required to influence this trend, to relocate trash
carts, provide a time-frame for their relocation, and a monetary
fine for violation. Many other localities have such an ordinance
and enforce its requirements regularly.
Frequently trash carts are left on the street or in front yards and
not returned to a side or rear yard location or enclosure. Staff
has, on occasion, issued notices to violators and even spent days
retrieving carts and placing them out of sight.
Implementing an ordinance would stem the trend of trash carts in
the wrong place at the wrong time. It would require additional
staff time to document the violations, process the payments, and
pursue the unpaid tickets.
In 2012, City Council was presented information on possible
regulations for trash and recycling carts. Regulations reviewed
included prohibiting carts in a front or side yard, requiring the
screening and/or enclosure of trash carts, if visible from a public
street, and a time frame for carts to be removed from the
street.
Implementation = 1 year Impact = 2 years
Annual Town/Gown Report
www.williamsburgva.govConcept 7 – Charlottesville/Salt Lake
City/Blacksburg
The report provides an opportunity to celebrate where the
partnership is working and discuss areas where improvements are
needed.
Annually, some college cities present a Town/Gown report to the
City Council. This report highlights the partnership, volunteerism,
and enforcement activity.
Williamsburg Application This is in part due to a more
community-oriented policing strategy by the WPD, and a stronger
partnership between the City administration and W&M.
Communicating success is a challenge for most local
governments.
The city relies heavily on the Neighborhood Council of Williamsburg
as an outlet for news. Last year the NCW featured sessions
highlighting the positive impact of W&M students on our
community through volunteerism.
The City of Williamsburg has numerous processes in place to help
resolve and mitigate conflicts between the university and the
larger community. In recent years we have seen a sharp decline in
such conflict.
An annual report would provide a stronger venue for communicating
success and acknowledging areas of need. To be successful, it would
need to include both the city staff and W&M personnel.
In most cases, the report is provided by both city staff and
university personnel. This helps citizens see that there are two
sides to the issues being raised.
Implementation = 1 year Impact = N/A
Adopt-a-Cop Academy
www.williamsburgva.govConcept 10 – Blacksburg
Williamsburg Application Last year Chief Dunn spoke to the Greek
life organization and offered similar partnerships without a formal
structure.
Formalizing a program with a specific curriculum, in partnership
with W&M, may help increase safety and provide a stronger
connection to the community for off- campus Greek life.
The Williamsburg Police Department has launched numerous new
programs in recent years to promote police interaction outside of
enforcement.
Now all 28 Greek organizations participate annually. The program
pairs each organization with a police officer who serves as an
advisor and mentor.
During 2014, Virginia Tech and Blacksburg began offering
“satellite” fraternities the opportunity to participate in the
Adopt-a-Cop Academy.
The program includes a six- week curriculum designed to increase
safety, reduce party related calls, and boost police report with
students.
The program requires presidents and risk managers to enroll in the
curriculum and that officers attend chapter meetings.
Implementation = 2 years Impact = 4 years
Nuisance Property Ordinance
www.williamsburgva.govConcept 20 – State College
Williamsburg Application Currently, the city does not have the
legislative authority to regulate rental properties in this way.
The city would need to seek a pilot program authorization from the
General Assembly.
Working in concert with the requirement for licensed rental
properties, this ordinance threatens the loss of the license and
thereby the income potential if too many violations occur.
The Nuisance Property Ordinance is a tool that helps enforce
community standards within the rental community. It uses a point
scale on licensed rentals to hold landlords and tenants
accountable.
Violations have point weights such as trash and debris violation
equals 1 point, noise violations are 2 points, and a criminal
citation adds 3 points. Action plans are prescribed before the
license is revoked for up to 3 years.
State College uses a 10-point scale with points assessed by
violation type. If a property accumulates more than 3 points in a
24-hour period or amasses 10 points in a year, the license is in
jeopardy.
Implementation = 3 years Impact = 5 years
NBC Results – Long Term
www.williamsburgva.gov
1.0
2.0
3.0
4.0
5.0
6.0
7.0
8.0
9.0
10.00%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Percent of Voters Who Ranked This Concept AVG Ranking for Those Who
Voted For It
Community Land Trust
Williamsburg Application By lowering the developer’s land
acquisition cost, building materials, lending, or permitting
processes, a community can make affordable development appetizing
to the private sector.
The challenge, again, is funding the trust. In many cases, the
trust has an initial endowment from the community, is sustained by
market-rate development fees, or is granted recurring funds in the
form of impact payments.
Land Trusts are employed nationwide to accomplish affordable
housing projects in this manner. The need for affordable projects
is for the public to “buy down” the project’s overall cost.
When a property, particularly a current rental, is known to be
entering the market, the land trust purchases the property and then
uses a long- term land lease for the buyer to purchase the
home.
Using a Community Land Trust, State College separates the land and
improvement costs of a property.
The trust restricts the property for owner-occupied uses
only.
To deploy this model, the city would need to establish a land trust
arm and identify the source of funds for action. This could be an
extremely impactful tool if funded appropriately.
Implementation = 5 years Impact = 10 years
Preservation Assistance Program
Williamsburg Application
The city should fund a program to provide the costs of such
renovations for first- time homebuyers or based on income
requirements to make these properties more accessible to lower
incomes.
The city should offer to fund the ARB required improvements for
qualified applicants. When the ARB requires historically
appropriate windows, siding, or roofing materials, the cost of
renovations increase.
A process of determining homeowner desired cost versus ARB required
cost would need to be developed. Staff would be required to
administer the program.
Such a program would make historic properties subject to ARB review
more affordable and attractive to a broader market of buyers.
Renewable funding would need to be identified for the
purpose.
Implementation = 3 years Impact = 5 years
Direct Loan Program
Williamsburg Application
Monthly payments should be based on income. A deed restriction
would be placed on the property requiring it to remain
owner-occupied.
The city should fund a direct loan program for qualified buyers of
property. The program would include an interest rate equivalent to
the public’s interest rate on borrowed funds.
Alternatively, fewer loans could be provided, or the rates could be
blended to allow the public funds greater application. Staff would
be required to manage such a program or a third-party
administrator.
A direct loan program based on income qualifications or a
first-time homebuyer program could be successful but would be slow.
Given the cost of property in the impacted areas ($389,000 for
2,400 sf). The funding required would be substantial.
Implementation = 3 years Impact = 10 years
Inclusionary Zoning
Williamsburg Application
State College requires a developer to provide 10% of the proposed
units as affordable (60-120% of AMI). In return, density is
increased by one unit for each affordable unit provided.
Inclusionary zoning is the practice of requiring a certain
percentage of new units in a proposed development to be
income-restricted to a defined percentage of the AMI.
Also, depending on project characteristics, one additional story is
allowed for vertical construction. An inclusionary housing
agreement is required that stipulates how compliance is maintained
and the length of the restrictions.
One reason for success is the flexibility in the allowed
satisfaction of the requirement. Most communities allow a payment
in-lieu, which can fund a myriad of affordable housing
programs.
This is likely where such an ordinance would be helpful. It could
be a source of funds for a land trust or further WRHA workforce
unit acquisition.
Inclusionary Zoning in Williamsburg is difficult to imagine for
some due to the limited space for large projects. However, even in
small numbers, such ordinances are successful at providing new
restricted units.
Implementation = 2 years Impact = 7 years
Hotel to Affordable Housing Conversion
www.williamsburgva.govConcept 27 – Suggested by Member of NBC
Williamsburg Application
To date, two projects have been completed using 142 of the total
units available. The city should increase the available units so
that additional conversions may occur.
The city adopted an ordinance in 2015 that allowed certain hotel
properties to be converted to affordable housing. The ordinance
allowed 100 units, which was later increased to 150 units in
2017.
Additional thought should be given to requiring affordable rents
based on defined income levels. Annual reporting should also be a
consideration.
There is additional demand for hotel conversion to affordable
housing. Increasing the number of available units would allow these
properties to pursue conversion and increase affordable housing
availability in the city.
Implementation = 2 years Impact = 4 years
NBC Affordable Housing Concepts
Direct Loan Program Inclusionary Zoning Hotel to Affordable Housing
Conversion
University Sponsored Employee Housing
Repurchase Program
Percent of Voters Who Ranked This Concept AVG Ranking for Those Who
Voted For It
Community Land Trust
Williamsburg Application By lowering the developer’s land
acquisition cost, building materials, lending, or permitting
processes, a community can make affordable development appetizing
to the private sector.
The challenge, again, is funding the trust. In many cases, the
trust has an initial endowment from the community, is sustained by
market-rate development fees, or is granted recurring funds in the
form of impact payments.
Land Trusts are employed nationwide to accomplish affordable
housing projects in this manner. The need for affordable projects
is for the public to “buy down” the project’s overall cost.
When a property, particularly a current rental, is known to be
entering the market, the land trust purchases the property and then
uses a long- term land lease for the buyer to purchase the
home.
Using a Community Land Trust, State College separates the land and
improvement costs of a property.
The trust restricts the property for owner-occupied uses
only.
To deploy this model, the city would need to establish a land trust
arm and identify the source of funds for action. This could be an
extremely impactful tool if funded appropriately.
Implementation = 5 years Impact = 10 years
Housing Needs Analysis
www.williamsburgva.govConcept 3 - Charlottesville
This type of study helps set a target for new construction or
conversion and can influence the action steps taken to resolve
deficiencies in the market.
Many localities have quantified the number of new single- family
units needed to satisfy certain housing needs such as middle
income, affordable, and student.
Williamsburg Application They or another group could be contracted
with to expand their analysis to identify targets that would
reshape Williamsburg’s housing market.
The impact of this work is difficult to quantify as we do not have
a large potential for new development inside the city.
The Williamsburg Area Association of Realtors conducted a housing
study and identified areas of need but did not quantify new units
required to influence market trends.
Knowing target unit numbers would be helpful as we evaluate new
programs to redevelop or reuse existing housing stock. It would
also provide a base by which to measure success.
Implementation = 1 year Impact = N/A
Direct Loan Program
Williamsburg Application
Monthly payments should be based on income. A deed restriction
would be placed on the property requiring it to remain
owner-occupied.
The city should fund a direct loan program for qualified buyers of
property. The program would include an interest rate equivalent to
the public’s interest rate on borrowed funds.
Alternatively, fewer loans could be provided, or the rates could be
blended to allow the public funds greater application. Staff would
be required to manage such a program or a third-party
administrator.
A direct loan program based on income qualifications or a
first-time homebuyer program could be successful but would be slow.
Given the cost of property in the impacted areas ($389,000 for
2,400 sf). The funding required would be substantial.
Implementation = 3 years Impact = 10 years
Inclusionary Zoning
Williamsburg Application
State College requires a developer to provide 10% of the proposed
units as affordable (60-120% of AMI). In return, density is
increased by one unit for each affordable unit provided.
Inclusionary zoning is the practice of requiring a certain
percentage of new units in a proposed development to be
income-restricted to a defined percentage of the AMI.
Also, depending on project characteristics, one additional story is
allowed for vertical construction. An inclusionary housing
agreement is required that stipulates how compliance is maintained
and the length of the restrictions.
One reason for success is the flexibility in the allowed
satisfaction of the requirement. Most communities allow a payment
in-lieu, which can fund a myriad of affordable housing
programs.
This is likely where such an ordinance would be helpful. It could
be a source of funds for a land trust or further WRHA workforce
unit acquisition.
Inclusionary Zoning in Williamsburg is difficult to imagine for
some due to the limited space for large projects. However, even in
small numbers, such ordinances are successful at providing new
restricted units.
Implementation = 2 years Impact = 7 years
Hotel to Affordable Housing Conversion
www.williamsburgva.govConcept 27 – Suggested by Member of NBC
Williamsburg Application
To date, two projects have been completed using 142 of the total
units available. The city should increase the available units so
that additional conversions may occur.
The city adopted an ordinance in 2015 that allowed certain hotel
properties to be converted to affordable housing. The ordinance
allowed 100 units, which was later increased to 150 units in
2017.
Additional thought should be given to requiring affordable rents
based on defined income levels. Annual reporting should also be a
consideration.
There is additional demand for hotel conversion to affordable
housing. Increasing the number of available units would allow these
properties to pursue conversion and increase affordable housing
availability in the city.
Implementation = 2 years Impact = 4 years
www.williamsburgva.gov
Neighborhood
Balance
www.williamsburgva.govConcept 1 - Norfolk
Criteria include a quality assessment, landlord completion of a
training course, and enrollment in the emergency notification
system.
The US Navy promotes only those properties enrolled to its members
and gives the certification legitimacy.
Norfolk’s Rent Ready Program is a voluntary certification offered
by the city. Three criteria are used to determine acceptance.
Certification is good for one year.
Williamsburg Application Criteria can include a quality assessment,
landlord completion of a training course, use of the city’s
preferred lease, and enrollment in the emergency notification
system.
W&M would be asked to promote only those properties enrolled to
its students and parents, giving the certification
legitimacy.
Williamsburg could enact a Rent Ready Program as a voluntary
certification offered by the city. Four criteria could be used to
determine acceptance. Certification would be valid for one
year.
Implementation = 1 year Impact = 4 years
2nd Shift Compliance Inspectors
www.williamsburgva.govConcept 2 - Norfolk
Some localities use 2nd shift compliance inspectors to obtain the
needed evidence of a violation.
Enforcing certain regulations such as occupancy limitations is
challenging given the burden of proof required for a court
ruling.
Williamsburg Application A property maintenance inspector, recently
hired, reports to the Building Official. This inspector handles
violations of the property maintenance code, which is a division of
the statewide building code.
Zoning violation examples are parking on the grass or having more
than 3 persons in a single-family home. Examples of property
maintenance violations include not mowing the grass or buildings
needing painting.
Williamsburg’s code compliance staff is divided into two functional
areas. The Zoning Administrator, working directly for the Planning
Director, handles violations of the zoning ordinance.
Our inspections staff all conduct inspections and handle
violations. Adding an inspector or paying for occasional
after-hours work could help identify violations but might be viewed
as an overly aggressive step by many.
Implementation = 1 year Impact = 1 year
Housing Needs Analysis
www.williamsburgva.govConcept 3 - Charlottesville
This type of study helps set a target for new construction or
conversion and can influence the action steps taken to resolve
deficiencies in the market.
Many localities have quantified the number of new single- family
units needed to satisfy certain housing needs such as middle
income, affordable, and student.
Williamsburg Application They or another group could be contracted
with to expand their analysis to identify targets that would
reshape Williamsburg’s housing market.
The impact of this work is difficult to quantify as we do not have
a large potential for new development inside the city.
The Williamsburg Area Association of Realtors conducted a housing
study and identified areas of need but did not quantify new units
required to influence market trends.
Knowing target unit numbers would be helpful as we evaluate new
programs to redevelop or reuse existing housing stock. It would
also provide a base by which to measure success.
Implementation = 1 year Impact = N/A
Planning Advisory Council
www.williamsburgva.govConcept 4 - Charlottesville
The Planning Advisory Council consists of the University President,
the Mayor and the County Chair.
Charlottesville uses a two- committee process to coordinate the
planning activities of the City and the University of
Virginia.
Williamsburg Application At this meeting, an agenda includes all
topics of policy intersection between the city and the University.
The Joint Administration Meetings are exceptionally productive and
partly responsible for the current level of cooperation.
Adding a TAC component, meeting less frequently, may help with
implementation items and increase communication beyond the top of
each organization.
The city and W&M hold a monthly Joint Administration Meeting,
including the University President, the University CFO, the Senior
Assistant to the President and Secretary to the Board of Visitors,
the Mayor, a Council Member, and the City Manager.
A better application would be to restructure the Neighborhood
Relations Committee to function as the TAC and as an outlet for
community concerns. This would improve responsiveness and awareness
for residents.
The PAC is advised by the Technical Advisory Committee consisting
of the Planning Directors and the regional Planning District
Commission. The TAC meets quarterly.
The PAC reviews intersecting development interests and provides
recommendations on future development projects.
Implementation = 6 months Impact = 5 years
University Sponsored Inspector
www.williamsburgva.govConcept 5 - Charlottesville
This Code Compliance Inspector focuses on rental housing issues,
including rental safety inspections, occupancy limits, parking
regulations, and trash collection.
The University of Virginia “sponsors” a compliance inspector for
enforcement in the vicinity of the university.
Williamsburg Application Annually, the Zoning Administrator has an
annual salary of $58,039, and the Property Maintenance Inspector’s
Salary is $45,000.
We augment this two-person inspection team by asking our Building
Official and three Building Inspectors to also do code compliance
work when warranted.
The city currently has one Zoning Administrator who serves as a
zoning inspector and a newly hired Property Maintenance
Inspector.
Adding another inspector is likely not required unless a 2nd
Shift Inspector or additional after-hours work is desired.
The position has an annual cost of $60-65K, and the city is
reimbursed for this expense by the university.
Implementation = 1 year Impact = 1 year
University Sponsored Employee Housing
www.williamsburgva.govConcept 6 - Charlottesville
The University of Virginia completed a strategic plan for 2030.
President Ryan says the plan is an acknowledgment that universities
can only achieve greatness if they are adopting a broader view of
their responsibility.
The City of Charlottesville has identified a need for 3,000 new
affordable housing units (80% of the AMI) and 4,000 new workforce
units by 2040.
Williamsburg Application The obstacle here is scale. UVA is much
larger than W&M, so a direct comparison is unfair. However,
there is a need for workforce housing in our community.
W&M is now working on a new strategic plan, and the city has
been invited to participate in some of the workgroups. Questions
concerning housing for employees of all incomes have been
raised.
The 2018 Williamsburg Area Association of Realtors. The study shows
that based on population projections, an additional 2,160 units
will be needed within 12 years. The study does not categorize needs
by income groups, nor does it specify the type of housing in
demand.
Perhaps a strategy would be for stronger partnerships on new
housing for both students and employees in mixed incomes. This
could meet two goals, creating new workforce units and student
housing outside of neighborhoods.
The plan includes four goals and ten initiatives to achieve them.
Action steps include working with the community to address issues
such as wages, affordable housing, and access to health care.
In March of 2020, UVA announced a plan to construct 1000 to 1500
affordable housing units that would be open to employees and
community members who qualify.
Implementation = 10 years Impact = 10 years
Annual Town/Gown Report
www.williamsburgva.govConcept 7 – Charlottesville/Salt Lake
City/Blacksburg
The report provides an opportunity to celebrate where the
partnership is working and discuss areas where improvements are
needed.
Annually, some college cities present a Town/Gown report to the
City Council. This report highlights the partnership, volunteerism,
and enforcement activity.
Williamsburg Application This is in part due to a more
community-oriented policing strategy by the WPD, and a stronger
partnership between the City administration and W&M.
Communicating success is a challenge for most local
governments.
The city relies heavily on the Neighborhood Council of Williamsburg
as an outlet for news. Last year the NCW featured sessions
highlighting the positive impact of W&M students on our
community through volunteerism.
The City of Williamsburg has numerous processes in place to help
resolve and mitigate conflicts between the university and the
larger community. In recent years we have seen a sharp decline in
such conflict.
An annual report would provide a stronger venue for communicating
success and acknowledging areas of need. To be successful, it would
need to include both the city staff and W&M personnel.
In most cases, the report is provided by both city staff and
university personnel. This helps citizens see that there are two
sides to the issues being raised.
Implementation = 1 year Impact = N/A
Lost Revenue Compensation
www.williamsburgva.govConcept 8 – Blacksburg
The Town of Blacksburg is compensated by Virginia Tech for the lost
revenues associated with converting a property to a non-taxable
status.
Williamsburg Application This practice began after converting of
the Hospitality House on Richmond Road from a hotel to dorms making
the property non-taxable. The tax due this year for that property
would be $151,703.
However, it is unfair to ignore the economic benefit of hosting
W&M. A 2017 report by the Weldon Cooper Center found that
W&M expenditures resulted in 5,520 jobs and generated $31
million in state revenues.
W&M makes an annual payment to the City of Williamsburg to help
with the financial cost of providing fire service to the
university, which is a significant source of calls for a response.
The payment is $120,000.
The current fire services payment is dated and could be revisited.
Comparisons of the process from other university and city contracts
in the Commonwealth could be helpful to that process.
Implementation = 1 year Impact = N/A
Off-Campus Housing Fair
www.williamsburgva.govConcept 9 – Blacksburg
Williamsburg Application The benefit of the fair would be providing
this information as housing decisions are being made for the future
year.
Providing a space for landlords and property managers to interact
with prospective tenants alongside city and university resources
could be valuable to all who participate.
The city currently provides a host of information to students as
apart of move-in and orientation. This information includes much of
what is provided at the VT/Blacksburg Housing Fair.
The intent of the fair is to provide a venue for property managers,
the University, and the Town to educate students on the options for
living off- campus.
In the fall of each year, Virginia Tech and the Town of Blacksburg
host an off-campus housing fair for students.
This includes a discussion of tenant rights, landlord
responsibilities, and citizen expectations.
Implementation = 1 year Impact = 1 years
Adopt-a-Cop Academy
www.williamsburgva.govConcept 10 – Blacksburg
Williamsburg Application Last year Chief Dunn spoke to the Greek
life organization and offered similar partnerships without a formal
structure.
Formalizing a program with a specific curriculum, in partnership
with W&M, may help increase safety and provide a stronger
connection to the community for off- campus Greek life.
The Williamsburg Police Department has launched numerous new
programs in recent years to promote police interaction outside of
enforcement.
Now all 28 Greek organizations participate annually. The program
pairs each organization with a police officer who serves as an
advisor and mentor.
During 2014, Virginia Tech and Blacksburg began offering
“satellite” fraternities the opportunity to participate in the
Adopt-a-Cop Academy.
The program includes a six- week curriculum designed to increase
safety, reduce party related calls, and boost police report with
students.
The program requires presidents and risk managers to enroll in the
curriculum and that officers attend chapter meetings.
Implementation = 2 years Impact = 4 years
Student Accountability
www.williamsburgva.govConcept 11 – Blacksburg
Williamsburg Application The code goes on to stipulate, “Violations
of law that involve a threat to public safety generally are found
to be conduct adversely affecting the university community.”
A significant difference in policy is that W&M allows the Dean
of Students to decide when the Code of Conduct will apply to
off-campus actions.
The W&M Code of Conduct states that students will be held
accountable for conduct off-campus but qualifies it as when the
conduct adversely affects the university community and the pursuit
of its objectives.
Students at Virginia Tech are held accountable for actions “on- and
off-campus to include online.”
The Town of Blacksburg has worked with Virginia Tech to establish a
strong connection between community support and the student code of
conduct.
President Rowe has embraced holding students accountable regardless
of location. The current Community Commitment is evidence of the
current administration’s willingness to support community
needs.
Implementation = 4 years Impact = 4 years
Neighborhood Stabilization Program
www.williamsburgva.govConcept 12 – Blacksburg
Williamsburg Application The city is not entitled to CDBG funding
annually and would have to submit an application each year. The
process is very competitive.
The cost of such a program would make progress slow and make grant
funding challenging to receive.
Currently, the city does not have a Neighborhood Stabilization
Program or a similar process.
Identifying a source of funding that could be dedicated to the
purpose of Neighborhood Stabilization would be beneficial but would
need to be renewable, given the cost of real estate in
Williamsburg.
Blacksburg is an entitlement community and receives an allocation
of Community Development Block Grant funds from HUD each year
without competing for a specific project or application.
The Town of Blacksburg has created a Housing and Neighborhood
Services Office to work on neighborhood issues. One program they
manage is Neighborhood Stabilization.
The bulk of this allocation, approximately $425,000, is used to
purchase homes in downtown & university adjacent areas and
transition them to owner-occupied affordable housing (80% of
AMI).
The program’s goal is to complete eight such transfers in the next
few years. They have completed four to date.
Implementation = 3 years Impact = 15 years
Contingent Interest Program
www.williamsburgva.govConcept 13 – Blacksburg
Williamsburg Application The impact of such a program in
Williamsburg is difficult to gauge. However, if lower rates were
offered and principal payments not due, it would reduce the initial
market entry costs.
Another application would be financing renovation costs beyond the
initial purchase.
The city nor W&M currently offer employee housing purchase or
loan assistance. Such a program could be established if a source of
funds was identified or a willing lending partner was
engaged.
Unlike NBC, the BBB is focused on green building strategies and
affordable housing specifically. One of the initiatives considered
is Contingent Interest.
Building Better Blacksburg (BBB) is a housing strategy under
development. Similar to our NBC process, the first community
meeting for BBB was held in October of 2019. The second meeting was
held in June.
This is a process of offering a second mortgage where interest-only
payments are made with a reduced interest rate. This allows some
portion of the home’s value, closing costs, and fees to be
satisfied by a lower interest loan.
The unpaid interest amount and the rate itself is contingent upon
the home’s increased or decreased value over time. Upon sale or
termination of employment, the principal and unpaid interest are
due.
Implementation = 3 years Impact = 5 years
University Housing Incentives
www.williamsburgva.govConcept 14 – Blacksburg
Williamsburg Application The challenge is funding, availability,
and staffing. Identifying a source of funds or a willing lending
partner is challenging for such programs due to limited returns and
a lack of available properties.
Such a program can be a powerful recruitment tool and will provide
a new influx of higher-wage workers in Williamsburg’s
neighborhoods.
Where available, these programs have proven to be very desirable
and effective at creating university employee housing in an
existing housing market.
• 5% of a home purchase or $8,500 (Washington University SL)
• Monthly payments totaling $50,000 or 20% of homes purchase price
(USC)
Another program considered by the BBB is a university- sponsored
down payment and financial incentive assistance program. Many
universities use such strategies, and those programs include
features like:
• Down payment assistance = to 17% of the purchase price up to
$20,000 max must live in the home for a minimum of five years
(Mercer)
These programs are typically not beneficial to or available for
lower-income employees.
• 10 annual cash payments (1st payment $7,500 with 9 payments of
$2,500 for a total of $30,000 (Yale)
Implementation = 5 years Impact = 5 years
Repurchase Program
www.williamsburgva.govConcept 15 – Blacksburg
Williamsburg Application The city actively considers new units for
the program but has not done so due to the cost of housing in
Williamsburg.
Funding for purchase and repurchase programs is challenging when
the units are costly because the program is exhausted before having
enough mass to be impactful.
The city operates a small workforce housing program using
city-owned housing stock. Most of the units are in York County and
were acquired as a part of watershed protection efforts around
Waller Mill Reservoir.
This program would provide for unit reentry into university housing
at a lower cost than a typical purchase and offers a new approach
via university- owned workforce units.
A final program considered by the BBB is requiring a repurchase
provision when housing is purchased with university assistance
programs.
Implementation = 2 years Impact = 7 years
Student Home Rule
www.williamsburgva.govConcept 16 – State College
Williamsburg Application Adding rental housing as a separate
definition and as a new use in certain zoning districts could occur
with action by the Planning Commission and City Council.
Requiring a license, inspection, and separation from other uses
will require action by the general assembly. These steps would make
it more difficult for owner-occupied single- family units to rent a
room as an income source.
Currently, the city regulates student and rental housing generally
using occupancy limits alone. Occupancy is limited to three
unrelated persons with a special permit available to allow
four.
These uses are required to be licensed and must have a minimum
separation of 675 feet from owner-occupied single-family uses in
certain zoning districts. Occupancy is limited to three unrelated
persons.
State College, PA, uses a Student Home Rule to regulate student
housing. This rule defines a student home as any non-multifamily
living quarters with unrelated students in occupancy. (Paraphrased
for length)
Implementation = 5 years Impact = 20 years
Signature Project Development Overlay
www.williamsburgva.govConcept 17 – State College
The process of offering incentives to builders to incorporate
desirable community benefits is not an uncommon practice of
zoning.
Using a zoning overlay district, State College provides incentives
for certain development concessions such as employee or affordable
housing.
Effectively, income-restricted units are designed into a project
with increased density calculations so that the project can be
completed and maintain the developer’s profit margin.
In this case, the State College has offered increased density and
height in return for dedicated affordable/workforce/graduate
student housing. Emphasis is placed on owner occupancy.
However, towns and cities with developed cores accomplish this by
allowing existing lots to be split, creating two small homes where
one used to be.
This is difficult to imagine given the preservation requirements
for many of our most desirable neighborhoods but providing density
and height bonuses is a proven strategy for redevelopment and new
development alike.
Programs involving incentives are difficult to employ in
Williamsburg, with success in volume, due to limited new
development sites.
Having the bonuses in the City Code versus being application based
makes it easier to attract interest in such projects. Identifying
zones where this type of development is desired also helps attract
new units.
Implementation = 5 years Impact = 7 years
Community Land Trust
Williamsburg Application By lowering the developer’s land
acquisition cost, building materials, lending, or permitting
processes, a community can make affordable development appetizing
to the private sector.
The challenge, again, is funding the trust. In many cases, the
trust has an initial endowment from the community, is sustained by
market-rate development fees, or is granted recurring funds in the
form of impact payments.
Land Trusts are employed nationwide to accomplish affordable
housing projects in this manner. The need for affordable projects
is for the public to “buy down” the project’s overall cost.
When a property, particularly a current rental, is known to be
entering the market, the land trust purchases the property and then
uses a long- term land lease for the buyer to purchase the
home.
Using a Community Land Trust, State College separates the land and
improvement costs of a property.
The trust restricts the property for owner-occupied uses
only.
To deploy this model, the city would need to establish a land trust
arm and identify the source of funds for action. This could be an
extremely impactful tool if funded appropriately.
Implementation = 5 years Impact = 10 years
Fraternity Zoning
www.williamsburgva.govConcept 19 – State College
Williamsburg Application The key question we would need to answer
first is, “Where can these uses be accommodated.”
This strategy seems unlikely to be as impactful as others
previously reviewed. Additionally, the process of deciding on an
acceptable location may prove impossible, given the neighborhoods
near W&M.
We currently see illegal fraternity, sorority, and team houses
occurring off-campus in neighborhoods adjacent to the University.
Creating a zone for these uses may incentivize the user to
move.
This approach is very similar to the student housing strategy.
State College has defined fraternizes as a use and established
certain zones where they are allowed.
Implementation = 2 years Impact = 20 years
Nuisance Property Ordinance
www.williamsburgva.govConcept 20 – State College
Williamsburg Application Currently, the city does not have the
legislative authority to regulate rental properties in this way.
The city would need to seek a pilot program authorization from the
General Assembly.
Working in concert with the requirement for licensed rental
properties, this ordinance threatens the loss of the license and
thereby the income potential if too many violations occur.
The Nuisance Property Ordinance is a tool that helps enforce
community standards within the rental community. It uses a point
scale on licensed rentals to hold landlords and tenants
accountable.
Violations have point weights such as trash and debris violation
equals 1 point, noise violations are 2 points, and a criminal
citation adds 3 points. Action plans are prescribed before the
license is revoked for up to 3 years.
State College uses a 10-point scale with points assessed by
violation type. If a property accumulates more than 3 points in a
24-hour period or amasses 10 points in a year, the license is in
jeopardy.
Implementation = 3 years Impact = 5 years
Inclusionary Zoning
Williamsburg Application
State College requires a developer to provide 10% of the proposed
units as affordable (60-120% of AMI). In return, density is
increased by one unit for each affordable unit provided.
Inclusionary zoning is the practice of requiring a certain
percentage of new units in a proposed development to be
income-restricted to a defined percentage of the AMI.
Also, depending on project characteristics, one additional story is
allowed for vertical construction. An inclusionary housing
agreement is required that stipulates how compliance is maintained
and the length of the restrictions.
One reason for success is the flexibility in the allowed
satisfaction of the requirement. Most communities allow a payment
in-lieu, which can fund a myriad of affordable housing
programs.
This is likely where such an ordinance would be helpful. It could
be a source of funds for a land trust or further WRHA workforce
unit acquisition.
Inclusionary Zoning in Williamsburg is difficult to imagine for
some due to the limited space for large projects. However, even in
small numbers, such ordinances are successful at providing new
restricted units.
Implementation = 2 years Impact = 7 years
4-Person Allowance Moratorium
Williamsburg Application
Presently, the city allows 4- person occupancy with Zoning
Administrator approval meeting criteria outlined in the ordinance.
This permit is granted based on the conditions, that can result in
the revocation of the permit is violated.
Occupancy allowed 1947 to 1983 – 1 or more persons 1983 to 1991 – 4
persons 1992 to 2009 – 3 persons 2009 to present – 3 or 4
persons
Currently, there are 36 4- person houses approved in the City. One
of those has received a noise violation in the past.
Considering a purchase of this home as a primary residence with
$77,800 (20%) as a down payment and good credit (740+), a mortgage
interest rate of 2.87% could be expected. The monthly payment would
total $1,558.
As a 4-person rental, the 2019 lease calls for a total rent of
$2,600 monthly. This creates a profit of $1,042 after the mortgage
is paid. We do not know how the occupancy impacts the rental
rate.
The most recent sale of a home with a 4-person allowance involved a
home of 2,400 square feet on Cary Street. The sales price was
$389,000. The asking price was $389,000, and it was on the market
for two days.
For five years, instituting a moratorium would allow the City time
to determine the market’s impacts from projects like Midtown Row
and policy changes at W&M requiring on-campus housing.
Implementation = 1 year Impact = 1 year
4-Person Allowance Repeal
Williamsburg Application
Presently, the city allows 4- person occupancy with Zoning
Administrator approval meeting criteria outlined in the ordinance.
This permit is granted based on the conditions, that if violated,
can result in the revocation of the permit.
Occupancy allowed 1947 to 1983 – 1 or more persons 1983 to 1991 – 4
persons 1992 to 2009 – 3 persons 2009 to present – 3 or 4
persons
Currently, there are 36 4- person houses approved in the City. One
of those has received a noise violation in the past.
Considering a purchase of this home as a primary residence with
$77,800 (20%) as a down payment and good credit (740+), a mortgage
interest rate of 2.87% could be expected. The monthly payment would
total $1,558.
As a 4-person rental, the 2019 lease calls for $650 in rent per
tenant for a total of $2,600 monthly. This creates a profit of
$1,042 after the mortgage is paid. If this were a 3-person home,
that profit would be reduced to $392.00.
The most recent sale of a home with a 4-person allowance involved a
home of 2,400 square feet on Cary Street. The sales price was
$389,000. The asking price was $389,000, and it was on the market
for two days.
Eliminating the 4-person allowance will reduce landlords’ ability
to create low maintenance student housing in residential
neighborhoods.
Implementation = 1 year Impact = 1 year
Institute a Trash Cart Ordinance
www.williamsburgva.govConcept 24 – Suggested by Member of NBC
Williamsburg Application
An ordinance is required to influence this trend, to relocate trash
carts, provide a time-frame for their relocation, and a monetary
fine for violation. Many other localities have such an ordinance
and enforce its requirements regularly.
Frequently trash carts are left on the street or in front yards and
not returned to a side or rear yard location or enclosure. Staff
has, on occasion, issued notices to violators and even spent days
retrieving carts and placing them out of sight.
Implementing an ordinance would stem the trend of trash carts in
the wrong place at the wrong time. It would require additional
staff time to document the violations, process the payments, and
pursue the unpaid tickets.
In 2012, City Council was presented information on possible
regulations for trash and recycling carts. Regulations reviewed
included prohibiting carts in a front or side yard, requiring the
screening and/or enclosure of trash carts, if visible from a public
street, and a time frame for carts to be removed from the
street.
Implementation = 1 year Impact = 2 years
Direct Loan Program
Williamsburg Application
Monthly payments should be based on income. A deed restriction
would be placed on the property requiring it to remain
owner-occupied.
The city should fund a direct loan program for qualified buyers of
property. The program would include an interest rate equivalent to
the public’s interest rate on borrowed funds.
Alternatively, fewer loans could be provided, or the rates could be
blended to allow the public funds greater application. Staff would
be required to manage such a program or a third-party
administrator.
A direct loan program based on income qualifications or a
first-time homebuyer program could be successful but would be slow.
Given the cost of property in the impacted areas ($389,000 for
2,400 sf). The funding required would be substantial.
Implementation = 3 years Impact = 10 years
Preservation Assistance Program
Williamsburg Application
The city should fund a program to provide the costs of such
renovations for first- time homebuyers or based on income
requirements to make these properties more accessible to lower
incomes.
The city should offer to fund the ARB required improvements for
qualified applicants. When the ARB requires historically
appropriate windows, siding, or roofing materials, the cost of
renovations increase.
A process of determining homeowner desired cost versus ARB required
cost would need to be developed. Staff would be required to
administer the program.
Such a program would make historic properties subject to ARB review
more affordable and attractive to a broader market of buyers.
Renewable funding would need to be identified for the
purpose.
Implementation = 3 years Impact = 5 years
Hotel to Affordable Housing Conversion
www.williamsburgva.govConcept 27 – Suggested by Member of NBC
Williamsburg Application
To date, two projects have been completed using 142 of the total
units available. The city should increase the available units so
that additional conversions may occur.
The city adopted an ordinance in 2015 that allowed certain hotel
properties to be converted to affordable housing. The ordinance
allowed 100 units, which was later increased to 150 units in
2017.
Additional thought should be given to requiring affordable rents
based on defined income levels. Annual reporting should also be a
consideration.
There is additional demand for hotel conversion to affordable
housing. Increasing the number of available units would allow these
properties to pursue conversion and increase affordable housing
availability in the city.
Implementation = 2 years Impact = 4 years
www.williamsburgva.gov
Neighborhood
Balance