| Responsibility | Goals | Key Actions |
|---|---|---|
| Assess Workforce & Affordable Housing Needs in SV | Develop a realistic number of needed housing inventory and types of housing. | Use existing & projected demographic data potentially using the boundaries of the Sonoma Valley Unified School District. |
| Assess Other Needs for Housing: temporary housing for families, youth, anyone in need; permanent supportive housing; etc. | Develop a realistic number of needed housing inventory and types of housing. | Use existing & projected demographic data potentially using the boundaries of the Sonoma Valley Unified School District. |
| Assess regional land & property opportunities | Match existing inventory with housing number and type that is achievable given infill constraints. | Develop a current inventory of raw land, adaptive reuse properties, existing housing stock (single family, multifamily), affordability deeded properties, government surplus (including school district land), faith-based land, tax-delinquent properties. |
| Develop integrated urban development plan for affordable and workforce housing | Create a plan that is coordinated across the City and Sonoma County applied to a bounded area of the SVUSD. This would align with the General Plans but would demonstrate what the application of the GP would look like when driven by affordable, workforce housing and climate action. | Create a projected physical map for housing that integrates green corridors, 15-minute neighborhoods, traffic, pedestrian and bicycle circulation for the SVUSD. | Develop 5-yr housing production and preservation strategy. | Develop the action plan to match current & projected workforce (including missing middle, 160% AMI) and ‘rent burdened’ needs in the SVUSD boundary, and acquire needed properties that includes AFFH and climate action considerations. | Integrate current and projected needs and climate action recommendations. Clearly develop goals, key performance indicators and prioritize activities . | Coordinate the implementation of the develop plan and housing strategy | Actively lead the strategy and work with private and public stakeholders to realize the plan and iterate as needed. | Monitor progress Facilitate removing barriers Facilitate identifying new, creative funding strategies, including private funding sources . |
The initial activity of the SVCDC is to [a] assess need and opportunities with local experts and using established data sources, [b] develop a 5- to 10-yr strategic plan by creating a collaborative public-private stakeholder steering committee and obtaining community input, [c] develop an implementation plan that considers engagement of landowners, identification of funding needs and funding sources. The goal for this phase is to use existing resources and programs, work with established affordable housing developers and community land trusts, and identify new public-private funding sources, donors or investors to fund-a-defined project need.
Established affordable housing developers (e.g. Burbank Housing, MidPenn, Satellite Housing, Habitat for Humanity) and the Housing Land Trust of the North Bay, to name a few, are experts at identifying private and public funding and developing stacks to fund projects, state housing laws, applicable incentives (e.g. tax exemptions, density bonuses) and working with municipalities and municipal codes. Thus these types of funding resources would be utilized as available. In addition, other sources of funding or partners may also exist that can be considered including the Sonoma County Housing Fund (administered by the Metro Chamber of Santa Rosa) for pre-entitlement funding; the California State Communities Development Authority, a joint powers agreement (JPA) (CSCDA.gov) for workforce housing preservation and development. Finally, a dedicated plan and effort would be needed to identify local donors and property owners who may wish to provide a charitable land/property donation to help overcome the major barrier to development and land costs.
As a longer term goal, the SVCDC would continue needs assessment and strategy revisions, and may expand its scope to include community development desires.