HomeMy WebLinkAbout07-12-21 Public Comment - T. Andreasen - Housing Mill LevyFrom:Tanya Andreasen
To:Agenda; Jeff Mihelich; Martin Matsen; Brit Fontenot; David Fine; Cyndy Andrus; Terry Cunningham; ChristopherCoburn; Jennifer Madgic; I-Ho Pomeroy
Subject:Fwd: Regional Housing Study and One Valley Community Foundation Initiatives
Date:Monday, July 12, 2021 12:55:52 PM
Attachments:City of Bozeman Handout_One Valley_070820_BPW.pdf
OneValley HousingReport R12 (2).pdf
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Good afternoon -
Please find a copy of the July 2021 Regional Housing Study attached to this email. Thisdocument will be finalized this week, and sent out publicly. In light of the City Commission
agenda discussion slated for July 13th regarding housing affordability, I wanted to send itdirectly to City Commissioners and administration, in hopes that this presentation of data
could serve as a resource for discussion and shared understanding of the many complex issuessurrounding our region's housing needs.
The Regional Housing Study will be used by One Valley Community Foundation and its
partners to inform county wide efforts to accelerate solutions to housing needs. We'll behosting a housing focused A Seat at the Table community conversation initiative again this
year on October 14th. The Regional Housing Council - a model of community decisionmaking that facilitates proximate leadership to develop local solutions to local problems - will
launch in the coming months. As a reminder of these initiatives and the Community Indicatorsdashboard under development at One Valley Community Foundation, I have also attached the
letter sent by our Executive Director to Bozeman City Commissioners in July of 2020 (notethe dates have changed due to pandemic-related delays). We look forward to your partnership.
The One Valley Community Foundation is poised to convene diverse stakeholders, assess and
respond to community concerns, and advance solutions through community leadership. Pleasetake a look at One Valley's 2020 Annual Report and reach out to our organization if you have
any questions, comments, or ideas! Thank you for your continued efforts to be responsive andsolution-driven in your service to our community.
Thank you,
TanyaOne Valley Logo Tanya Andreasen
COMMUNITY ENGAGEMENT MANAGER
She/Her/Hers
406.587.6262 ext. 3www.onevalley.org
July 14, 2020 To the Bozeman City Commissioners, We know that much is being asked of the City of Bozeman government as our community continues to grow. Our local government cannot do everything, and it will take many partners to maintain and evolve the community in which we all want to live, work and play. As a trusted community partner, One Valley Community Foundation (formerly the Bozeman Area Community Foundation) is here to be a resource for you as leaders and decisionmakers and for our community. We have long emphasized the importance of evidence-based programing and interventions to address critical needs for our community. Prior to The COVID-19 health crisis, community data showed that housing was considered the most pressing issue in the Gallatin Valley. In the midst of the pandemic and subsequent economic downturn, the need for an informed, regional approach to addressing this critical community need is even more apparent. We know that the City of Bozeman has been working hard to address the city’s housing disparities as well as develop the data and research tools to both support its housing policies and initiatives and provide the information necessary to inform other crucial community planning decisions. One Valley would like to help support the City in both these efforts moving forward. In order to support these two identified needs for our region, we respectfully request that you consider the following proposal to partner with the One Valley Community Foundation in accelerating housing solutions in the Gallatin Valley and to create a Community Indicators Initiative to inform public policy moving forward. We invite the City of Bozeman to play a central role in realizing this bold vision in three ways: 1. Help us expand our work together on A Seat at the Table by committing resources for and a representative to the to-be-formed Regional Housing Council; 2. Seed a Housing Fund at the One Valley Community Foundation that supports housing solutions in the City of Bozeman; and 3. Be a forward thinking, collaborative partner for in positive change and smart growth. Support and commit resources to a community indicators project to help inform decision making and public policy moving forward.
On the following pages you will find fact sheets detailing more about your local community foundation, the model we seek to implement to address regional housing needs and information on a community indicators project. On behalf of our Board and myself personally, thank you for considering this proposal. In gratitude,
Bridget Wilkinson, Executive Director
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Fact Sheet: Who is the One Valley Community Foundation?
The One Valley Community Foundation, formerly the Bozeman Area Community Foundation, takes a holistic, future-focused approach to stay ahead of issues that we see on the horizon. We accomplish this by
• Pooling funds in order to address the needs of the Gallatin Valley;
• Supporting nonprofits through grants and training;
• Unifying organizations, governments, and citizens in the Gallatin Valley; and
• Gathering voices together to work toward results that benefit our communities in our region now and into the future. What we believe One Valley Community Foundation believes in the power of all people to make a difference in our communities. As the community foundation serving Southwest Montana’s Gallatin Valley, we celebrate what makes our communities unique and chart a course for a healthy and vibrant future. We connect people with causes that matter. We support nonprofits through trainings and grantmaking. We bring people together, because together, we are all stronger. What makes us different? As Gallatin Valley’s Community Foundation, we believe vibrant, strong communities don’t happen by accident. We take a holistic approach to:
• Inspire giving by connecting donors with effective organizations and by investing charitable assets for today and tomorrow;
• Lead and collaborate on important public issues by gathering and sharing data and convening community conversations;
• Champion the work of other nonprofits and supporting them through education and funding opportunities. By the Numbers Since 1998, the One Valley Community Foundation has galvanized more than $6,902,901 for over 200 local nonprofits. These funds have helped young families access much-needed resources, given voice to stories of the Gallatin Valley’s past, provided materials to plant a community garden, increased trail access, and so much more. Learn more about work at www.onevalley.org.
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FACT SHEET: Our Plan for Accelerating Housing Solutions
Over the next four years, we will be accelerating housing solutions through a community conversation initiative, completing a regional housing need assessment, and creating a housing council and housing fund. Executive Summary Plan Year 1: Complete first regional housing needs assessment and launch A Seat at the Table 2020 initiative using data from the assessment to inspire community dialogue on affordable housing throughout Gallatin County. Years 2 - 3: Launch a Regional Housing Council based on feedback from A Seat at the Table and the regional housing assessment. Year 4: Determine if the Regional Housing Council will continue or will sunset. Our Vision The One Valley Community Foundation and Future West propose a four-year initiative to complete a regional housing assessment and use the resulting information to inform a county-wide dialogue on housing challenges and solutions. Lastly, we will convene a Regional Housing Council with the goal of creating a shared mission and goals for housing for the region. The goals of this four-year vision are to:
• Create a common understanding of housing needs in various areas of Gallatin County.
• Identify the range of available housing solutions – one of which would be collaboration among the local governments, professional networks and associations, and nonprofits in Gallatin County.
• Create and distribute fact sheets and presentations to increase awareness of this issue and empower meaningful progress by communities, groups and citizens of Gallatin County.
• Host another county-wide conversation using the proven A Seat at the Table approach that would be informed by the above data and analysis.
• After our A Seat at the Table 2020, we will initiate a three-year Regional Housing Council to create actionable regional housing goals and a shared mission for accelerating housing solutions across the region.
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The Problem Housing has become a growing problem in Montana. Nowhere is this truer than in Gallatin County. These problems have multiple impacts on our citizens, our economy, and our communities:
• Over 50% of renters and 22% of homeowners in Gallatin County spend more than 30% of their income on housing (16% of homeowners spend more than 50%). (Data: American Community Survey, Census Bureau)
• More and more people become homeless.
• Housing instability can lead to unemployment, lower academic achievement, and poorer health outcomes (including mental health).
• Businesses, nonprofits, and institutions cannot find employees and jobs go unfilled.
• We become a less inclusive, more segregated community.
• The community struggles when it lacks housing for the whole spectrum of citizens it needs to function effectively. What are the barriers to housing solutions in Gallatin County?
• A lack of understanding among the public regarding housing challenges and solutions.
• County and municipal zoning and subdivision regulations often make housing more expensive.
• Smaller communities do not have the resources to study and understand their housing issues.
• There is typically an imbalance between where jobs are and where housing is located. Bozeman has done much work – and more needs to be done – but Gallatin County and the other cities in Gallatin County have not studied or directly addressed the issue. The results are:
• A lack of understanding of the big picture of housing needs and opportunities in the county.
• Housing strategies that are too narrowly targeted in terms of location.
• An imbalance in housing throughout the county – there are very few housing projects targeted for affordability outside of Bozeman.
• Opportunities that could bring more grant funding to the county are lost. Our Four-Year Timeline Year 1 - 2020
• Q3: Hire a Community Impact Officer staff position at One Valley Community Foundation who will lead county-wide initiatives like A Seat at the Table and a Regional Housing Council.
• Q3: The completion of a housing needs assessment for the entire county. Using the information from the assessment, develop a Gallatin County affordable housing “primer” designed to create a common understanding, and a common language, of affordable housing needs, challenges, and potential solutions. The resulting affordable housing “toolkit” would be implemented across the county and will help increase awareness of successful projects that have been completed in Gallatin County. In addition, a set of case studies would be created to illustrate real-life success stories from Montana and beyond.
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• Q3: Launch a City of Bozeman Housing Fund in partnership with the City of Bozeman.
• Q4: Create a forum before the conversations. The primer would be used as a basis for A Seat at the Table forum(s) on affordable housing to share this information and educate our community.
• Q4: Launch A Seat at the Table Conversations. Those forums would be followed by a county-wide conversation about housing that is grounded in data and uses the proven A Seat at the Table approach.
• Q4: A quick turn-around of survey results will be released and presented to city and county leaders. Year 2-3 Establish a Regional Housing Council Based on the proven Mountain Housing Council model by the Tahoe-Truckee Community Foundation, we seek to establish a Regional Housing Council (RHC), a collaborative effort working to identify priorities and create an innovative and accelerated portfolio of solutions to regional housing issues. This will be an effort to catalyze and inform action to address our future housing needs. The RHC will be a project of the One Valley Community Foundation to bring together diverse partners to accelerate solutions to housing in the Gallatin Valley area. The RHC will rigorously assess the current and future housing needs in Gallatin County, recommend regional targets for production and preservation of high-quality housing for people at every income level, and identify and evaluate a portfolio of evidence-based tools and strategies to address the region’s housing needs going forward. The RHC will also examine policy and advocacy opportunities at a local and state level to expand possible housing solutions. The Council’s goal will be built on the needs identified in the regional housing assessment and will tackle the unique and pressing challenges of housing in the Gallatin Valley region, including availability, variety, and affordability. One Valley will convene decision-makers quarterly with one public meeting per year. The RHC will examine the root causes of the housing crisis at the intersection of counties and cities throughout Gallatin County. Year 4 After year four, the Community Foundation alongside our council partners will determine the future of the Regional Housing Council. Continuation of the Council beyond its incubation will require an investment of financial, time and social capital by its community members. If we are successful, the value of a Regional Housing Council will be clear. What will be the products of this initiative?
• A regional housing needs assessment.
• A Seat at the Table conversations, and analytical and summary reports of those conversations.
• A dashboard of shared regional housing goals and strategies.
• A network of connected and vested stakeholders – local governments, businesses, nonprofits, engaged residents - working together to accelerate housing solutions in the region.
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Through a collective impact model, we will accelerate housing solutions by:
• Creating a shared understanding of regional housing needs.
• Using our limited resources more efficiently through better allocation and prioritization.
• Encouraging cooperation between local governments and agencies.
• Leading a common agenda to keep all parties moving toward the goal.
• Creating common progress measures to achieve a larger outcome.
• Becoming the backbone organization that takes on the role of managing the collaboration.
• Fostering better policies and practices that leads to better community housing choices.
• Advocating for state and local policy change.
• Attracting capital. The One Valley Community Foundation will serve in the role of project manager, administrator and convener for the Regional Housing Council, including providing the following services:
• Convening stakeholder groups.
• Leading the A Seat at the Table initiative alongside Future West.
• Garnering funding.
• Sponsoring meetings.
• Addressing technical study needs.
• Providing staff support to manage the Council’s activities.
• Attracting and managing philanthropic funds to address housing related community needs.
• Continue oversight and management of this regional council. This work is a long-term investment in our area’s housing needs. We have designed this council to exist for a minimum of three years to allow us to deepen relationships and build credibility. Once the structure is in place and we have financial commitments from each council member, our work will be determined by the council members and informed by regional housing needs assessment. Our Budget The One Valley Community Foundation has committed to raising $1,000,000 in funding to support this four-year initiative.
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FACT SHEET: Community Indicators Project
Executive Summary Plan In 2021, the One Valley Community Foundation, alongside community partners, would like to create a community indicators project for the Gallatin Valley region that uses local knowledge to measure the vitality of our community and support action towards improving collective quality of life. We anticipate this indicators project to be a long-term initiative of the Community Foundation. Our Vision The One Valley Community Foundation would like to create a dynamic webpage to host the data and data visualizations alongside an annotated annual report that takes a snapshot of relevant needs and issues indicators on an annual basis. Local data gathered through the initiative will be used to support evidence-based, locally-relevant solutions to improve the quality of life at the community level. We aim to inspire civic engagement, to provide focus for public debate, and to help a range of actors take action and direct resources where they will have the greatest impact. What is a Community Indicators Project? Community indicators are quantitative information about what has often been considered a qualitative subject: the well-being of communities. Because they are numbers, they can be measured and compared over time to find trends that tell communities where they have been and where they are likely headed. Community indicators quantify community well-being in terms of indicator frameworks such as quality of life, sustainability, or healthiness. Why are Community Indicators important? Community indicators don't just monitor progress, they make it happen. At the turn of the new century, communities everywhere are learning that the old ways of tracking progress aren't good enough. They need measures that help them strike a balance between economic, environmental and social concerns. Better yet, they need to find ways of integrating those concerns, so that they are no longer seen as competing interests. They also need to link their indicators to performance, so that citizens, community leaders, and political leaders can hold themselves accountable. Who uses the indicators? Once a set of indicators is developed, it gets used by many people. Business groups use them to assess the market or the long-term prospects for the local workforce. Schools use them to educate students about local history and issues. Advocacy groups refer to them to make their case to the media, the public, foundations, and political figures. The media use them to report on what's happening in the community. Politicians, of course, use them to point to their accomplishments or the failings of their opponents. And increasingly, philanthropic foundations (as well as corporate and government grant-makers) such as the One Valley Community Foundation are using indicators to help us identify priorities for funding and for identifying "high-leverage" strategies. Perhaps the most common use of indicators, however, is in concert with broad efforts by a community at drafting visions of a better future. How can we use these indicators? Indicators help communities build participation, set priorities, develop action plans, and track progress toward realization of goals. They lend themselves naturally to use in local government comprehensive plans and budgeting processes. They have been used in community visioning processes.
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Once a community indicators program is established and respected it can be used as a neutral facilitator for the community where citizens can work on divisive issues in a constructive setting. The City of Bozeman, for example, needs to know it is not only doing well currently, but also that it is moving in a direction that makes future living and working conditions even better than they are now if it is to continue to prosper and successfully compete in the future. Our Plan and Timeline In 2021, we would like to start a Community Indicators Project alongside local partners. Community indicators are meant to be new pieces of civic infrastructure that will persist over many years getting refined and improved with experience and as new people become engaged. In brief, we believe that the process of creating an initial indicators report involves the following steps: 1. Form a working group 2. Clarify your purpose 3. Identify your community's shared values and vision 4. Review existing models, indicators and data 5. Draft a set of proposed indicators 6. Convene a participatory selection process 7. Perform a technical review 8. Locate the data 9. Publish and promote the report 10. Update the report regularly
Example of Community Indicator Projects Boulder, Colorado // Boulder Community Foundation: Since 1996, the Boulder Community Foundation TRENDS Report has become the foundation’s flagship resource. The report has informed and engaged Boulder County residents and civic leaders on our community’s most pressing needs. This report relies on more than 150 indicators of our community’s social, economic and environmental health, plus in-depth community reporting. TRENDS drives smart grantmaking for maximum impact, informs smart leadership on key community issues, inspires smart philanthropy that solves community challenges, and ignites smart action among community members who want to make a difference.
Partnerships Moving Forward We know that the City of Bozeman and the Western Transportation Institute has interest in a community indicators project. One Valley Community Foundation would like to partner with these entities, and hopefully additional partners, to see this project come to life. In addition to sharing a vision for the creation of a community indicators resource, One Valley would be willing to be the fiscal sponsor, site host and/or contract administrator for the project. One Valley would anticipate assisting in raising additional philanthropic resources in addition to any municipal funds dedicated. Sources: https://www.uccs.edu/ccps/community-indicators
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Opportunities for Engagement & Next Steps We know that strong, vibrant communities do not happen by accident – and One Valley is excited to be partnering with the City of Bozeman to shape the future of the region. We are grateful to Terry Cunningham, Cindy Andrus and Tanya Andresen for their time and thought leadership around these ideas and how One Valley Community Foundation and the City of Bozeman can work together to address community needs in Bozeman and the surrounding region. We are happy meet with representatives from the Commission and City administration to further elaborate on our plans and answer any specific questions you may have. In the meantime, below are some specific ideas about how we might work together on these projects in the near term: Representation Assign a representative from the Commission or City Administration to serve on One Valley’s Housing Advisory Committee. This is a group of community members with a variety of skills, interests and perspectives on the region’s housing situation that the staff and board of One Valley will call on for advice, feedback and introductions as needed to develop the best possible and most collaborative strategy for the creation of the Regional Housing Council and/or address the community’s housing needs. Administrative & Programmatic Support Consider making a grant in support of the launch phase of the four-year strategy for sustainable and accessible housing. We have already secured a two-year grant from a private funder to cover staffing costs for two years as well as $30,000 in specific support for our next Seat at the Table initiative. However, the year-one budget includes just over $100,000 in additional expenses. A detailed and specific proposal for support will be created if the City is willing to entertain this request. Creation of a Bozeman City Housing Fund Meet with One Valley staff to discuss the size, structure and purpose of a Bozeman City Housing Fund at our Community Foundation. Such a fund would provide the City with flexibility to address emergency housing needs while facilitating the marshalling of private resources for application to larger and more strategic housing projects within the City of Bozeman. Further Develop the Scope of Community Indicators Initiative We understand that the City and its other partners have begun work on some elements of work similar to or complementary to our Community Indicators Initiative. We would be most grateful if you would convene a meeting with your existing partners and representatives from One Valley Community Foundation to discuss how we could move forward together.
Gallatin County
Regional Housing Study
Summer 2021
Gallatin County Regional Housing Study | July 2021 2 | Intro
With a robust economy and wide attraction to those who love the outdoors,
Gallatin County, Montana has experienced rapid growth over the past decade,
growing jobs at nearly 4% per year and population approaching 3% per year
prior to the COVID pandemic in 2020. While jobs declined beginning March
2020, following the national trend due to COVID public health orders, recovery
since then has been rapid. And the housing market experienced the opposite
effect – a rapid influx of visitors and new residents seeking less populated areas
and taking advantage of the increased ability to work from home. This situation
has only exacerbated an already prevalent housing shortage problem for
residents and employees making their living in Gallatin County. This document
highlights many of those challenges and provides information and ideas by
which the region can move forward together to address these challenges.
The following pages provide a point in time overview of the local economy,
housing markets, and community housing needs, illustrating key housing and
jobs information for each primary community area and the connections between
them. This document should help:
• Create a common understanding of countywide housing needs and the
interrelationship of each county region in providing homes for residents;
• Elevate the region’s understanding of employee and resident housing basics,
including how to communicate effectively about housing issues;
• Educate and motivate regional coordination among local governments and key
stakeholders around resident and employee housing issues in Gallatin County;
• Provide the necessary baseline of data and information to promote meaningful
regional housing discussions; and
• Help the region understand how they can work to address challenges and
craft solutions.
Table of Contents
Gallatin County . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
The Language of Housing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
Identifying the Problem . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
Challenges for Moving Forward . . . . . . . . . . . . . . . . . . . . . . . . . . 9
What Can We Do?. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13
Appendix . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .18
Introduction
METHODOLOGY
The report builds upon recent housing studies and housing action plans that
have been conducted in Bozeman and Big Sky, supplemented with available
information on all community regions in the county. It combines data from public
sources with primary research from the aforementioned studies. The information
is presented in two parts:
• The summary report presents the big picture of housing needs and
connections in the County which is intended to facilitate discussion on how to
address housing in the region; and
• The appendix contains more detailed data and figures that can be referenced
if desired. This provides a deeper dive into the data brought forth in the
summary report.
Gallatin County Regional Housing Study | July 2021 3 | Intro
WYOMING
ID
A
H
O
0 10 20mi
MeagherBroadwater
Jeferson
Park
Madison
Beaverhead
Three ForksLoganManhattan
Belgrade
Four Corners Bozeman
LivingstonGallatinGateway
Big Sky
West Yellowstone
Belgrade CCD
ManhattanCCD
BozemanCCD
Gallatin Gateway CCD
ThreeForksCCD
Big Sky and southCCD
Gallatin County is the third most populous county in Montana,
with approximately 120,000 people. One of the fastest
growing micropolitan communities in the country, it is uniquely
nestled between the Bridger Mountains in the north and the
Gallatin Range and Yellowstone National Park to the south.
Three Forks CCD
Population � � � � � � � � � � � � � 3,000
Located 30 miles west of Bozeman the community
attracts many middle income families, providing the
most affordable home prices in the county. The area
also has the fewest jobs in the county, which are
predominately in mining, manufacturing,
education and food services.
Belgrade CCD
Population � � � � � � � 25,000
Belgrade is the most proximate community to
Bozeman and has been growing at the second fastest
pace in the county. The area attracts families and
some households that find homes in Bozeman too
expensive. Jobs are predominately in construction,
manufacturing, retail and professional services.
Bozeman CCD
Population � � � � � � � 50,000+
Bozeman is the county seat and the primary job
center in the county. In addition to its beautiful
location, the city boasts Montana State University, a
robust and diverse economy, and is one of the fastest
growing areas in the United States.
Manhattan CCD
Population � � � � � � � � � � � � � 5,000
Manhattan is part of the Bozeman micropolitan area
and includes Amsterdam, offering mid-rental and
entry-owner households. Jobs are predominantly
in agriculture, construction, education,
retail and services.
Gallatin Gateway CCD
Population � � � � � � � � 4,800
Gallatin Gateway is twelve miles southwest of
Bozeman. Housing in the community is comprised
mostly of single household homes on larger lots,
with few rental opportunities in the Four Corners
area. Jobs are predominately construction, retail and
service, with some manufacturing.
Big Sky CDP and South (incl. West Yellowstone)
Population � � � � � � � � � � � � � 5,000
The southern end of the county is primarily a tourism
service economy and includes the town of West
Yellowstone and unincorporated community of Big
Sky. Part of the Big Sky community also falls within
neighboring Madison County.
Gallatin County
Census County Divisions (CCDs) are referenced throughout
this document and are defined as areas delineated by the
Census Bureau in cooperation with state, tribal, and local officials
for statistical purposes. CCDs have no legal function and are
not governmental units. CCD boundaries usually follow visible
features and usually coincide with census tract boundaries.
Census Designated Places (CDPs) are the statistical
counterparts of incorporated places, and are delineated to
provide data for settled concentrations of population that are
identifiable by name but are not legally incorporated under the
laws of the state.
Gallatin County Regional Housing Study | July 2021 4 | Intro
Affordable Housing - Housing is affordable if the
monthly rent or mortgage payment is equal to or
less than 30% of gross household income (before
taxes). Many people think the term “affordable
housing” refers only to rental housing that is
subsidized by the government. In reality, it’s a very
broad term that can include housing provided by the
private, public and non-profit sectors and includes
all forms of housing tenure.
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 is used to
set income and rent limits for affordable housing
programs statutorily linked to HUD income limits
(e.g. low-income housing tax credit rentals).
AMI varies by household size and is published each
year by HUD for households at various income
levels. Common affordability categories used are
as follows:
• Extremely Low Income – At or below 30% AMI
• Very Low Income –Between 31% and 50% AMI
• Low Income – From 51% to 80% AMI
• Moderate Income – From 81% to 100% AMI
Attainable - A term used tot describe the ability of
a household to enter, and graduate to successively
higher levels of, the local housing market. Implicit
in the usage of attainability is the idea that a range
of housing options (type, size, tenure, cost) exists
in the local market. Households at various income
levels can find and secure (attain) suitable housing.
Average household size - This refers to the number
of persons living in a housing unit – includes all
adults (employed or not) and children. There are
about 2.0-persons per household in the City of
Bozeman and 2.5 in Big Sky.
Average year-round jobs - The average number of
jobs available throughout the year, represented by
the sum of jobs during each month (Jan. to Dec.)
divided by the number of months in a year (twelve).
Many employers hire for only the summer or winter
seasons. Average year-round jobs condenses the
fluctuation into one number for ease of reporting
and to understand on average how many jobs a
community supplies.
Catch-up needs - The number of housing units
needed to catch up to meet the current shortfall in
housing available for residents.
Community housing - Homes that those who
live and/or work in Gallatin County 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.
Community Land Trust - A community nonprofit
that owns land, develops housing and provides
long-term stewardship for permanent affordability
through long-term ground leases. Typically, single
household or townhomes for moderate and middle-
income households.
Cost Burdened - When housing costs exceed 30%
of a household’s gross (pretax) income. Housing
costs include rent or mortgage and may or may
not include utilities, homeowner association fees,
transportation or other necessary costs depending
upon its application. Households are severely cost-
burdened when housing costs comprises 50% or
more of gross income.
Deed Restriction - A mechanism recorded
on a property to keep a housing unit out of
the speculative market. Often used to protect
the investment in and preserve the long-term
affordability of units priced below below-market
levels through a public or philanthropic subsidy, or
government regulation (I.e. density bonus, reduced
parking standards, impact fee waiver).
Employee (or workforce) housing - Housing
intended for employees earning local wages. Places
to live may or may not be rented or sold at below
market rates and can serve a range of household
income levels.
Housing unit - A residential unit such as a house,
apartment, mobile home, or group of rooms, where
a person or family eat, live and sleep.
Household - One or several persons who live in the
same dwelling and share meals. It may consist of a
family or another group of people.
In-commuter - Refers to an employee that works in
a community, but that lives outside the community
and must travel into the community for work.
Occupied housing unit - Occupied housing unit
means housing units that are occupied by persons
that consider a community as their usual place of
residence or that have no usual place of residence
elsewhere. (US Census definition). Occupied units
are also referred to as resident households in
this report.
Seasonal job - A job that lasts only during
one season.
Seasonal resident employee - An employee
that lives in a community or elsewhere in the
region for only part of the year and is employed in
that community. These may be persons that are
recruited from outside the area to fill seasonal jobs.
Subsidy - A financial or regulatory investment to
help bridge the capital gap between the cost to
produce housing and what a household can afford
to pay.
Transitional and emergency housing - Safe
and supportive places to live for those who are
temporarily in need of shelter while they secure
longer term housing.
Workforce - The people engaged in or available
for work.
Year-round job - A job that lasts throughout the
year, with no starting or ending date tied to the
seasons.
The Language of Housing This report uses a variety of terms in relation to housing, but there is not a
standard housing language. This alone is a challenge when addressing the
housing needs within the Gallatin County community. The following list of terms
will hopefully establish a baseline of definitions for Gallatin County.
Gallatin County Regional Housing Study | July 2021 5 | Identifying the Problem
Identifying the Problem
Jobs & Housing
Housing
Affordability
Community
Impact
• Jobs and housing are not evenly distributed within the
county, with some areas housing more workers than
providing jobs, and other areas relying on commuters to fill
jobs.
• The imbalance is increased when you see that the growth
in housing units has not been keeping up with job growth –
creating more of a housing shortage.
• The imbalance causes housing prices to rise, meaning the
wages paid in the area have trouble keeping up.
• The lack of diversity of home types mean that there are
few lower priced options for local workers to afford and for
residents to move into when their life circumstances change.
• With the low unemployment rate, if these trends continue,
even more people will need to commute for work or crowd
into homes to afford them locally.
• The increase in home sale prices and rents in Gallatin County
has been far outpacing the rise in wages, meaning that
homes are becoming more unaffordable for people earning
their living in the county.
• Most renters need homes priced under 100% AMI; there is
a large shortage of ownership homes priced between 80%
and 150% AMI for first time buyers in particular to purchase;
and the vast majority of homes available for sale are priced
for households earning 150% AMI or more.
• The affordability level varies by community, with the median
sale price of single family homes in Greater Three Forks
falling around 100% AMI, up to over 150% AMI in Bozeman
and Big Sky.
• Attached homes offer more affordable options, but are of
limited supply in most communities.
• With the rising home prices and comparatively low wages,
about 50% of renters and 24% of owners are cost-burdened
by their housing payment.
• In the effort to find homes they can afford, households
search for opportunities away from their place of work,
adding significant commuting costs to many households.
• The imbalance between where jobs are located and where
homes exist means that workers in Bozeman need to seek
homes in other places, such as Belgrade, who then push
Belgrade workers to live in Three Forks, for example.
• As jobs continue to grow, there will be more demand for
housing. This demand will vary depending on whether the
region desires to retain the current commuting patterns, or
communities desire to house more of their workers locally by
ensuring housing is available at a pace and price needed by
new workers.
The following section provides a point in time of the overview
of the current status of jobs, housing, and impact to the community.
Gallatin County Regional Housing Study | July 2021 6 | Identifying the Problem
Jobs & Housing
0 10 20mi
Belgrade CCD
ManhattanCCD
BozemanCCD
Gallatin Gateway CCD
ThreeForksCCD
Big Sky and southCCD
Three Forks
Manhattan
Belgrade
Bozeman
GallatinGateway
Big Sky
Commute into community area for work
Live and work in community area
Commute out of community area for work
4%
8%
Big Sky CDP and south
3%5%
Gallatin Gateway CCD
58%
69%
Bozeman CCD
3%
1%
Three Forks CCD
17%
25%Belgrade CCD
5%
3%Manhattan CCD
The labor force is in short supply in Gallatin County. As businesses recover from
COVID, job opportunities will increase, but these same businesses will face
increasing difficulty in filling positions due to low unemployment rates and wage
needs to meet the cost of living here. The information on this page is point in
time data, May 2021.
Wages
$56,200/year
professional position
$24,300/year
service industry
$51,390/year
average wage in
Gallatin County
The natural rate of unemployment is the unemployment
rate that would exist in a healthy economy operating at its
full potential.
What does unemployment
less than 4.4% mean for a community?
• Labor pool may not have requisite skills
• Wage wars and moving vacant positions result when
businesses compete for the same skilled labor force.
• Business expense of turnover.
• The expense of moving and tight housing affects businesses
ability to attract employees from outside the area to fill jobs.
“I have had to raise wages to get
employees so that they can afford to
live here. The down side to that is that
I have had to raise my rates and have
lost customers that can no longer afford
my services.”
–2018 Employer Survey comments
Where are the jobs and households
located in Gallatin County?
4.1% increase in average wages/year
Unemployment
3�0%Unemployment rate in Gallatin County�
4�4% Natural unemployment rate nationwide*
*Estimate from the Congressional Budget Office
40% of jobs
in Gallatin
County pay
above the
average wage.
60% of jobs
in Gallatin
County pay
below the
average wage.
Housing Unit Breakdown
59%
Single-family
housing units
Detached units
on a lot.
34% - Multi-family
housing units
Townhome, condo, duplex,
apartments, all attached
housing units. The majority
(81%) of multi-family homes are
found in Bozeman and Big Sky.
7% - Other
Mobile home, boat, RV, van, etc. 97% of “other”
units are mobile homes, which are movable
manufactured homes that are design to be
towed and do not need a permanent foundation
34%59%
7%
Growth Rate
Jobs and housing unit growth rates are not on the same path.
Households
Jobs
47,500 households in
Gallatin County
92,000 jobs in
Gallatin County
Housing Units
+
2
%
/
year
Jobs +3 �9%/year
TimeGrowth Rate
Gallatin County Regional Housing Study | July 2021 7 | Identifying the ProblemELIGIBLE FOR FEDERAL SUB S ID IE S ADDRESSED BY LOCAL SUBSIDY PR
O
VID
E
D B
Y
CURRENT MARKET24%6%27%12%16%11%
10%
10%
6%
9%7
%
1
4
%10%38%% of Owner Population% of Renter Population30%AMI
60%AMI
80%AMI 100%AMI
120%AMI
150%AMI
180%AMI
TransitionalandEmergencyHousing
Deeply Subsidized Rentals
SubsidizedRentals
Luxury Rentals/Ownership
Market RateRentals/Ownership
Market Rentals/SubsidizedHomeownership
Very Low Income$24,000
Low Income$49,000
Moderate Income$65,000
Middle Income$81,000 Upper MiddleIncome$98,000
Upper Income$122,000
HighIncome>$122,000
Housing Affordability The balance between what a household earns and what housing costs
is a struggle in Gallatin County. The common questions asked are:
“Can I afford to live here? And if so, where and for how long?”
Housing Affordability by Area Median Income (AMI)
In order to afford a Single Family Home In order to afford a Condo/Townhome In order to afford rent
3 full-time professional wages
6.8full-time service industry wages
or 1.8 full-time professional wages
4.3full-time service industry wages
or 1 full-time professional wages
2.4full-time service industry wages
or
Housing Costs in Gallatin County (January - May 2021)
$1,450/mo
Median monthly rent advertised for a housing
unit in Gallatin County in Dec. 2020. ($58,000 is
the income needed to afford the average rent.)
$648,000
Median sale price of a single-family home in
Gallatin County in 2021. ($166,000 is the income
needed to afford a median single-family home.)
FORRENT
$402,850
Median sale price for condo/townhome in
Gallatin County in 2021. ($103,000 is the income
needed to afford a median condo/townhome.)
Buying Renting
FORSALE
Growth Rate
Wages, housing prices, and rental rates are not on the same path.
Rental Rat
e
s
+
5
�2%/year
Wages +4 �1%/year
Home S
al
e
Pri
c
e
+
9 �5%/year
“There is a severe lack of homes
being built that are starter homes.
Two bedrooms, with living and
storage space (ideally a garage).
Something where a young
couple can afford to start their
lives together.”
–Survey comment
“There are no homes in my price range. Have
tried to buy twice but offer not high enough.”
–Survey comment
**Based on 3-person household
TimeGrowth Rate
Gallatin County Regional Housing Study | July 2021 8 | Identifying the Problem
Community Impact The high cost of housing compared to wages and incomes means households
struggle to afford a roof over their head as well as other life necessities.
Those who must commute to find and afford homes face significant additional
expense, not to mention stress and delays in bad weather.
Cost Burden
Cost burden is defined
as paying more than 30%
of household income for
housing (rent or mortgage,
plus utilities). Exceeding
30% means households have
insufficient income for life
necessities including food,
clothing, transportation and
health care.
50% of
RENTERS
in Gallatin County
are cost burdened�
24% of
HOME OWNERS
in Gallatin County
are cost burdened�
“Everyone wants to live in
Bozeman but find the cost of
living to be too high. The answer
is to live nearby but when all the
money is going to housing and
the cost of commuting there is not
money to make needed repairs to
their vehicles.”
– 2018 Employer Survey comments (Bozeman)
CommutingFuture Needs
Jobs are
projected to
grow 2.2%/year
through 2026
(an increase of 13,132
jobs in Gallatin
County)
Bozeman to Big Sky
88 mi RT
$50 RT
($1,083/month)
Belgrade to Bozeman
22 mi RT
$12 RT
($269/month)Three Forks to Bozeman
62 mi RT
$35 RT
($754/month)
Three Forks
Belgrade
Bozeman
Big Sky
Cost to Commute*
* Based on IRS rate of $.56/mile.
Excludes other costs of commuting:
lost wages (pay/hr. commuting),
loss time with family/rest, stress.
RT=round trip
0 10 20mi
Belgrade CCD
ManhattanCCD
BozemanCCDGallatin Gateway CCD
ThreeForksCCD
Big Sky and southCCD
Three Forks
Manhattan
Belgrade
Bozeman
GallatinGateway
Big Sky
Commute into community area for work
Live and work in community area
Commute out of community area for work
2,306
1,778
813
Big Sky and south CCD
1,616
342
2,387
Gallatin Gateway CCD
20,010
21,730
10,720
Bozeman CCD
583
252
1,004
Three Forks CCD
6,004
4,045
11,578
Belgrade CCD
1,003
570
1,969
Manhattan CCD
COMMUTING IMPACTS ON EMPLOYEES
• Time and cost of commuting
• Weather, accidents, and other
delays result in tardiness,
absences, stress.
• Unpredictable bus schedules and capacity.
COMMUTING IMPACTS ON EMPLOYERS
• Loss of employees to jobs found
closer to their home
• Increased employee tardiness,
absences, turnover and resulting
lower level of service
• Cost of turnover, training and/or vacant jobs
COMMUTE INTO community area for work
LIVE AND WORK in community area
COMMUTE OUT OF community area for work
Commuting is a result
of heavy job centers
(Bozeman and Big Sky)
and heavy housing
centers (rest of the
communities).
6,815 additional, new housing units are needed to accommodate the increase in jobs� This is in addition to the housing needs we have currently�
Gallatin County Regional Housing Study | July 2021 9 | Challenges for Moving Forward
Employer Needs
and Involvement
State
Restrictions
Challenges for Moving Forward
Cost of Construction/
Construction Challenges
Housing
Inventory
Gallatin County Regional Housing Study | July 2021 10 | Challenges for Moving Forward
Development Costs Money
Developers rely on loans and other funding
sources to pay for construction. They are
available only if enough revenue can come
back to the developer after construction
is complete to pay them back. If costs of
construction go up, the amount needed to
show a profit goes up, which then drives
up the sale/rental price.
Cost of Construction/Construction Challenges
Cost to build: + soft costs: design/permits/fees
+ infrastructure cost
+ land cost
+ construction cost
A capital gap is when the cost to
develop housing is greater than
what a household can afford to pay
to cover all the development costs.
Public and/or philanthropic funds
used to fill the capital gap are often
referred to as subsidies.
Single Family Home
Capital Gap Examples
Construction Cost Factors
• Acquisition cost (land)
• Developer fee (cost of doing business)
• Design fees
• Construction loan interest
• Permanent financing fees
• Reserves
• Project management fees
• Cost and availability of materials
• Cost and availability of labor
• Potential revenue post construction
• Cost of operation (apartment rental building)
Cost to build:
$798,500
Affordable purchase price:
$338,200 @100% AMI
$460,300Community Investment/Assistance Needed
Cost to build:
$438,000
Townhome
Multi-Family (rental units)
Cost to build:
$11,900,000*
*For this illustration, we assume this is a 30-unit building, units are 2 bedroom each at 850 ft2 total.
Total annual rent (income) . . .$594,000
Annual operating costs . . . . . .$72,000
Net operating income (NOI). . .$522,000
NOI supported debt . . . . . $11,200,000
$99,800Community Investment/Assistance Needed
$700,000Community Investment/Assistance Needed
Affordable purchase price:
$338,200 @100% AMI
Affordable rent per unit:
$1,650/mo. @80% AMI
Capital Gap Equation
Gallatin County Regional Housing Study | July 2021 11 | Challenges for Moving Forward
Employer Needs and Involvement
Employers, Employees,
and Housing
Jobs, employees, housing, and businesses are
all tied together. In order for a business to have
employees, those employees must have housing.
“We could not function without the housing that we
provide for our employees.”
-Local employer
Employee
Housing
Job
Businesseskept open
PROGRAM OPTIONS
Housing Search
Assistance
• Help applying for income-restricted rentals (for those that qualify)
• “Employees leasing to employees” rental inventory
• Realtor contacts to help employees learn neighborhoods and research homes
• Property manager list and contacts
Housing Unit Inventory • Purchase units (allows employer to control rents, lease terms (pets), etc.)
• Lease/master-lease agreements (easier to dispose of if no longer needed)
• Invest in new construction (rentals or ownership)
• Hotel or dorm options for short-term/emergency needs
• Temporary housing options - tiny home villages, RV lots
Renter Assistance
Programs
• First/last/deposit assistance
• Housing (rent) stipend
• Utility assistance/emergency needs (medical bills, etc.)
• Moving expenses/relocation assistance
Ownership Programs • Down payment assistance for first time homebuyers or move-up buyers
• Purchase a deed restriction from new or existing homebuyer
• Homebuyer education/financial counseling
• Home renovation/repair/rehabilitation support
• Housing stipend
• Low interest refinancing opportunities
• Utility assistance/emergency needs (medical bills, etc.)
• Moving expenses/relocation assistance
Commuting Costs • Mileage reimbursement/travel stipend
• Compensation for drive time
Other Assistance • Student loan forgiveness
• Childcare and tutoring/homeschooling assistance
• Food or grocery discounts
• Utility/emergency need assistance
• Improved transit/transit options/passes
• Insurance - medical, house/fire, pet
Options for Employer Involvement
Of that 29%:
79% pay higher wages than competitors
9% provide employer owned rentals
or employees to used
4% offer master-leased housing
for employees
8% offer temporary/relocation
housing assistance for new hires
or other employees
9% provide financial assistance
to help with rent/move-in
4% provide assistance with
down payments/mortgages
According
to a 2018 City of
Bozeman Employer
Survey, about 29% of
employers indicated they
have been assisting
their employees
with housing�
Employers are responding
Gallatin County Regional Housing Study | July 2021 12 | Challenges for Moving Forward
State RestrictionsHousing Inventory
Where is community
housing located?
Community housing
opportunities available*
Three Forks 0
Manhattan 0
Gallatin Gateway 0
Big Sky 95
Belgrade CCD 44
Bozeman CCD approx. 1,100
*See appendix for details on rental vs. ownership opportunities.
0 10 20mi
Belgrade CCD
ManhattanCCD
BozemanCCD
Gallatin Gateway CCD
ThreeForksCCD
Big Sky and southCCD
Three Forks
Manhattan
Belgrade
Bozeman
GallatinGateway
Big Sky
333
522Big Sky CDP and south
310
219Gallatin Gateway CCD
3,951
4,678Bozeman CCD
217
94Three Forks CCD
1,677
1,126
Belgrade CCD
326
176Manhattan CCD
Based on current household distribution
Based on jobs distribution
How many housing units
are needed?
Existing Community Housing
These units come with qualification requirements
such as age (elderly), disability, income guidelines
and require philanthropy from the community, non-
profit assistance, and other government funding.
Community housing has restrictions where regular
housing is in the speculative market. Housing needs
to be pulled out of the speculative market to serve
this group.
Current product being produced is
targeted to higher income households.
We need to produce homes that
community members can afford�
STATE RESTRICTIONS ON TAXES
Allowed Not Allowed
• Property tax
• Lodging (restricted)
• Short-term rental fee
• Unit demolition or
conversion fees
• Sales tax
• Real estate transfer tax*
• Excise tax
• Vacancy tax
*A 2010 Montana constitutional amendment specifically prohibits taxing real estate transfers.
State Restrictions on Local Communities
These restrictions inhibit the ability for communities to raise revenue
to dedicate toward housing affordability. Anything that is deemed to
interfere with the landlord/tenant relationship is explicitly not allowed.
• No rent control
• No luxury taxes
• No higher taxes on second home or out of state owners
• No real estate transfer tax
• No inclusionary zoning
• No property tax increase protections for current residents
In addition to the above opportunities we also have
the following:
Employer assisted housing
in Big Sky. . . . . . . . . . . . . approx. 1,400 units
MSU student housing
in Bozeman . . . . . . . . . . . approx. 5,200 units
Transitional and
Emergency Housing . . . . . . . . . . see appendix
Gallatin County Regional Housing Study | July 2021 13 | What Can We Do?
Pending
Developments
What Can We Do?
Current Programs
Strategies Collaboration
Communities need to look at solutions outside of the silos of their boundaries.
Working together with other cities, county, state, and partners to solve the bigger
issue is where solutions lie.
• Education and understanding of the issue and the causes from a regional standpoint
• Influence from the top down within the state
• Partnerships and coordination of efforts
Gallatin County Regional Housing Study | July 2021 14 | What Can We Do?
Current Programs
There are a variety
of programs available.
Determine which program
provides the assistance needed.
Determine qualification needs.
Each program has specific guidelines
for applying and required documentation.
The application process takes time.
Is there housing available for applicants?
The system has been navigated,
housing is available, assistance provided.
Current Programs
County-wide:
• HRDC
• Habitat for Humanity
of Gallatin Valley
• HAVEN
• Headwaters Community
Housing Trust
Bozeman based:
• Family Promise
• City of Bozeman
Big Sky based:
• Big Sky Community
Housing Trust
How are they Helping?
Assisting with temporary
and transitional shelter,
regular housing (defined
as rentals), and home
ownership.
Home Ownership
Assistance
• HRDC:
107 in Gallatin County
and 4 purchased homes
• City of Bozeman:
8 households
• Affordable Housing
Ordinance in Bozeman:
17 homes
Who Are They Helping?
The below 30% AMI to
100% AMI range, which is
only reaching the very low
end of the Missing Middle
group (100-120% AMI).
Navigating the System
Agencies and systems are in place to help people
with housing and home ownership.
Programs
Knowledge
Qualifications
Navigation
Time
Availability
Payout
There are many organizations that are providing resource and programs to
address housing needs for special needs, low-income households, and other
households throughout the county. These organizations have a collaborative
relationship, joining resources where helpful to improve service.
HRDC
0-120% AMI (rental & ownership)
Habitat for Humanity
60% AMI (ownership)
City of Bozeman
0-120% AMI (rental & ownership)
Family Promise
30% AMI (rental)
HAVEN
30% AMI (rental)
Reach
30% AMI (rental)
Headwaters Community Housing Trust
60-120% AMI (ownership)
Big Sky Community Housing Trust
60-120% ami (rental & ownership)ELIGIBLE FOR FEDERAL SUB SID IES ADDRESSED BY LOCAL SUBSIDY PR
O
VID
E
D B
Y
CURRENT MARKET24%6%27%12%16%
11%
10%
10%
6%
9%7
%
1
4
%10%38%% of Owner Population% of Renter Population30%AMI
60%AMI
80%AMI 100%AMI
120%AMI
150%AMI
180%AMI
TransitionalandEmergencyHousing
Deeply Subsidized Rentals
SubsidizedRentals
Luxury Rentals/Ownership
Market RateRentals/Ownership
Market Rentals/SubsidizedHomeownership
Very Low Income$24,000
Low Income$49,000
Moderate Income$65,000
Middle Income$81,000 Upper MiddleIncome$98,000
Upper Income$122,000
HighIncome>$122,000
Housing assistance is provided throughout Gallatin County via a few organizations and their programs. Some of
these also serve neighboring counties.
Fewer than
200 homes
purchased in
Gallatin County
are assisted
through these
organizations.
Gallatin County Regional Housing Study | July 2021 15 | What Can We Do?
Pending Housing Development
*This data was obtained from planning departments of incorporated areas of Gallatin County. Unincorporated areas of Gallatin County are
regulated by the State of Montana and related data was not available. Even the shown data comes with a caution from the sources that provided information. Accurate projections of units that will be constructed will change over time as the development of housing from concept to
completion of construction can take many years and plans often change through the course of seeking rights to build.
Look around and you will see construction almost everywhere. But the
construction market is volatile with costs rapidly escalating due to many factors
including material and labor shortages. While this summary shows known
pending developments, many could be put on hold or canceled.
Special Needs Housing and Shelter
There are several developments in the pipeline, in addition to the
5,835 traditional dwelling units, that address special needs and
emergency shelter. These include:
• Housing First Transitional Housing:
19 single detached tiny homes
• Community First:
170 shelter beds
• Blueprint Homes:
2 group living for teens
• Warming Center:
120 beds used for emergency homeless shelter
Community Housing In The Works
Community housing is “affordable to those who live and work here.” 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.
Bridger View
Redevelopment
(currently under
construction)
31 permanently
restricted homes for
purchase by middle-
income residents.
West Wind:
6 homes for
households earning
less than 80% AMI.
Part of an Affordable
Housing Ordinance
requirement
and may not be
restricted.
Bozeman
Co-Housing
(in planning review):
46 condominiums,
privately owned
homes designed
around shared
common areas for
a strong sense of
community and
social engagement.
Arrowleaf
(in planning review):
232 units in a low
income housing tax
(LIHTC) apartment
complex for
households earning
less than 60% AMI.
0 10 20mi
Belgrade CCD
ManhattanCCD
BozemanCCDGallatin Gateway CCD
ThreeForksCCD
Big Sky and southCCD
Three Forks
Manhattan
Belgrade
Bozeman
GallatinGateway
Big Sky
Housing unit types
There are approximately 1,200 units under
construction with over 950 of these units
designated as rental units**. Data shows a trend
toward more rental product than ownership,
with 4,367 rental apartments in the pipeline
and 962 under construction. The majority of
these units are market rate, which tend to
serve households below median incomes in a
stable rental market. There are also 232 Low
Income Housing Tax Credit (LIHTC) units in
planning review that would provide rentals for
households earning less than 60% AMI.
Manhattan
Single family - 7
Multi-household - 3
Three Forks
Single family - 6
Multi-household - 40
Belgrade
Single family - 200
Multi-household - 220
Bozeman
Single family - 520
Multi-household - 4,839
Pending Housing Developments in Incorporated Gallatin County*
13% - Single-family
housing units
Detached units on a lot.
87% - Multi-family housing units
Townhome, condo, duplex, apartments,
all attached housing units.
**This data is only for incorporated areas of Gallatin County. Data for “Other” was not collected.
13%
87%
Gallatin County Regional Housing Study | July 2021 16 | What Can We Do?
Strategies Recognizing that there is no silver bullet—that no single housing strategy can do it
all—communities utilize a variety of strategies to provide a diversity of product type
and tenure and to address housing needs across multiple income levels.
Infrastructure
Communities must obtain an understanding of their
infrastructure needs and how housing affordability fits
into that.
• Pooling Single Family Equivalents (SFEs) and water
and sewer policies
Funding
The capital gap to produce below market housing units
highlights the need for a reliable and significant pool of
funds to help subsidize the production of housing units
priced below market.
• Resort Tax
• General funds
• Fee waivers/deferral
• Tax Increment Financing (TIF)
• Private donations
• Federal/State funding (Grants/Loans)
• Homebuyer assistance – down payment
• Low-Income Housing Tax Credits (LIHTC)
• Targeted Economic Development District (TEDD)
for housing
• Voluntary Real Estate Transfer Assessment (RETA)
• Impact fees
• Taxes dedicated to housing
• Multifamily Coal Trust Homes Program
Partnerships
Organizations working together to leverage resources
and skill sets to develop or facilitate the development of
housing affordable to local residents.
• Employer provided seasonal/student housing
• Employer assisted housing
• Land acquisition
• Public/private institutional partnerships
Regulatory Tools
Levers that government entities have to manage
development in their jurisdictions.
• Zoning for affordability
• Accessory Dwelling Units (ADUs)
• Removal of regulatory barriers
• Flexible development standards
• Inclusionary zoning
• Annexation policies
• Housing affordability overlay
Preservation
Occupancy by locals (open and/or maintain existing
housing stock to local occupancy) and protect
investment in creating places to live for locals.
• Deed restricted housing (permanent)
• Short-Term Rentals (STR) conversion to Long-Term
Rentals (LTR)
• Short Term Rental (STR) regulations
• Employer assisted housing – rental matching and
management program
• Local option to purchase
• Buying down deed restrictions on existing homes
• Replacement or no-net-loss of housing requirements
Organizational Entity/Programs
Organizations with a mission or program that
addresses or targets a specific housing need.
• Community land trust
• Permanent Supportive Housing (PSH)
and transitional
• Co-op housing
• Housing rehabilitation and weatherization
• Self help build
• Senior housing
Gallatin County Regional Housing Study | July 2021 17 | What Can We Do?
Collaboration
Partnership Framework
A successful model to accelerate housing solutions is a partnership framework like the one shown here.
This framework brings together informal and formal community leaders that understand the value in
working together to maintain a vibrant and economically stable region. A collaborative environment
fosters partnerships and builds influence to thoughtfully address regional housing challenges.
An example comes from Tahoe, California. The Mountain Housing Council of Tahoe Truckee (MHC)
is a project of the Tahoe Truckee Community Foundation and brings together 28 diverse partners to
accelerate solutions to achievable local housing including availability, variety, and affordability.
www.mountainhousingcouncil.org
It takes a community to build a community.
Regionally our Gallatin County communities are
connected with the housing challenge impacting
the vitality of each one of them, and the county
as a whole. This makes it essential that the
communities come together to address the
community housing needs as these are regional
issues that require regional solutions.
Communities
Cities
County
School DistrictsProgram
Entities
Chamber of Commerce Employers
Regional Housing Approach
As shown previously there is a capital gap to produce
homes for residents who are earning a local income
that they can afford to purchase or rent. Additionally,
there are limited methods to raise reliable and
significant funds to bridge that gap and meaningfully
facilitate development of below market housing.
The question becomes, “how can we collaborate on
potential funding to move forward?” Listed to the
right is an example from Steamboat Springs, CO. But
locally, an example of potential funding comes from
the City of Bozeman, but could this be a solution for
Gallatin County as a whole?
Under consideration in the City of Bozeman is a ballot
measure to increase property taxes for mill levies to
fund affordable housing and provide repairs to a few
city facilities. Proposed are up to 7 mill levies which
could raise more than $9.5 million in the next decade.
For years the City Commission has been assigning
between 3-5 mills from the general fund to the
Bozeman Housing Fund. These funds have been used
to help subsidize the construction and preservation
of below market housing. While this funding model
has worked in the past, it does not address the fact
that there is a lack of other methods to raise funds,
and it highlights the need for a reliable and significant
source of funds for the future. Additionally, it only
provides benefits to a small subset of the community.
There are many other case studies and examples
available to show successes with this funding model.
Funding
STEAMBOAT SPRINGS/ROUTT
COUNTY, COLORADO: In 2017 voters
approved a one-mill property tax levy
collected over a 10-year period to fund
the development of affordable housing.
The key to the success was a strong
campaign that built upon the success
of the Yampa Valley Housing Authority
(YVHA) when it acted on the findings
of a community-wide housing steering
committee and successfully developed
an affordable apartment building, the
Reserves at Steamboat. This apartment
building contains 48 income-restricted
affordable rental apartments and used
federal income tax credits awarded
by the Colorado Housing Financing
Authority which were sold to a corporate
investor, allowing YVHA to partner with
a private sector apartment building
developer for the new housing project.
The tax raises about $900,000 annually
until it sunsets after 10 years. The YVHA
has been using these tax dollars to
leverage private investment to develop
affordable housing. They actively seek
development partners to further their
goals, clearly laying out what YVHA
can provide which is gap financing,
tax exemptions, local entitlements
expertise and land due diligence.
Gallatin County Regional Housing Study | July 2021 18 | Challenges for Moving Forward
Appendix
The appendix is a separate document and is available for reference and download at www.xxxxxx.com.