HomeMy WebLinkAbout01-13-20 City Commission Packet Materials - A2.5. CM Recommendations from Comm. Housing Action Plan1
Commission Memorandum
REPORT TO: Mayor and City Commission
FROM: Dennis M. Taylor, Interim City Manager
Martin Matsen, Director of Community Development
SUBJECT: Presentation of City Manager’s recommendation regarding
Objectives, Action Strategies, and Action Items from the adopted
Community Housing Action Plan.
MEETING DATE: January 13, 2020
AGENDA ITEM TYPE: Action
RECOMMENDATION: A recommendation for each Action Strategy is outlined below.
SUGGESTED MOTION: Having reviewed and considered the City Manager’s
recommendations, public comment and all other information
presented, I hereby move to accept the recommendations as
outlined.
STRATEGIC PLAN:
Initiative 4. A Well-Planned City, states “We consistently improve our community's quality of
life as it grows and changes, honoring our sense of place and the "Bozeman feel" as we plan for
a livable, affordable, more connected city.” Within this initiative in section 4.5.b) it reads
“Develop a Comprehensive Affordable Housing Action Plan that includes, but is not limited to:
• Mandates the creation of affordable housing across all dwelling unit types.
• Provides prescribed flexibility in the manner in which the mandate can be accomplished.
• Provides a substantial, broad-based and reliable source of funding for the construction
of affordable housing and for affordable housing loans.
• Actively encourages Bozeman's major employers to develop workforce housing
programs for their employees.”
Speaking directly to this planning effort the City Commission has identified Affordable Housing
as one of its five priorities for 2019.
245
2
BACKGROUND:
The Community Housing Action Plan presents a set of actions that address a range of
community housing needs. This plan was developed to begin addressing identified community
housing needs and to create a lasting framework for implementation that will evolve as the
community and its housing needs continue to evolve. The partnership framework for
accelerating community housing in Bozeman is based on the recognition that no one entity can
solve the local housing challenges by itself. Utilizing the 2019 City of Bozeman Community
Housing Needs Assessment as a base to understand the housing needs of residents and
employees in Bozeman, a local Housing Working Group, comprised of Bozeman community
stakeholders, with input from the public and technical assistance from consultants, created this
Plan. A timeline for achieving priority strategies has been established, recognizing that this Plan
will have life beyond this timeline and will continue to evolve and meet changing community
housing needs over the long term. By including various community members in its
implementation (employers, institutions, community organizations, and stakeholders), the Plan
acknowledges that community involvement is necessary for the Plan’s success.
PROCESS TO DATE:
The Community Housing Working Group met with the consultants to learn about the various
tools/strategies used in the inter-mountain west. Tools that might be used to relieve the stress
of increasing home prices and monthly rental rates were explored. The project began in the
spring of this year (2019) and followed the schedule below:
April 30 Outreach to Housing Working Group
May 8 CAHAB Regular Meeting
May 13 City Commission Regular Meeting
May 14 Action Plan Outreach
May 22 Kick-off Meeting – Session 1: Housing Working Group and CAHAB
May 23 Public Workshops – Inform Public and Gather Information
June 11 Housing Working Group - Session 2: Tool Prioritization
June 12 CAHAB Regular Meeting
July 24 Housing Working Group – Session 3: Strategy Refinement of Prioritized Tools
July 25 Housing Working Group - Session 4: Strategy Refinement of Prioritized Tools
Aug 20 Public Open Houses – Community Involvement
Sept 10 Housing Working Group - Session 5: Strategy Refinement; Financing; Timeline;
Responsibilities (part 1)
Sept 11 Housing Working Group - Session 6: Strategy Refinement; Financing;
Timeline; Responsibilities (part 2)
Sept 27 Draft Action Plan to City Staff for review
Oct 3 Draft Action Plan to Housing Working Group for review
Oct 10 Meeting/Conference call – Draft Action Plan Review
Oct 14 Final Action Plan (with revisions) to City Staff for review
Oct 18 Final Action Plan Release to public (for 30 day comment period)
Oct 22 Public Open Houses – Community Involvement
Nov 18 City Commission Regular Meeting, Presentation and Adoption
246
3
Jan 13, 2020 City Commission Regular Meeting, Action Item Prioritization
DOCUMENT REVIEW:
A completed plan was released for public review in October 2019. The document is available on
the City’s website, at City Hall, the Planning office and the Library. Additionally, staff held two
public open houses on October 22 in an attempt to educate and inform the public regarding the
completed plan. The Plan was presented, discussed and adopted at the regular City Commission
meeting on November 18, 2019.
PLAN OBJECTIVES:
The three main objectives that form the foundation of the Plan are as follows:
1. Income Levels. Community housing should serve the full range of incomes without
losing sight of safety net programs. The primary focus should be on:
• Ownership housing from 80% to 120% AMI, while also incentivizing the
production of missing middle housing up to 150% AMI;
• Additional resident and employee rentals up to 80% AMI; and
• Safety net rentals below 30% AMI
2. Jobs-Housing Relationship. Produce community housing at a rate that exceeds, or at
least matches, job growth at income levels and ratios being earned by Bozeman
employees.
3. Community Housing Built and Preserved. Strive to produce community housing at a
rate that matches the spectrum of community housing needs, while also preserving
what we have through a target of no net loss of existing community housing stock.
With the help of the City’s Strategic Services Department, staff is working on gathering the
appropriate data and creating methods for accurately measuring and presenting success as it
relates to the Plan’s Objectives moving forward.
ACTION STRATEGIES:
The Plan identified 17 Action Strategies with 71 underlying Action Items. In the adoption
process, the City Commission adopted 2 additional Action Strategies and staff has subsequently
created 7 additional Action Items related to these Strategies. This memo will briefly discuss the
resulting 19 Action Strategies and some related action items. Please see Appendix A for more
detailed information regarding all 78 underlying Action Items.
In order to provide meaningful recommendations, staff has evaluated each of the 78 action
items using a number of criteria. First, is the action item something that City Management feels
is already part of the daily work of the Community Development Department, the Community
Housing Program Manager or other City Staff? Second, does the Action item need policy
direction from the Commission before additional efforts are undertaken? Third, are additional
247
4
resources needed in terms of additional staff resources, additional legal review or additional
money in order to accomplish the action item? Additional resource needs were looked at from
both a one-time need and from an ongoing or programmatic need once completed or
established. Specific references to each criteria for all action items can be found within Appendix
A.
After evaluation of all 78 action items, 26 action items are being considered as part of the
normal daily work of staff (noted in green rows within Appendix A). All of these items are being
recommended to continue and only 2 of these items would need additional funding or
resources. 34 action items are thought to need additional policy direction from the commission
(noted in yellow rows within Appendix A), all of which would have either one-time or ongoing
resource needs. Staff is recommending that the commission give specific direction regarding
some of the action items that are viewed as needing both policy direction and additional
resources. The specific recommendations are listed below each Strategy area below and will be
restated at the end of this memo. In some cases the individual action item recommendations
may be grouped together in the final recommendations section when efforts done individually
would overlap or when efficiencies have been identified.
Presented below is a discussion of the main issues associated with each of the Plan’s 19 Action
Strategies.
1) General Funds -
This strategy has two associated action items and the Plan has identified the City as the lead
agency for implementation. The General Fund has many funding obligations and
considerable stress on its limited resources. Each year, it is the City Manager’s obligation to
recommend a balanced budget to the Commission for adoption. As is suggested in the
action items, staff is currently planning on submitting a budget request for 3 mills
(~$340,000) for the fiscal year 2021. The plan discusses the need to secure a reliable
funding source and staff is actively exploring options in the area. This Strategy includes an
additional action item regarding the establishment of allocation criteria for monies directed
to the City’s workforce Housing Fund. This effort is underway. Staff proposed draft
allocation criteria to the Community Affordable Housing Advisory Board (CAHAB) at their
December 2019 regular meeting. That discussion will continue at the Board’s January
meeting with the goal of bringing recommended allocation criteria to the Commission later
this spring.
Recommendation: Continue ongoing efforts regarding this Action Strategy.
2) Tax Increment Financing (TIF)
This strategy has two associated action items and the Plan has identified the City as The
lead agency for implementation. Community Development staff are currently working with
staff from the City’s Economic Development Department on new and creative ways the
248
5
Urban Renewal District (URD) and TIF funds could be used to leverage money for good
projects that include housing at all income levels. While not a TIF district, the Downtown
Business Improvement District has already started a pilot project hoping to incentivize the
creation of more small dwelling units in the downtown core.
Recommendation: Continue ongoing efforts regarding this Action Strategy.
3) Community Land Trust
This strategy has two associated action items and the Plan has identified Habitat for
Humanity as the lead agency for implementation. Community Development staff is actively
involved in discussions regarding the creation of a Community Land Trust. Currently an
organized effort is underway revolving around the Bridger View development. While not
identified as the lead on this strategy, the City is supportive of our community partners in
this area.
Recommendation: Continue ongoing efforts regarding this Action Strategy.
4) Deed Restricted Housing (permanent)
This strategy has six associated action items and the Plan has identified the City as the lead
agency for implementation. Action items in this area are centered on creating a stock of
permanently deed restricted housing units. This would be a new program area for the City
and is therefore listed as a policy issue. New efforts in this area would need additional
resources, both to research and set-up the program, but also ongoing resources would be
needed to manage the program in perpetuity.
Recommendation: Revisit this strategy in coming months. Staff will research the pros and
cons of permanent deed restriction programs, provide examples and report back to the
Commission in memo format with associated recommendations in six months (July 2020).
5) Inclusionary Zoning
This strategy has six associated action items and the Plan has identified the City as the lead
agency for implementation. The first of the Action Items states, ‘revisit affordable housing
ordinance: evaluate what has worked and not’. It is important to note that staff is
constantly evaluating the inclusionary zoning ordinance. The current ordinance is limited to
mandating that a percentage of homes in new subdivisions be sold at less than market rate.
The ordinance is working well under this limited scope. Action items 2 through 5 in this
strategy seek to increase the scope of the ordinance by mandating the inclusion of
affordable units in rental and multifamily projects and by adding the requirement that
permanent deed restrictions be placed on affordable units. The action items also call for the
consideration of mandating the creation of units for sale at up to 120% of the area median
income. The inclusion of rental projects in the ordinance needs to be researched by legal
staff in order to fully explore the City’s authority under State Statutes. The fiscal effects of
increased requirements on multifamily and rental projects needs to be further researched.
249
6
Moving to a permanent deed restricted program would have significant impacts on staffing
and would do away with the current non-cash subsidy funding for the program’s future.
Recommendation: Staff will continue to monitor the inclusionary zoning ordinance and will
suggest improvements when needed either through policy or ordinance revisions. Included
in the recommendation above staff will produce information regarding deed restriction
programs for the Commission’s consideration. The inclusion of rental and multifamily
projects in the inclusionary zoning ordinance is not being recommended at this time. The
recommendation is that both fiscal and legal analysis be undertaken with a report to the
Commission in memo format with associated recommendations in ten months (October
2020).
6) Public / Private / Institutional Partnerships
This strategy has five associated action items and the Plan has identified the School District
as the lead agency for implementation. While the city is not identified as the lead for
actions within this strategy Community Development staff is actively working with
community partners to identify possible land and project partners. City staff will be taking
an active role in facilitating the due diligence process with community partners.
Recommendation: Funds from the Workforce Housing fund may be requested to facilitate
parcel appraisals and project feasibility studies as City staff identify available land.
7) Home Buyer Assistance
This strategy has four associated action items and the Plan has identified the City as the
lead agency for implementation. The City, in contractual relationship with the Human
Resources Development Council (HRDC), is currently working on first time home-buyer
education. With the recent hire of the Community Housing Program Manager, these efforts
will be increased. Policy direction is needed should there be the desire to increase efforts to
potential buyers beyond the 80% of area median income as suggested by the plan.
Recommendation: Continue ongoing efforts regarding this Action Strategy.
8) Permanent Supportive Housing (PSH) and Transitional Housing
This strategy has four associated action items and the Plan has identified HRDC as the lead
agency for implementation. City staff and elected officials have been actively engaged in
efforts regarding the FUSE project and other supportive and transitional housing projects.
Recommendation: Continue ongoing efforts regarding this Action Strategy.
9) Fee Waiver / Deferral
This strategy has five associated action items and the Plan has identified the City as the lead
agency for implementation. The City’s inclusionary zoning ordinance includes an impact fee
reimbursement incentive and the Community Development Director is writing a policy to
better explain the process for reimbursement. This policy will be updated in the Affordable
Housing Manual. All fees can currently be calculated prior to project approval and better
250
7
educational materials are being developed and will be placed within the Affordable Housing
Manual and on the City’s website. Efforts to increase fee reimbursement or to defer fees on
projects beyond the scope of those dwelling units provided through the inclusionary zoning
ordinance would be a policy decision of the Commission. Some legal questions remain
regarding the City’s ability to defer certain fees and more work needs to be done to fully
explore all options. Additionally, the question remains of how efforts in this area would be
funded. Action item 5 in this strategy again refers to deed restricting of projects receiving a
fee reimbursement, reduction or deferral. This will be addressed in the research and
reporting mentioned above.
Recommendation: Continue ongoing efforts regarding this Action Strategy including legal
review of statutory ability and research and reporting regarding deed restriction.
10) Co-op Housing (mobile home parks)
This strategy has four associated action items and the Plan has identified HRDC as the lead
agency for implementation. Currently the City’s Unified Development Code allows Co-op
housing and mobile home parks in a number of ways. Staff is supportive of efforts in this
strategic area and will continue to work with community partners on these action items.
Recommendation: Continue ongoing efforts regarding this Action Strategy.
11) Land Banking
This strategy has four associated action items and the Plan has identified the City as the
lead agency for implementation. While Community Development staff has a good
understanding of vacant and underutilized land in the City, a formal process for identifying
and tracking these parcels does not exist. Staff capacity does not currently exist to stand-up
a system in this strategic area. Resources in terms of additional staffing or consultant fees
would be needed in order to both identify all possible land and outline a process for the
next steps included in a Land Banking program. Policy direction is needed should the
Commission desire to move forward in this strategic area.
Recommendation: Additional efforts in this area are not being considered at this time.
12) Employer Assisted Housing
This strategy has four associated action items and the Plan has identified Prospera as the
lead agency for implementation. All action items in this strategic area are focused on
outreach and education. Staff is actively involved as opportunities present themselves.
Recommendation: Continue ongoing efforts regarding this Action Strategy.
13) Removal of Regulatory Barriers
This strategy has six associated action items and the Plan has identified the City as the lead
agency for implementation. The first action item in this strategic area has been
implemented and the online process for submitting code revisions is live on the City’s
website. The first round of these revisions is slated for April of this year. Ongoing efforts to
251
8
improve the development review process and ensure it is predictable are transparent or
ongoing. Action items 3, 4 and 5 represent a significant amount of work and would need
Commission approved funding to ensure timely completion. An RFP is currently being
written and the expected funding needed would be approximately $80,000 to $120,000 to
fully complete. Action item 6, relating to the creation of new regulations for movable tiny
homes is a policy decision for the Commission and is not being recommended at this time.
Recommendation: Move forward with an RFP for a consultant led project regarding City
code analysis, audit and suggested revisions.
14) Accessory Dwelling Units (ADU)
This strategy has four associated action items and the Plan has identified the City as the
lead agency for implementation. Significant efforts in this area have been made over the
past 18 months. City Staff has worked with MSU architecture students on a pilot project
with success in educational and outreach efforts. Action item 1 is slated to come before the
Commission for action in April of this year and educational efforts are ongoing. Action item
3 could be accomplished in short order but would likely take some funding as architectural
plans may need to be purchased and initial building plan review would need to be paid for.
Action item 4 would be part of the research and reporting discussed in previous strategies.
Recommendation: Continue ongoing efforts regarding this Action Strategy.
15) Low Income Housing Tax Credits (LIHTC)
This strategy has three associated action items and the Plan has identified HRDC as the lead
agency for implementation. In concert with our community partners, staff is currently
working to ensure the upcoming Census 2020 data is as accurate as possible. Staff is not
currently making any efforts to secure local representation on the Montana Housing Board.
Action item 3 is a worthwhile effort but would take some additional capacity to have the
biggest impact. City Community Development staff with help from the City GIS Specialists
could accomplish the initial analysis fairly easily. Once the analysis is done it could be a
heavier lift to ensure alignment of all zoning. This effort may need additional resources in
term of consultant funding.
Recommendation: Continue ongoing efforts regarding action item 1. Using consultant
funding when needed, Staff should move forward with action item 3 at this time.
16) Taxes Dedicated to Housing
This strategy has six associated action items and the Plan has identified the City as the lead
agency for implementation. Action items in the strategic area are categorized by the plan as
longer term efforts. All action items would need policy direction from the Commission and
are not being actively worked on at this time. Should the Commission choose, additional
resources would be needed in terms of staff time or consultant funding. Educational and
outreach costs may also be incurred.
Recommendation: Additional efforts in this area are not being considered at this time.
252
9
17) Commercial Linkage
This strategy has four associated action items and the Plan has identified the City as the
lead agency for implementation. Three of the four action items in this strategic area call for
consultant led work resulting in a nexus study and peer community evaluation. These action
items would need policy direction from the Commission and are not being actively worked
on at this time. Should the Commission choose, additional resources would be needed in
terms of staff time or consultant funding. Action item 4 states that staff should continue to
encourage employers to build housing and encourage housing to be built over commercial
projects when feasible.
Recommendation: Continue ongoing encouragement regarding residential development.
Additional efforts in this area are not being considered at this time.
18) Pre-Approved Planned Unit Development (PUD)
The City Commission added this Action Strategy to the Plan at the time of adoption. Staff
has proposed three associated action items and has identified the City as the lead agency
for implementation. Staff is looking for Commission agreement on the three action items as
listed below;
1. Evaluate past PUD relaxation approvals
2. Explore changes in the UDC and other City standards to minimize the need for PUD relaxations
3. Develop a pattern book and template for PUD approval when providing Affordable Units
Staff has done some work on action item number 1, no work has been done on items 2 and
3. These action items would require policy direction from the Commission and associated
resources in terms of staff capacity of consultant dollars.
Recommendation: Continue ongoing efforts regarding action item 1. Using consultant
funding when needed, Staff should move forward with action items 2 and 3 at this time.
19) Up-Zoning
The City Commission added this Action Strategy to the Plan at the time of adoption. Staff
has proposed four associated action items and has identified the City as the lead agency for
implementation. Staff is looking for Commission agreement on the four action items as
listed below;
1. Align growth policy recommendations with the density goals supporting up-zoning.
2. Develop expanded criteria to be used for evaluation of up-zoning applications.
3. Develop appropriate transition standards when up-zoning existing parcels.
4. Identify areas ripe for up-zoning.
While staff has done some work on action item number 1, no work has been done on items
2 – 4. All of these action items would require policy direction from the Commission and
associated resources in terms of staff capacity or consultant dollars. Educational and
outreach costs may also be incurred.
253
10
Recommendation: Using consultant funding when needed, Staff should move forward with
action items 1 – 3 at this time. Action Item 4 should be tabled until such time as criteria and
transition standards have been adopted.
RECOMMENDATION RECAP AND DIRECTION REQUESTED:
Completing all of recommendations below would represent significant staff effort. It is
reasonable to expect that some of the action items may take longer than a year to complete.
Input from the Commission regarding priorities is appreciated.
1. Shall Staff move forward to engage third party to edit, reorganize and reformat the UDC
to be more streamlined, functional and user friendly and remove duplicative language
and inconsistencies? (strategy 13, item 3)
a. Related action item would seek to engage third party to review all city codes,
regulations and policies to identify disconnects and recommend methods to
resolve. (strategy 13, item 4)
b. Related action item to revisit Engineering Design Standards and Specifications
Policy to allow more compact development standards. (strategy 13, item 5)
c. Related action item aimed at exploring changes in the UDC and other City
standards to minimize the need for PUD relaxations. (strategy 18, item 2)
This would be a large and expensive project and would need to have an appropriate
scope of work and be well managed in order to ensure the most cost effective results.
The expected price tag on such an effort could be as much as $200,000 but could be
broken into appropriate pieces of multiple years depending on the direction from the
Commission.
2. Shall Staff move forward to procure and make available to the public for free, pre-
approved and plan reviewed ADU construction document sets? (strategy 14, item 3)
General inquiries to local design professionals would indicate that this could cost as
much as $5,000 per design. Staff would look for partners interested in helping keep these
costs to a minimum.
3. Shall Staff move forward to identify and suggest changes that would align regulations
and zoning with Qualified Census Tracts to encourage LIHTC development? (strategy 15,
item 3)
Minimal consulting funding may be needed to accomplish this task (<$7,000)
4. Shall Staff move forward to engage third party to develop a pattern book and template
for PUD approval when providing Affordable Units? (strategy 18, item 3)
254
11
This item would best be done after a full review of the UDC as recommended above.
Staff would explore the possibility of MSU student help and other creative approaches to
accomplish this task.
5. Shall Staff move forward to suggest ways to align growth policy recommendations with
the density goals supporting up-zoning? (strategy 19, item 1)
This could be done through staff analysis and reporting during the Community Plan
(Growth Policy) adoption process.
6. Shall Staff move forward to develop expanded criteria to be used for evaluation of up-
zoning applications? (strategy 19, item 2)
This would be done by current staff to be brought before the Zoning Commission for
recommendation and to the City Commission for approval.
7. Shall Staff move forward to develop appropriate transition standards when up-zoning
existing parcels? (strategy 19, item 3)
Minimal consulting funding may be needed to accomplish this task (<$7,000)
ACTION ITEMS NOT RECOMMENDED AT THIS TIME:
The following is a list of action items with associated strategy areas that are not currently being
worked on by City Staff and are not being recommended to move forward at this time. All items
listed below would require both policy direction from the Commission as well as additional one-
time and/or ongoing resources.
4) Deed Restricted Housing (permanent)
1. Transition to a permanent restriction when publicly subsidized community housing units are
created.
2. Align with other policies: fee waivers and incentives.
3. Transition to a permanent restriction when publicly subsidized community housing units are
created.
4. Structure the eligibility and occupancy criteria to ensure “fairness.”
5. Increase management capacity - begin by evaluating existing capacity, considering
adjustments, and/or establishing a new entity, such as a Housing Authority or Community
Land Trust.
5) Inclusionary Zoning
2. Apply to multi-family development, as well as single family: ownership and rental.
255
12
4. Consider addressing up to 120% AMI for ownership
5. Require deed restrictions to be permanent.
7) Home Buyer Assistance
2. Seek local funding to serve households up to 120% AMI.
3. Community education program – financial literacy and assistance options.
4. Work with employers to assist employees. Technical assistance, loan/grant options,
administration, etc.
9) Fee Waiver / Deferral
2. Structure fees to incentivize desired development (e.g. lower fees for smaller ownership and
for-rent units.
3. Explore options to cover the cost of reduced fees – General Fund, Tax Increment Financing
(TIF), etc.
5. Ensure homes benefit the community (deed restricted) if get reduced fees
11) Land Banking
1. Establish criteria to prioritize site(s).
2. Inventory potential opportunities.
3. Understand constraints.
4. Include vacant, underutilized, redevelopment.
13) Removal of Regulatory Barriers
6. Explore adding code section for Moveable Tiny Homes. Coordinate at the State level.
14) Accessory Dwelling Units (ADU)
4. Deed-restrict units that receive an incentive/public subsidy to build to ensure community
benefit – e.g., require long term rental, resident/employee occupancy
16) Taxes Dedicated to Housing
1. Pursue either a mill levy or bond issue.
2. Coordinate with a comprehensive education campaign.
3. Consider citywide Special District.
4. Evaluate what entity should hold funds collected (City, new Housing Trust fund, etc.).
5. Evaluate who should administer allocation of funds, taking into consideration accountability
requirements with the use public funds.
6. Establish allocation criteria that considers: scoring system, leverages funds, aligns with
income targets, requires permanent affordability.
17) Commercial Linkage
256
13
1. Conduct Nexus Study to evaluate the potential impact of linkage on community housing and
businesses
2. Consider the impact on business growth and the impact on the community of doing nothing
(status quo).
3. Identify peer communities and evaluate what has worked and not worked: learn from others
19) Up-Zoning
4. Identify areas ripe for up-zoning.
ATTACHMENTS:
- Appendix A – Action Item Detail (SmartSheet)
- Resolution 5081 (Adopted November 18, 2019)
- Community Housing Action Plan
- Community Housing Action Plan Appendix A
257
Affordable Housing Action Strategies Existing
Procedure
Policy
Direction
One Time
Resources
Needed
Ongoing
Resources
Needed
Legal Staff
Recommendation Funding Difficulty Type Lead Strategy
1) General Funds Funding City
1. Maintain in the short-term until broad-based, reliable funding source is secured $$$ City General Funds
2. Establish allocation criteria to inform use of the City’s Affordable Housing Fund. n/a City General Funds
2) Tax Increment Financing (TIF) Funding City
1. Use of TIF to support community housing needs to be explored at the local and state levels. City Tax Increment Financing (TIF)
2. Downtown is considering the use of TIF to incentivize ADUs and 1-bedroom units and/or units that have long-term affordability
assurances.
City Tax Increment Financing (TIF)
3) Community Land Trust Partnership/Land Habitat
1. Consider establishing a Community Land Trust (CLT) organization that has the capacity to take on management responsibilities of
permanent restrictions.
Habitat Community Land Trust
2. Coordinate with existing housing providers with CLT homes to increase efficacy and avoid redundancy. Habitat Community Land Trust
4) Deed Restricted Housing (permanent) Preservation City
1. Transition to a permanent restriction when publicly subsidized community housing units are created. $$ City Deed Restricted Housing (Permanent)
2. Align with other policies: fee waivers and incentives. City Deed Restricted Housing (Permanent)
3. Create a permanent deed restriction that balances longterm affordability with wealth creation. City Deed Restricted Housing (Permanent)
4. Structure the eligibility and occupancy criteria to ensure “fairness.” City Deed Restricted Housing (Permanent)
5. Increase management capacity - begin by evaluating existing capacity, considering adjustments, and/or establishing a new entity,
such as a Housing Authority or Community Land Trust.
$$$ City Deed Restricted Housing (Permanent)
6. Emphasize customer service, such as one point of contact. Deed Restricted Housing (Permanent)
5) Inclusionary Zoning Regulation City
1. Revisit Affordable Housing Ordinance: evaluate what has worked and not. City Inclusionary Zoning
2. Apply to multi-family development, as well as single family: ownership and rental. City Inclusionary Zoning
3. Incorporate incentives along with housing development requirement. City Inclusionary Zoning
4. Consider addressing up to 120% AMI for ownership. $$$ City Inclusionary Zoning
5. Require deed restrictions to be permanent. City Inclusionary Zoning
6. Ensure consistency with other development codes. Inclusionary Zoning
6) Public / Private / Institutional Partnerships Partnership/Land School District
1. Establish criteria to prioritize site(s). School District Public/Private/Institutional Partnerships
2. Understand partner and site constraints. School District Public/Private/Institutional Partnerships
3. Facilitate partnerships. School District Public/Private/Institutional Partnerships
4. Issue Request for Proposals with desired community housing outcomes. School District Public/Private/Institutional Partnerships
5. Keep prioritized list for future housing opportunities. School District Public/Private/Institutional Partnerships
7) Home Buyer Assistance Program City
1. Build upon existing program through the City, HRDC, Habitat for Humanity. City Home Buyer Assistance
2. Seek local funding to serve households up to 120% AMI $$ City Home Buyer Assistance
3. Community education program – financial literacy and assistance options. $ City Home Buyer Assistance
4. Work with employers to assist employees. Technical assistance, loan/grant options, administration, etc. $ City Home Buyer Assistance
8) Permanent Supportive Housing (PSH) and Transitional Program HRDC
1. Inform developers of PSH incentives/opportunities. HRDC Permanent Supportive Housing (PSH) and
2. Identify needs (HRDC). HRDC Permanent Supportive Housing (PSH) and
3. Form housing group to advocate for more state funds. HRDC Permanent Supportive Housing (PSH) and
4. Implement FUSE model to more efficiently and effectively provide services (HRDC). HRDC Permanent Supportive Housing (PSH) and
9) Fee Waiver / Deferral Incentive City
1. Update Affordable Housing Ordinance to reflect how fee waiver is implemented. City Fee Waiver/Deferral
2. Structure fees to incentivize desired development (e.g. lower fees for smaller ownership and for-rent units, etc.). City Fee Waiver/Deferral
Affordable Housing Action Strategies Existing
Procedure
Policy
Direction
One Time
Resources
Needed
Ongoing
Resources
Needed
Legal Staff
Recommendation Funding Difficulty Type Lead Strategy
2. Inventory potential opportunities. City Land Banking
3. Understand constraints. City Land Banking
4. Include vacant, underutilized, redevelopment. City Land Banking
12) Employer Assisted Housing Program Prospera
1. Need education of and outreach to employers – present options and educate on tools available. Prospera Employer Assisted Housing
2. Hold symposium/education session. May be led by Chamber, Prospera, employers that currently have assisted housing programs
in place, or another.
Prospera Employer Assisted Housing
3. Gauge interest in options from employers. Use information from the employer survey from the Needs Assessment as a starting
point
Prospera Employer Assisted Housing
4. Find leaders to carry forward Prospera Employer Assisted Housing
13) Removal of Regulatory Barriers Incentive City
1. Implement a biannual code revision process to make it easier for boards, committees, development professionals and the general
public to suggest revisions to address current and future community housing needs.
City Removal of Regulatory Barriers
2. Ensure process is predictable, transparent, useful and that codes produce what we want. City Removal of Regulatory Barriers
3. Engage third party to edit, reorganize and reformat the UDC to be more streamlined, functional and user friendly. Remove
duplicative language and inconsistencies.
$$$ City Removal of Regulatory Barriers
4. Engage third party to review all city codes, regulations and policies to identify disconnects and recommend methods to resolve. $$$ City Removal of Regulatory Barriers
5. Explore revisiting Engineering Design Standards and Specifications Policy to allow more compact development standards $$ City Removal of Regulatory Barriers
6. Explore adding code section for Moveable Tiny Homes. Coordinate at the state level. City Removal of Regulatory Barriers
14) Accessory Dwelling Units (ADU) Incentive City
1. Explore removing special use permit requirement for a detached ADU in R-1 zone to allow by-right. City Accessory Dwelling Units (ADU)
2. The city has taken steps to decrease the cost of ADUs, educate the community about these cost reductions and explore
opportunities for additional reductions (i.e. permitting, impact fees, parking regulations).
City Accessory Dwelling Units (ADU)
3. Make pre-engineered ADU designs available for free – only a building permit needed to construct. $ City Accessory Dwelling Units (ADU)
4. Deed-restrict units that receive an incentive/public break to build to ensure community benefit – e.g., require long term rental,
resident/employee occupancy
City Accessory Dwelling Units (ADU)
15) Low Income Housing Tax Credits (LIHTC) Funding HRDC
1. Work with the “Complete Count Committee” to assist with the 2020 census count. An “Entitlement Community”, or city with a
population of 50,000, receives increased and direct tax credit allocations.
HRDC Low Income Housing Tax Credits (LIHTC)
2. Get Bozeman representation on the Montana Board of Housing HRDC Low Income Housing Tax Credits (LIHTC)
3. Align regulations and zoning with Qualified Census Tracts to encourage LIHTC development. HRDC Low Income Housing Tax Credits (LIHTC)
16) Taxes Dedicated to Housing Funding City
1. Pursue either a mill levy or bond issue $ City Taxes Dedicated to Housing
2. Coordinate with a comprehensive education campaign City Taxes Dedicated to Housing
3. Consider citywide Special District. $ City Taxes Dedicated to Housing
4. Evaluate what entity should hold funds collected (City, new Housing Trust fund, etc.). City Taxes Dedicated to Housing
5. Evaluate who should administer allocation of funds, taking into consideration accountability requirements with the use public
funds.
City Taxes Dedicated to Housing
6. Establish allocation criteria that considers: scoring system, leverages funds, aligns with income targets, requires permanent
affordability
Page 1 of 3
RESOLUTION NO. 5081
A RESOLUTION OF THE CITY COMMISSION OF THE CITY OF BOZEMAN,
MONTANA, ACCEPTING THE 2019 COMMUNITY HOUSING ACTION PLAN AND
ESTABLISHING IT AS A BASIS FOR FORMULATION OF HOUSING
IMPLEMENTATION ACTIONS.
WHEREAS, the City of Bozeman has recognized housing, including affordable housing,
as a community need in its growth policy since 1972; and
WHEREAS, the City of Bozeman has adopted a strategic plan that identifies affordable
housing as one area of community priority; and
WHEREAS, the City of Bozeman is committed to data and fact based decision making;
and
WHEREAS, as an aid to, and in preparation for, an updated affordable housing action
plan the City contracted with WSW Consulting and Navigate LLC to conduct a housing needs
assessment to document existing conditions and needs for housing; and
WHEREAS, the City Commission adopted Resolution 5024 on March 11, 2019 accepting
an updated housing needs assessment and directing that it be the basis for the creation of an
affordable housing action plan where housing is addressed as a community priority and in balance
with other established community priorities; and
WHEREAS, the City received a community housing action plan document in October
2019 that identifies 17 potential strategies for creation of additional housing in the community.
260
Resolution 5081, Acceptance of the 2019 Community Housing Action Plan
Page 2 of 3
WHEREAS, the City’s implementation of the community housing action plan requires
additional research, evaluation, and funding development for individual strategies.
NOW, THEREFORE, BE IT RESOLVED by the City Commission of the City of
Bozeman, Montana, that:
Section 1
That the 2019 Community Housing Action Plan is accepted by the City Commission as a
document of the City.
Section 2
The City of Bozeman will begin the implementation process by evaluating, researching, and
determining required actions and consequences of individual strategies for affordable housing where
housing is addressed as a community priority and in balance with other established community
priorities.
Section 3
That the 2019 Community Housing Action Plan is attached to this resolution as Exhibit A.
Section 4
This resolution is effective upon passage.
261
Resolution 5081, Acceptance of the 2019 Community Housing Action Plan
Page 3 of 3
PASSED, ADOPTED, AND APPROVED by the City Commission of the City of
Bozeman, Montana, at a regular session thereof held on the 18th
day of November, 2019.
____________________________________
CYNTHIA L. ANDRUS
Mayor
ATTEST:
_________________________________
ROBIN CROUGH
City Clerk
APPROVED AS TO FORM:
____________________________________
GREG SULLIVAN
City Attorney
262
Bozeman Community Housing Action Plan
Working together to strengthen community by
increasing the inventory of quality homes
across the spectrum of needs.
October 16, 2019
Prepared by:
Christine Walker, Navigate Consulting | Wendy Sullivan, WSW Consulting | Seana Doherty, Freshtracks Collaboration
263
Bozeman Community Housing Action Plan – October 16, 2019
WSW Consulting, Inc.; Navigate, LLC.; Freshtracks Collaboration TOC
Table of Contents
EXECUTIVE SUMMARY .......................................................................................................................................................................................
1
BOZEMAN COMMUNITY HOUSING ACTION PLAN .............................................................................................................................................. 3
1. OBJECTIVES ...........................................................................................................................................................................................................
5
2. HOUSING ACTION STRATEGIES ..................................................................................................................................................................................
6
Timeline for Implementation .............................................................................................................................................................................
7
Roles and Responsibilities ..................................................................................................................................................................................
9
Action Strategy Descriptions ............................................................................................................................................................................
10
3. CORE COMPONENTS .............................................................................................................................................................................................
22
APPENDIX A – ACTION PLAN PROCESS, DEFINITIONS AND ACKNOWLEDGEMENTS ........................................................................................ A-1
COMMUNITY HOUSING ACTION PLAN PROCESS ..................................................................................................................................................................
1
DEFINITIONS .................................................................................................................................................................................................................
3
ACKNOWLEDGEMENTS ...................................................................................................................................................................................................
4
FRONT COVER PHOTO BY ANDY AUSTIN, VIEW OF SPANISH PEAK FROM BOZEMAN
264
Bozeman Community Housing Action Plan – October 16, 2019
WSW Consulting, Inc.; Navigate, LLC.; Freshtracks Collaboration
1
Executive Summary
The Bozeman Community Housing Action Plan outlines a partnership framework to address community housing in Bozeman over at
least the next five years. Community Housing is defined as:
Homes that those who live and/or work in Bozeman can afford to purchase or rent. This includes
apartments, townhomes, condominiums, emergency shelters, accessory dwelling units, mobile homes
and single-family homes – all dwelling types – serving the entire spectrum of housing needs.
The Plan presents a set of actions that address a range of community housing needs. The 2019 City of Bozeman Community Housing
Needs Assessment study showed that between 5,400 to 6,340 housing units are needed over the next five years to address the
current housing shortfall for residents and the workforce and to keep up with job growth. About 60% of these units need to be
priced below-market to meet the full range of community housing needs. This includes a mix of housing unit types to diversify
options for residents, with prices ranging primarily between $160,000 and $400,000 for ownership and $500 to $1,200 per month
for rent. This plan was developed to begin addressing identified community housing needs and to create a lasting framework for
implementation that will evolve as the community and its housing needs continue to evolve.
The partnership framework for accelerating community housing in Bozeman is based on the recognition that no one entity can solve
the local housing challenges – it takes a community to build a community.
Utilizing the 2019 City of Bozeman Community Housing Needs Assessment as a base to understand the housing needs of residents
and employees in Bozeman, a local Housing Working Group, comprised of Bozeman community stakeholders, with input from the
public and technical assistance from consultants, created this Plan. Strategies to meet housing needs have been identified and
prioritized; roles and responsibilities have been assigned. A timeline for achieving priority strategies has also been established,
recognizing that this Plan will have life beyond this timeline and will continue to evolve and meet changing community housing
needs over the long term. By including various community members in its implementation (employers, institutions, community
organizations, and stakeholders), the Plan acknowledges that community involvement is necessary for the Plan’s success.
265
Bozeman Community Housing Action Plan – October 16, 2019
WSW Consulting, Inc.; Navigate, LLC.; Freshtracks Collaboration
2
Objectives established in the Plan that will continue to be tracked to ensure progress is made, include:
• Ensuring community housing serves the full range of incomes without losing sight of safety net programs for extremely low
income and homeless families. This includes safety net rentals below 30% AMI (about $20,000 per year), additional resident
and employee rentals up to 80% AMI (about $55,000 per year), and ownership housing up to 150% AMI (about $104,000 per
year).
• Producing community housing at a rate that exceeds, or at least matches, job growth so that new employees can find homes.
• Striving to produce community housing at a rate that matches the spectrum of community housing needs, while also
preserving what we have through a target of no net loss of existing community housing stock below 80% AMI.
The following graphic summarizes the strategies Bozeman will pursue over the next five years. The primary affordability level that
each strategy will address is illustrated below and represents the provision of a diversity of housing for community members across
multiple income levels and in various life stages.
266
Bozeman Community Housing Action Plan – October 16, 2019
WSW Consulting, Inc.; Navigate, LLC.; Freshtracks Collaboration
3
Bozeman Community Housing Action Plan Bridge
5800 UNITS
NEEDED BY 2025
267
Bozeman Community Housing Action Plan – October 16, 2019
WSW Consulting, Inc.; Navigate, LLC.; Freshtracks Collaboration
4
Bozeman Community Housing Action Plan
This section presents the Bozeman Community Housing Action Plan. This Plan will focus the community housing partnership
framework and increase the ability to meet community housing needs in Bozeman.
The primary components of the Plan include:
1. Objectives. Plan objectives are established to help monitor progress. Objectives should be revisited as community housing
needs evolve.
2. Action Strategies. The action strategies represent the prioritized strategies that have been developed to meet housing
objectives. The action strategies include defined roles and responsibilities and a timeline for achievement. This is the Action
part of the Plan.
Because not every strategy can be implemented at once, the sequence of strategies were prioritized by evaluating current
partner capacities and resources, understanding that some strategies may need to be implemented before others can be
successful, and recognizing that others may have current political or legal limitations that will take more time. This
prioritization is defined in more detail in the Action Strategy section.
3. Core Components. The core components represent the core operational needs to implement strategies, administer an
inventory of community housing, and track the progress of the Action Plan. This structure is needed for successful
implementation and to ensure continuation of the partnership framework to increase the availability of community housing
in Bozeman.
The Appendix contains a summary of the Action Plan process, defined terms used in this Plan, and acknowledgements of Plan
participants.
This Plan is also accompanied by Technical Documentation, which contains important information for Plan implementation. The
Technical Documentation contains detail on each housing action strategy. The Technical Documentation should be referenced by
implementing parties to understand the detailed background behind the formation of each strategy, best practices for each strategy,
other communities implementing the strategy, and implementation steps and roles specific to Bozeman.
268
Bozeman Community Housing Action Plan – October 16, 2019
WSW Consulting, Inc.; Navigate, LLC.; Freshtracks Collaboration
5
1. Objectives
The Bozeman Community Housing Action Plan presents a set of actions that address a range of community housing needs. The 2019
City of Bozeman Community Housing Needs Assessment study showed that between 5,400 to 6,340 housing units are needed over
the next five years to address the current housing shortfall for residents and the workforce and to keep up with job growth. About
60% of these units need to be priced below-market to meet the full range of community housing needs. This includes a mix of
housing unit types to diversify options for residents, with prices ranging primarily between $160,000 and $400,000 for ownership
and $500 to $1,200 per month for rent. As community housing needs change, the Housing Action Plan will evolve accordingly.
The actions identified in this Plan are designed to help Bozeman improve the availability of community housing, defined as:
Homes that those who live and/or work in Bozeman can afford to purchase or rent. This includes
apartments, townhomes, condominiums, emergency shelters, accessory dwelling units, mobile homes
and single-family homes – all dwelling types – serving the entire spectrum of housing needs.
The following objectives for meeting community housing needs will be tracked to monitor progress and revisited as community
housing needs evolve:
• Income Levels. Community housing should serve the full range of incomes without losing sight of safety net programs. The
primary focus should be on:
o Ownership housing from 80% to 120% AMI, while also incentivizing the production of missing middle housing up to
150% AMI;
o Additional resident and employee rentals up to 80% AMI; and
o Safety net rentals below 30% AMI.
• Jobs-Housing Relationship. Produce community housing at a rate that exceeds, or at least matches, job growth at income
levels and ratios being earned by Bozeman employees.
• Community Housing Built and Preserved. Strive to produce community housing at a rate that matches the spectrum of
community housing needs, while also preserving what we have through a target of no net loss of existing community housing
stock.
269
Bozeman Community Housing Action Plan – October 16, 2019
WSW Consulting, Inc.; Navigate, LLC.; Freshtracks Collaboration
6
2. Housing Action Strategies
Recognizing that there is no silver bullet – that no one housing strategy can do it all – the Housing Working Group evaluated about
40 different methods that could be used to address community housing needs in Bozeman. The reviewed options were based on
strategies that have been used in high-amenity communities throughout the nation to address a variety of community housing
needs. This process is described in more detail in the Appendix.
Of the different options reviewed, the Working Group, with input from the public, housing needs assessment and technical
assistance from the consultants, prioritized 17 of the options to implement within the next five years. Prioritization was required
because neither the City nor the implementing partners have the capacity or resources to implement every strategy at once, nor
would every strategy necessarily be effective in Bozeman. The other options are not lost, however. As the City and partners expand
their capacity and successes, more strategies can be brought into the housing program to increase the impact of the actions taken.
The 17 strategies identified for implementation over the next five years cover a range of options and target a variety of incomes and
housing types, ensuring that community housing needs are being addressed from multiple angles. This includes:
Funding: How do we pay for it?
Programs: How do we get people into homes?
Regulations: How do we make it happen?
Incentives: How do we make it easier?
Partnerships: How do we work together?
Preservation: How do we keep what we create?
The graphic on page two of this Plan (Executive Summary – Bozeman Community Housing Action Plan Bridge) summarizes the
housing strategies that Bozeman will implement over the next five years and the primary affordability level that each strategy will
address.
This section provides more detail on the developed strategies, to-date, as follows:
• Timeline for implementation: Shows the anticipated schedule for implementation for each community housing strategy over
the next five years.
• Roles and responsibilities: Identifies the Bozeman entities, organizations or stakeholders that will be responsible for
implementing each strategy. Lead and supporting roles are identified.
• Action strategy descriptions: Provides more detail on each of the 17 housing strategies, presented in the order shown on the
timeline. A definition is provided for each strategy, along with a summary of the proposed action steps. A summary of non-
prioritized strategies is also provided, many of which will be revisited for potential addition to the Action Plan as the housing
program matures, capacity is added, and community needs change.
270
Bozeman Community Housing Action Plan – October 16, 2019
WSW Consulting, Inc.; Navigate, LLC.; Freshtracks Collaboration
7
Timeline for Implementation
The 17 housing strategies identified for implementation within the next five years are shown on the timeline below. Strategies will
be monitored and modified as needed to ensure effectiveness. The bottom of the timeline shows existing housing strategies that will
continue and that will also be monitored as part of this Plan.
Strategies on the five-year timeline were identified as being “easy,” “medium,” and “hard” to implement, meaning:
• “Easy” strategies utilize existing capacity, organizations and momentum in Bozeman. This includes tweaking what already
exists to focus more specifically on housing and borrowing on current programs that are already under development. These
strategies are also perceived as having good political and community support.
• “Medium” strategies may require additional steps to complete, including more capacity or consultants; additional public
outreach and input; new partnerships and/or more funding to ensure success.
• “Hard” strategies will require a combination of additional capacity, expertise and possibly local financing; may have complex
implementation or approval systems; and may have varied political or public support requiring additional research and
education. State statutory limitations may be in place for some, requiring creative approaches or possibly legislative changes
to implement.
271
Bozeman Community Housing Action Plan – October 16, 2019
WSW Consulting, Inc.; Navigate, LLC.; Freshtracks Collaboration
8
Timeline of Priority Action Strategies
Abbreviations: HRDC = Human Resources Development Council
Strategies Type
General Funds Funding
Tax Increment Financing (TIF) Funding
Community Land Trust Preservation
Deed Restricted Housing (permanent) Preservation
Inclusionary Zoning Regulation
Public/Private/Institutional Partnerships Partnership/Land
Home Buyer Assistance Program
Program
Removal of Regulatory Barriers Incentive/Regulation
Accessory Dwelling Units (ADU) Incentive
Fee Waiver/Deferral Incentive
Co-op Housing (mobile home parks) Preservation Key:
Employer Assisted Housing Program Action Phase
Land Banking Partnership/Land On-going Phase
Taxes Dedicated to Housing Funding
Low Income Housing Tax Credits (LIHTC) Funding
Flexible Development Standards Incentive City changes in effect; evaluation
Short-Term Rental Regulations Regulation City adopted 2017; monitor
Housing Rehabilitation and Weatherization Preservation Habitat for Humanity; HRDC
Self Help Build Program Habitat for Humanity
Senior Housing Program Various
Funding HRDC, City
Easy- exists; Medium-redirect for housing
1 to 2 years
Short
Easy-current; modify
Mid Long
3 to 5 years 5+ years
Medium
Medium
Hard
Medium
Hard
Hard
Permanent Supportive Housing (PSH) and Transitional
Federal and State Grants/Loans – CDBG. HOME,
USDA/Rural Development, Section 8
Easy-in process
Medium
Medium-modifications
Medium
Hard
Hard
Hard
Hard
On-going programs - to continue
272
Bozeman Community Housing Action Plan – October 16, 2019
WSW Consulting, Inc.; Navigate, LLC.; Freshtracks Collaboration
9
Roles and Responsibilities
The Housing Working Group recognized that utilizing partners that are already working on or that have expertise with various
identified strategies have a role either leading or supporting identified actions. This includes the City, HRDC, Habitat for Humanity,
primary employers and others working with or alongside each other to further housing goals in the community. Joint
implementation provides the ability to share resources and capacity and leverage successes for a more robust and effective housing
program. More specific involvement for each strategy is summarized in the Technical Documentation for this Plan.
Matrix of Responsibilities: Action Strategies
Strategies are sorted in the same order of the timeline presented above.
Abbreviations: City = elected officials, advisory boards, and staff; HRDC = Human Resources Development Council; FUSE = Frequent Users Systems
Engagement; Habitat = Habitat for Humanity; Chamber = Bozeman Chamber of Commerce; Prospera = Prospera Business Network; MSU = Montana State
University; TBD = To Be Determined
STRATEGIES Type Lead Support
General Funds Funding City TBD
Tax Increment Financing (TIF) Funding City TIF Districts
Community Land Trust Preservation HRDC/Habitat HRDC/Habitat
Deed Restricted Housing (permanent) Preservation City HRDC/Habitat
Inclusionary Zoning Regulation City 3rd party expert
Public/Private/Institutional Partnerships Partnership/Land School district City support/convene potential
partners; County; Habitat
Home Buyer Assistance Program City/HRDC Prospera/Chamber
Permanent Supportive Housing (PSH) and Transitional Program HRDC FUSE Team, hospital
Fee Waiver/Deferral Incentive City TBD
Co-op Housing (mobile home parks) Preservation HRDC Bozeman Cohousing
Land Banking Partnership/Land City TBD
Employer Assisted Housing Program Prospera City, Habitat
Removal of Regulatory Barriers Incentive/Regulation City 3rd party expert
Accessory Dwelling Units (ADU) Incentive City MSU
Low Income Housing Tax Credits (LIHTC) Funding HRDC City
Taxes Dedicated to Housing Funding City Community/philanthropy (non profit)
Commercial Linkage Regulation City TBD
Flexible Development Standards Incentive
Short-Term Rental Regulations Regulation
Housing Rehabilitation and Weatherization Preservation
Self Help Build Program
Senior Housing Program
Federal and State Grants/Loans – CDBG. HOME,
USDA/Rural Development, Section 8 Funding
On-going programs - to continue
HRDC, City
City changes in effect; evaluation
City adopted 2017; monitor
Habitat for Humanity; HRDC
Habitat for Humanity
Various
273
Bozeman Community Housing Action Plan – October 16, 2019
WSW Consulting, Inc.; Navigate, LLC.; Freshtracks Collaboration
10
Action Strategy Descriptions
This section provides a short summary of the Action Strategies, with more detailed information provided in the Technical
Documentation for this Plan. Strategies are color-coded based on the primary category type shown in the timeline:
Funding: Blue
Partnerships: Purple
Programs: Red
Regulations: Orange
Incentives: Yellow
Preservation: Green
Strategies are summarized as follows:
• Priority Action Strategies: Each priority action strategy is summarized and presented in order of implementation. A definition
is provided for each strategy, along with a summary of the proposed actions.
• On-Going Strategies: Each strategy that is on-going, meaning they are functioning and not currently a priority for additional
changes or action at this time, are summarized. This includes the definition of the strategy, its current status and comments
received.
• Potential Strategies for Future Consideration: Strategies that were evaluated, but not yet prioritized for implementation, are
summarized. This includes the definition of the strategy, along with comments from the public and Housing Working Group.
Note that the strategies with a (*) indicate that the program is already in the place.
274
Bozeman Community Housing Action Plan – October 16, 2019
WSW Consulting, Inc.; Navigate, LLC.; Freshtracks Collaboration
11
Bozeman Action Plan Strategies
General Funds* An annual or occasional budget
allocation primarily to support
staffing, pre-development and
gap financing for community
housing.
• Maintain in the short-term until broad-based, reliable funding source is
secured.
• Establish allocation criteria to inform use of the City’s Affordable Housing
Fund.
Tax Increment
Financing (TIF)*
Allows a local government or
redevelopment authority to
generate revenues for properties
targeted for improvement. As
improvements are made within
the district, and as property
values increase, the incremental
increases in property tax
revenue are earmarked for a
fund. Expenditures of TIF-
generated revenues are subject
to certain restrictions and must
be spent within the district.
• Use of TIF to support community housing needs to be explored at the local
and state levels.
• Downtown is considering the use of TIF to incentivize ADUs and 1-bedroom
units and/or units that have long-term affordability assurances.
• Considerations:
o More TIF for housing means less money is available for other
community priorities.
o Potential challenges with state regulations and use for housing.
o May be vulnerable at the state – care in crafting.
o The establishment of any new TIF districts should balance competing
community funding priorities.
Community Land
Trust*
Community nonprofit owns land,
develops housing and provides
long-term stewardship for
permanent affordability through
long-term ground leases.
Typically, single family or
townhomes for moderate and
middle-income households.
• Consider establishing a Community Land Trust (CLT) organization that has
the capability to take on management responsibilities of permanent
restrictions.
• Coordinate with existing housing providers with CLT homes to increase
efficacy and avoid redundancy.
275
Bozeman Community Housing Action Plan – October 16, 2019
WSW Consulting, Inc.; Navigate, LLC.; Freshtracks Collaboration
12
Deed Restricted
Housing
(Permanent)
Dwelling units permanently
restricted by occupancy (local
employee/resident), income
level, and with rent/resale
restrictions to retain affordability
in rising and high cost housing
markets.
• Transition to a permanent restriction when publicly subsidized community
housing units are created.
• Align with other policies: fee waivers and incentives.
• Create a permanent deed restriction that balances long-term affordability
with wealth creation.
• Structure the eligibility and occupancy criteria to ensure “fairness.”
• Increase management capacity - begin by evaluating existing capacity,
considering adjustments, and/or establishing a new entity, such as a
Housing Authority or Community Land Trust.
• Emphasize customer service, such as one point of contact.
Inclusionary
Zoning*
Requires that new residential
subdivisions and PUD’s
include/build homes that are
deed restricted for community
housing.
• Revisit Affordable Housing Ordinance: evaluate what has worked and not.
• Apply to multi-family development, as well as single-family: ownership and
rental.
• Incorporate incentives along with housing development requirement.
• Consider addressing up to 120% AMI for ownership.
• Require deed restrictions to be permanent.
• Ensure consistency with other development codes.
Public/Private/
Institutional
Partnerships
Public/institutional organizations
partnering with the private
sector for development
expertise to build community
housing on publicly owned site.
May be vacant or under-utilized
land. May also include
institutional properties.
• Establish criteria to prioritize site(s).
• Understand partner and site constraints.
• Facilitate partnerships.
• Issue Request for Proposals with desired community housing outcomes.
• Keep prioritized list for future housing opportunities.
Homebuyer
Assistance*
Down payment assistance of
grants or second mortgages for
qualified buyers. Can be used for
restricted or market units.
• Build upon existing program through the City, HRDC, Habitat for Humanity.
Bozeman Community Housing Action Plan – October 16, 2019
WSW Consulting, Inc.; Navigate, LLC.; Freshtracks Collaboration
13
Permanent
Supportive
Housing (PSH)
and
Transitional*
PSH pairs housing with supportive
services to transition chronically
homeless into home security.
Transitional housing provides
temporary assistance to bridge the
gap from homelessness to
permanent housing.
• Inform developers of PSH incentives/opportunities.
• Identify needs (HRDC).
• Form housing group to advocate for more state funds.
• Implement FUSE model to more efficiently and effectively provide services
(HRDC).
Water/sewer, building permit or
other fees waived in part or whole
or deferred until occupancy/sale
to reduce upfront cost to build.
General funds or other source
need to cover cost if fees waived
or reduced and/or for the deferral
period.
• Update Affordable Housing Ordinance to reflect how fee waiver is
implemented.
• Structure fees to incentivize desired development (e.g. lower fees for
smaller ownership and for-rent units, etc.).
• Explore options to cover the cost of reduced fees – general fund, tax
increment financing (TIF), etc.
• Create an upfront schedule of all fees for developments – predictability.
• Ensure homes benefit the community (deed restricted) if get reduced
fees.
Co-op Housing Common ownership and
management of purpose-built
communities. As related to
preserving mobile home parks,
residents form a corporate entity
that purchases the park, placing
the responsibility of park
maintenance in the hands of the
residents. Residents can self-
organize to purchase or seek
assistance. NeighborWorks
Montana can provide assistance in
Montana.
• Explore as a means to preserve mobile home parks.
• Reach out to NeighborWorks Montana through HRDC
o Explore how the program works.
o Verify that it can work in Bozeman/with Bozeman area mobile home
parks, including evaluating parks and residents for interest and
feasibility.
277
Bozeman Community Housing Action Plan – October 16, 2019
WSW Consulting, Inc.; Navigate, LLC.; Freshtracks Collaboration
14
Land Banking Acquiring land for eventual
community housing development.
Acquisition may occur through
purchase, trades, life estates,
donation (non-profits), in-lieu
requirements.
• Establish criteria to prioritize sites(s).
• Inventory potential opportunities.
• Understand constraints.
• Include vacant, underutilized, redevelopment.
Employer
Assisted Housing
Employers providing housing support
to employees. May be direct
employee support (help with housing
search, down payment,
rent/mortgage, relocation) or master
lease/buy/construct units.
• Need education of and outreach to employers – present options and
educate on tools available.
• Hold symposium/education session. May be led by Chamber, Prospera,
employers that currently have assisted housing programs in place, or
another.
• Next step:
o Gauge interest in options from employers. Use information from the
employer survey from the Needs Assessment as a starting point.
o Find leaders to carry forward
Updating/modifying code provisions
and procedures that impair
community housing development.
For example, ensuring codes are
consistent, simplifying applications.
Complete code review and rewrite
might be required.
• Implement a biannual code revision process to make it easier for boards,
committees, development professionals and the general public to suggest
revisions to address current and future community housing needs.
• Ensure process is predictable, transparent, useful and that codes produce
what we want.
• Engage third party to edit, reorganize and reformat the UDC to be more
streamlined, functional and user friendly. Remove duplicative language
and inconsistencies.
• Engage third party to review all city codes, regulations and policies to
identify disconnects and recommend methods to resolve.
• Explore revisiting Engineering Design Standards and Specifications Policy
to allow more compact development standards.
• Explore adding code section for Moveable Tiny Homes. Coordinate at the
state level.
278
Bozeman Community Housing Action Plan – October 16, 2019
WSW Consulting, Inc.; Navigate, LLC.; Freshtracks Collaboration
15
An ADU is a second smaller home
sharing a lot with a single-family or
townhome residence. Some examples
include an apartment over a garage, a
tiny house in the backyard, or a
basement apartment. Accessory
dwellings that may be restricted for
use by residents and employees
require compliance monitoring.
• Explore removing special use permit requirement for a detached ADU in
• R-1 zone to allow by-right.
• The city has taken steps to decrease the cost of ADUs, educate the
community about these cost reductions and explore opportunities for
additional reductions (i.e. permitting, impact fees, parking regulations).
• Make pre-engineered ADU designs available for free – only a building permit
needed to construct.
• Deed-restrict units that receive an incentive/public break to build to ensure
community benefit – e.g., require long term rental, resident/employee
occupancy.
Low Income
Housing Tax
Credits (LIHTC)*
A federal program that creates an
incentive to finance rental housing
for households below 60% AMI.
• Work with the “Complete Count Committee” to assist with the 2020 census
count. An “Entitlement Community”, or city with a population of 50,000,
receives increased and direct tax credit allocations.
• Get Bozeman representation on the Montana Board of Housing.
• Align regulations and zoning with Qualified Census Tracts to encourage
LIHTC development.
Taxes Dedicated
to Housing
Sales, property, lodging, short-term
rental fee, real estate transfer,
excise tax, vacancy tax, unit
demolition or conversion fees. Voter
approval required in most states.
Revenue stream can be used for
most housing-related activities.
Approval requires extensive public
education.
• Pursue either a mill levy or bond issue.
• Coordinate with a comprehensive education campaign.
• Consider citywide Special District.
• Evaluate what entity should hold funds collected (City, new Housing Trust
fund, etc.).
• Evaluate who should administer allocation of funds, taking into
consideration accountability requirements with the use public funds.
• Establish allocation criteria that considers: scoring system, leverages funds,
aligns with income targets, requires permanent affordability.
279
Bozeman Community Housing Action Plan – October 16, 2019
WSW Consulting, Inc.; Navigate, LLC.; Freshtracks Collaboration
16
Commercial
Linkage
Requires new commercial
development to provide housing or
pay fees for a portion of employees
needed to fill the new jobs
generated by the development.
Nexus study is required to
determine the mitigation
requirement. Fluctuates with
building activity.
• Conduct Nexus Study to evaluate the potential impact of linkage on
community housing and businesses.
• Consider the impact on business growth and the impact on the community
of doing nothing (status quo).
• Identify peer communities and evaluate what has worked and not worked:
learn from others.
• Make it easy for employers to build housing today if they want to: e.g.
continue to encourage residential above commercial or on same lot.
280
Bozeman Community Housing Action Plan – October 16, 2019
WSW Consulting, Inc.; Navigate, LLC.; Freshtracks Collaboration
17
On-Going Strategies
Modified land use regulations in exchange for community
housing. May include reductions in parking, setbacks, open
space, height limits, road widths, etc. Quality, compatibility,
safety and neighborhood impacts are concerns.
• City changes are in effect – monitor.
• Comments for future consideration:
o Create predictable list of incentives that are by-right
(approved by staff) in exchange for providing
community housing benefit.
o Amend utility and engineering standards to enable
the creation of tiny home villages.
o Evaluate reasons why mobile home parks are not
being built or updated, consider adjustments to the
building codes, engineering standards and UDC to
encourage.
Short Term Rental
(STR) Regulations*
Prohibiting or limited the use of homes for STR in specified
neighborhoods or zones; placing resident-occupancy
requirements on units that are rented short-term (e.g. rent
bedroom only; ADU and primary home cannot both be STR;
etc); require registration and charge fees; or other options.
• City adopted restrictions in 2017; monitor.
Housing Rehabilitation
and Weatherization*
Repairing, updating, enlarging, improving energy efficiency, and
providing handicapped accessibility, typically with Federal or
State grants with strict limitation on who can be served.
Staff/time intensive. Does not increase inventory of Community
Housing; rather improves the quality of the existing housing
inventory.
• Implementing partners: Habitat for Humanity; HRDC
• Comments/benefits:
o Enables people to stay in their homes.
o Weatherization serves households earning <60%
AMI.
o Provides low interest loans to rehab homes.
o Differentiate rehab (e.g. The Boulevards) from
weatherization.
o Keep – it’s a good thing.
Self Help Build* Homebuyers receive low interest loans and technical assistance
for their construction of homes. Requires large time
commitment
• Implementing partner: Habitat for Humanity
• Comments:
o Active in the area; keep doing it.
o Scalability is a problem – modest production.
o Land costs are a challenge in Bozeman.
281
Bozeman Community Housing Action Plan – October 16, 2019
WSW Consulting, Inc.; Navigate, LLC.; Freshtracks Collaboration
18
Senior Housing* High density, smaller, low maintenance units designed for
retiring residents.
• 260 affordable rentals for seniors and/or persons
with disabilities exist in the City; multiple
managers/providers are involved.
• Comment for future:
o Research full range of senior housing & service
needs
o Understand what is working well and not.
o Expand reach of needs to more than low-
income renters.
• Identify partners – a leader for this program.
Federal and State
Grants/Loans – CDBG,
HOME, USDA/Rural
Development, Section 8*
Federal and State grants/loans for affordable housing, generally
for construction of units. These include CDBG, HOME, and
USDA/Rural Development. Major federal funding cuts proposed.
Can only serve low income households (<50%, 60% or 80% AMI).
Competitive and complicated grant application and
administration process.
• Primary implementing partners: City, HRDC
• Comments:
o Utilized to the max right now.
o Allocation process skewed toward smaller
communities. Takes longer to pull required
information together in larger population
communities such as Bozeman.
o Highly competitive.
o A population >50,000 would push Bozeman to
an “Entitlement Community” status, which
would increase availability and provide direct
access to funding sources.
282
Bozeman Community Housing Action Plan – October 16, 2019
WSW Consulting, Inc.; Navigate, LLC.; Freshtracks Collaboration
19
Other Strategies Reviewed – For Future Consideration
HOUSING PROGRAMS
• Construction Education
Extension
• Public Sector Development
Work with local education system (high school technical
extension, community colleges, post-secondary education)
to provide training in the construction trades industry.
Initiating, designing, financing and constructing dwelling
units by municipalities, counties and/or housing
authorities. Similar to developing other public
infrastructure.
• Shortage of construction labor – program can
help build local labor/expertise.
• High school and MSU as potential partners.
• Requires public sector capacity and specific
expertise.
• Has financial risk.
FUNDING
• Construction & Debt Financing
with Favorable Terms
• Private Donations/Grants
• Special Improvement District
• Opportunity Zones
Low interest loans, tax exempt bonds, certificates of
participation and other forms of development financing
available to housing authorities, cities, counties and some
non profits to develop housing.
Tax deductible contributions to a non-profit organization,
which purchases or develops housing. Competes with
other charitable causes.
Special Improvement Districts (SIDs) are typically formed
to fund public improvements, typically infrastructure
(roads, sewer, etc.) or maintenance of City facilities or
services. Costs are distributed across the properties within
the SID that benefit from the improvements. Use
specifically for housing is not common.
The Opportunity Zones investment incentive was
established in 2017 to encourage long-term private
investments in low-income communities. Opportunity
Zones are eligible to receive private investments through
opportunity funds in the Bozeman area. The program does
not explicitly address below-market community housing
but may be designed to do so.
• Favorable terms include 90% LTV (loan to
value) and 30-40 year amortization.
• Create a pot of money to use and leverage.
• Interest rates are currently low; more effective
in high-interest rate environment.
• Donations to non-profit builders.
• Philanthropic grants.
• Consider a city-wide special improvement
district.
• Requires approval by 60% of the property
owners in the proposed district.
• System in place.
• State regulations may be a challenge.
Bozeman Community Housing Action Plan – October 16, 2019
WSW Consulting, Inc.; Navigate, LLC.; Freshtracks Collaboration
20
Other Strategies Reviewed – For Future Consideration (Continued)
PRESERVATION
• No Net Loss
• Condominium
Conversion Policy
• Deed Restriction –
Local Preference
• Acquisition of
Market Units
Requires replacement of below-market dwellings occupied by
residents when redevelopment occurs. Similarly-priced units
should be replaced on site or another site, or a fee-in-lieu of
replacement could be allowed. Demolition tax can be used to
fund replacement.
Limiting or prohibiting conversion of apartments to
condominiums to retain rental housing. May require some
portion of converted units to be restricted community housing
or provide first right of refusal of sales to apartment occupants,
among other conditions. Some impose a conversion fee that
goes into a housing fund.
A deed restriction can be structured to give occupancy priority
to certain households, as long as the priority does not
discriminate against protected classes (race, color, religion, sex,
handicap, familial status, national origin and, generally, source
of income) in violation of the Fair Housing Act. Common
preferences include employees that are working a certain
number of hours in the community, employees that have
worked a certain number of years in the community, and critical
employees such as emergency service providers.
Usually involves investing public funds to lower the sales price in
exchange for restricted community housing. Inability to obtain
condo mortgages can result in units being rented. Public sector
purchases can drive up prices for low-end market units.
• A demolition fee was discussed in the ”Funding”
strategy session.
• Homes transition from serving lower incomes to
higher incomes – red to green on the bridge.
• Some demolition and redevelopment is good.
• Provide plan for displaced individuals.
• Disincentivizes rehabilitation and redevelopment.
• Must define substandard/unsafe housing that is
best removed/redeveloped.
• A conversion fee was discussed in the “Funding”
strategy session.
• Converted apartments to condominiums can create
an entry level homeownership opportunity.
• Conversions from apartments to condominiums are
overseen by the state – would need to establish a
city tracking system.
• Big Sky requires 1590 hours of employment in
community.
• Be careful to not discriminate against “new locals.”
• More bang for your buck with other options.
284
Bozeman Community Housing Action Plan – October 16, 2019
WSW Consulting, Inc.; Navigate, LLC.; Freshtracks Collaboration
21
Other Strategies Reviewed – For Future Consideration (Continued)
REGULATIONS
• Annexation
Policies
• Residential
Linkage
Negotiating restricted community housing as part of annexation
agreements. Policy based. Entities have discretion in
negotiations. This is a widespread practice among communities
with community housing programs.
Requires new residential development to provide housing or
pay fees for a portion of employees needed to fill the new jobs
generated by the development. Nexus Study required.
Mitigation rate often increases with house size. Fluctuates with
building activity.
• Could apply to County “donuts” within the City.
• Consider if commercial linkage is applied. Ensure all type
of development contributes to community housing
impacts, not just one group.
Providing additional density in exchange for community
housing. Must be large enough to entice development yet small
enough for livability and compatibility. Not effective if existing
zoned densities are high (e.g. when zoned at a level where
developers have trouble building to existing densities).
Gives priority to developments that include community housing.
May include expedited approval; help navigating entitlements
(ombudsman approach).
• Parking will be of concern if more density allowed in
some areas.
• May need to modify existing densities for bonuses to be
effective. City currently has density minimums in all
residential districts in place.
• Need more staff capacity in order to fast track
applications.
• Potential for discontent among market rate developers if
other projects move ahead.
285
Bozeman Community Housing Action Plan – October 16, 2019
WSW Consulting, Inc.; Navigate, LLC.; Freshtracks Collaboration
22
3. Core Components
The Bozeman region has several programs, organizations and structures in place that are addressing community housing needs. This
Action Plan presents the ability to evolve the housing program to better meet the needs of residents and employees by creating,
strengthening and defining a partnership framework to address housing needs. This will allow Bozeman to leverage resources and
capacity throughout the community and region. We recognize that programmatically and administratively, this requires additional
capacity to manage an inventory of permanently restricted housing.
Core components are the tasks and structures needed to ensure that the partners and Plan continue to move forward. To ensure
support and continuation of this partnership, a sound administrative structure needs to be established, along with housing program
support to manage community housing that is produced through this Plan. Most of this structure needs to be in place within the first
two-years of Action Plan implementation, as shown below.
Core Components Timeline
*Darker blue = the action phase for each element; lighter blue = on-going phase.
CORE COMPONENTS LONGER TERM
Quarter 3 4 1 2 3 4 1 2 3 4 2022+
1. Action Plan Administration
2. Action Plan Coordinator/Facilitator - Action Plan to Work Plan
3. Housing Program Management
Housing guidelines
Deed restrictions (permanent)
Unit management/housekeeping
Inventory tracking
2019 2020 2021
286
Bozeman Community Housing Action Plan – October 16, 2019
WSW Consulting, Inc.; Navigate, LLC.; Freshtracks Collaboration
23
Each item is generally defined below, followed by the recommended implementation for each core component. For more detail,
please reference the Technical Documentation for this Action Plan:
1. Action Plan Administration – includes procuring and managing the budget and staff to implement the Plan.
The first steps of administration will be to:
o Submit the Action Plan for acceptance by the City Commission;
o Present the Plan to Gallatin County for recognition;
o Budget for 3 years of implementation (staff, contractors, etc.); and
o Evaluate existing community housing program management (housing guidelines, deed restrictions-permanent, unit
management, inventory tracking, etc.) and consider adjustment to meet community housing objectives.
2. Identify Action Plan Partner Coordinator—identifying a staff person/contractor who will serve as the convener of the Action
Plan to assist with a regular meeting schedule (quarterly to begin) to track progress, learn of partner successes and
challenges, and gather information for potential Plan modifications.
• Staff for this position could either be: 1) City of Bozeman Affordable Housing Manager, 2) Contractor with City, or 3)
Contractor with another entity, such as the Bozeman Community Foundation.
• Role of coordinator:
o Facilitation of partner meetings (at least quarterly to begin);
o Summarize and advertise the “collective impact” of Action Plan partners (update quarterly and track and advertise
through a published “Placemat” document or website);
o Public outreach/communications tasks;
o Partnership Development to build capacity of existing partners and recommend and bring in new partners;
o Project management: work with partners on teams to implement strategies (research, facilitate teams, data
analysis, outreach, etc.); and
o Work Plan development: Concurrently, the coordinator would work with each Action Plan partner to take steps
to develop a work plan for community housing from identified roles and tasks in the Action Plan.
At the city, this would include, for example, incorporating the Plan into any Memorandums of Understanding
(MOU) or contracts for implementation with supporting partners, as well as prioritizing strategies for which the
City has a role and identifying capacity and next steps for implementation.
287
Bozeman Community Housing Action Plan – October 16, 2019
WSW Consulting, Inc.; Navigate, LLC.; Freshtracks Collaboration
24
Action Plan to Work Plan Graphic
Bozeman Community
Housing Action Plan
CITY
AH PROGRAM MANAGER
CITY CONTRACT
COMMUNITY
FOUNDATION
ACTION PLAN
WORK PLAN
Community City County HRDC
Habitat for
Humanity
School
District
Building
Industry
Chamber of
Commerce
288
Bozeman Community Housing Action Plan – October 16, 2019
WSW Consulting, Inc.; Navigate, LLC.; Freshtracks Collaboration
25
3. Community Housing Program Management – ensuring clear tracking, monitoring and management of units to retain
community housing goals:
a. Housing guidelines – providing information on community housing development specifications, affordability levels,
ownership and rental qualification procedures, sale/resale and rental standards, compliance and grievance processes,
unit management, etc. The City and HRDC has guidelines in place; ensuring compatibility with new permanent
affordability deed restrictions will be needed.
b. Deed restriction (permanent) – ensuring consistency, clarity, and that community housing goals are met, which means
preserving affordability in perpetuity for community housing produced.
c. Unit management/housekeeping – having a central structure in place to monitor and manage the sales/rental
occupancy, qualifications, maintenance, compliance monitoring, waitlists, etc. of community housing units. This
oversight will require additional capacity as the inventory of homes expands.
d. Inventory tracking – maintaining a database of deed-restricted rental and ownership units to track their effectiveness,
continued affordability, turnover, and occupancy to ensure the housing program and units are meeting goals. HRDC
has acquired HomeKeeper, a deed restricted housing tracking program, that can be very effective for this purpose.
289
Bozeman Community Housing Action Plan – October 16, 2019
WSW Consulting, Inc.; Navigate, LLC.; Freshtracks Collaboration
A-1
APPENDIX A – Action Plan Process, Definitions and Acknowledgements
Community Housing Action Plan Process
The Action Plan process began with an update to the “2012 Affordable Housing Needs Assessment for the City of Bozeman,
Montana,” to:
• Identify how much, what type, at which price points, and for whom community housing is needed both currently and
projected over the next five years;
• Inventory existing resources and capacity; and
• Understand current housing achievements.
290
Bozeman Community Housing Action Plan – October 16, 2019
WSW Consulting, Inc.; Navigate, LLC.; Freshtracks Collaboration
A-2
Using the 2019 City of Bozeman Community Housing Needs Assessment report and employer survey as the foundation, the Bozeman
Community Housing Action Plan process kicked off in May 2019. The process included six work sessions with the Housing Working
Group over a six-month period, two public open houses and online participation opportunities for public input. The consultant team
provided technical assistance and expertise on housing solutions in the intermountain west and, guided by a professional facilitator,
worked with the over twenty (20) community members comprising the Housing Working Group to decide upon and craft strategies
to make the Plan “Bozeman.” Input from the public helped ground the approach through open house and online opportunities for
participation. Throughout this process, the community drove the Plan’s priorities and development, resulting in the Bozeman
Community Housing Action Plan.
More specifically, the process:
• Began with an overview of key findings from the 2019 City of Bozeman Community Housing Needs Assessment and employer
survey to shape initial goals and priorities for the community housing Action Plan. The public weighed in at the first open
house and online regarding community housing objectives; Housing Working Group members were additionally presented
with information on the necessary components of successful housing programs; core needs for housing plan implementation;
and how other communities have been addressing similar housing challenges.
• At the second session, the Housing Working Group was presented with near 40 tools that other communities have used to
address community housing needs. Through input from the consultants and discussion among the Group, the Housing
Working Group prioritized tools they felt would be most effective for Bozeman.
• The Housing Working Group then spent two technical work sessions on the prioritized tools to develop action strategies.
Through this process, the Housing Working Group learned about best practices in comparable communities, developed
strategies, and discussed roles and responsibilities for implementation. The outcome of these sessions was presented to the
public in a second open house to evaluate priorities and get input on drafted actions.
• The final session modified the actions and priorities pursuant to public input received. Objectives were revaluated; a timeline
for prioritized action strategies was developed; and roles and responsibilities were identified among the various partners to
implement the Plan.
291
Bozeman Community Housing Action Plan – October 16, 2019
WSW Consulting, Inc.; Navigate, LLC.; Freshtracks Collaboration
A-3
Definitions
The following definitions are provided and coincide with those used in the City of Bozeman Community Housing Needs Assessment
(February 2019).
Affordable housing – As used in this report, housing is affordable if the monthly rent or mortgage payment is equal to or
less than 30% of gross household income (before taxes).
Area Median Income (AMI) – A term that generally refers to the median incomes published annually for counties by the
US Department of Housing and Urban Development (HUD). AMI varies by household size. AMI is used to set income and
rent limits for housing programs statutorily linked to HUD income limits (e.g. low-income housing tax credit rentals).
Community Housing – Homes that those who live and work in Bozeman can afford to purchase or rent. This includes
apartments, townhomes, condominiums, emergency shelters, accessory dwelling units, mobile homes and single-family
homes – all dwelling types – serving the entire spectrum of housing needs. The report City of Bozeman Community
Housing Needs Assessment (February 2019) identifies community housing needs in Bozeman in 2019 through 2025.
Community Housing Action Plan – A partnership framework with actionable strategies to increase the inventory of
community housing – dwellings that Bozemanites can afford to purchase or rent.
Missing Middle – Generally refers to ownership housing needed for residents and employees earning over 80% AMI, yet
that cannot afford market-rate housing. In Bozeman, this generally refers to households earning between about 80% AMI
up to 150% AMI (an average-sized 2.0-person household earning between $55,700 to $104,400 per year).
292
Bozeman Community Housing Action Plan – October 16, 2019
WSW Consulting, Inc.; Navigate, LLC.; Freshtracks Collaboration
A-4
Acknowledgements
We would like to thank everyone who gave their time and assistance to create the Bozeman Community Housing Action Plan. Input
from local employers, Realtors, developers, end-users, lenders, and property managers (through targeted interviews and focus
group meetings) and 491 businesses or about 10% of all businesses in the City of Bozeman (through an employer survey), were
central to identifying the community housing needs and several strategies that are the focus of this Plan. Development of the Plan
relied on funding from the City of Bozeman and philanthropy along with extensive participation from the City of Bozeman staff and
community stakeholders, leaders, and residents that formed the Housing Working Group:
Bozeman Community Housing Action Plan Working Group
*Many working group members are affiliated with multiple organizations in Bozeman. Only the primary affiliation of each member is listed above.
We cannot thank the community enough for the wealth of insight and experience they brought to this process. The Bozeman
Community Housing Action Plan would not exist without this broad and extensive participation.
NAME AFFILIATION
Bill Fiedler & Penny Zacharisen (Alt) Chamber of Commerce
Brian Popiel SWMBIA
Bridget Wilkinson Bozeman Area Community Foundation
Connie Campbell-Pearson Gallatin Valley Interfaith Association
David Magistrelli Habitat for Humanity
Desiree Smith Bank of Bozeman/Residential Lending
Ellen Beck Gallatin Association of Realtors
Erik Nelson ThinkTank/Development
Jason Smith Bozeman Health
Karin Jennings West Paw/Manufacturing
Kathi Thorson Legacy Properties/Property Management
Kevin Thane CAHAB
Lila Fleishman & Brian Guyer (Alt) Missing Middle
Loren Olsen & Marty Madsen City Staff
Mathieu Menard Gallatin County Planner
Pat Strauss Bozeman School District
Paul Reichert Prospera
Rob Pertzborn Intrinsik/Achitect
Scott MacFarlane Gallatin County Commission
Susan Riggs & Chris Naumann (Alt) Downtown Partnership
Terry Cunningham City Commission
Tracy Ellig & Michael Becker (Alt) Montana State University
Tracy Menuez HRDC
293
• Not recommended for immediate use – new,
untested, and complex.
• Need education.
• Economic Development tool, does not have
any affordability incentives or controls.
• City’s AHO could require some community
housing in opportunity zones
• Tax credit projects get an equity boost in
Opportunity Zones.
283
• Seek local funding to serve households up to 120% AMI.
• Community education program – financial literacy and assistance options.
• Work with employers to assist employees. Technical assistance, loan/grant
options, administration, etc.
276
City Taxes Dedicated to Housing
17) Commercial Linkage Regulation City
1. Conduct Nexus Study to evaluate the potential impact of linkage on community housing and businesses. $$ City Commercial Linkage
2. Consider the impact on business growth and the impact on the community of doing nothing (status quo). $ City Commercial Linkage
3. Identify peer communities and evaluate what has worked and not worked: learn from others $ City Commercial Linkage
4. Make it easy for employers to build housing today if they want to: e.g. continue to encourage residential above commercial or on
same lot.
City Commercial Linkage
18) Pre-Approved Planned Unit Development (PUD)
1. Evaluate past PUD relaxation approvals City Pre-Approved Planned Unit Development (PUD)
2. Explore changes in the UDC and other City standards to minimize the need for PUD relaxations City Pre-Approved Planned Unit Development (PUD)
3. Develop a pattern book and template for PUD approval when providing Affordable Units City Pre-Approved Planned Unit Development (PUD)
19) Up-Zoning
1. Align growth policy recommendations with the density goals supporting up-zoning. City Up-Zoning
2. Develop expanded criteria to be used for evaluation of up-zoning applications. City Up-Zoning
3. Develop appropriate transition standards when up-zoning existing parcels. City Up-Zoning
4. Identify areas ripe for up-zoning. City Up-Zoning
259
3. Explore options to cover the cost of reduced fees – general fund, tax increment financing (TIF), etc. $$ City Fee Waiver/Deferral
4. Create an upfront schedule of all fees for developments – predictability. City Fee Waiver/Deferral
5. Ensure homes benefit the community (deed restricted) if get reduced fees. City Fee Waiver/Deferral
10) Co-op Housing (mobile home parks) Preservation HRDC
1. Explore as a means to preserve mobile home parks. HRDC Co-op Housing (Mobile Home Parks)
2. Reach out to NeighborWorks Montana through HRDC HRDC Co-op Housing (Mobile Home Parks)
3. Explore how the program works. HRDC Co-op Housing (Mobile Home Parks)
4. Verify that it can work in Bozeman/with Bozeman area mobile home parks, including evaluating parks and residents for interest
and feasibility.
HRDC Co-op Housing (Mobile Home Parks)
11) Land Banking Partnership/Land City
1. Establish criteria to prioritize sites(s). City Land Banking
258