Initial Findings from Community Survey on Housing Needs
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Initial Findings from Community Survey on Housing Needs

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Presented by RNR Consulting at Portland Housing Bureau Community Forum (Portland, Oregon). Illustrates housing needs and initial findings from comprehensive community survey.

Presented by RNR Consulting at Portland Housing Bureau Community Forum (Portland, Oregon). Illustrates housing needs and initial findings from comprehensive community survey.

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  • 09/14/10

Initial Findings from Community Survey on Housing Needs Presentation Transcript

  • 1. STRATEGIC PLAN DEVELOPMENT Preliminary External Survey Findings July 20, 2010 8:30 – 10:00am Steel Conference Room
  • 2. Contents
    • Progress to date
    • Next Steps
    • External Stakeholder Survey
      • Preliminary Survey Findings & Analysis
  • 3. Progress to date
    • Reviewed needs data and summaries
    • Discovery interviews with PHB Leadership, EST & Commissioner Fish Office
    • External Stakeholders survey (distributed to external stakeholders incl. Commissioner Fish Contacts and PHB employees)
    • - Identification of key external stakeholders
    • - EST feedback on survey instruments
    • - Administration of online External Stakeholders survey
  • 4. Next Steps
    • Finalize, distribute and analyze Internal stakeholders questionnaire
    • Conduct critical analysis - Document findings from all activities conducted:
      • Develop Political, Economic, Social and Technological Factor Analysis
      • Develop Strengths, Weaknesses, Opportunities and Challenges Analysis
    • Conduct Community sessions
      • Complete information gaps
      • Validate analysis results
  • 5. Next Steps cont.
    • Identify gaps between the current PHB state and the desired PHB state in terms of:
      • Funding, people and other resources
      • PHB Culture – assimilation and integration
      • Current programs structure and delivering processes; Cross-program communication
      • External communication and PHB Brand
  • 6. Next Steps cont.
      • Define how to measure success in addressing current priorities
        • Ending homelessness
        • Preservation of rental housing development
        • Closing the minority homeownership
        • Homeowner stabilization
      • Map planning related to addressing emerging priorities
        • Equity
        • Sustainable Communities and 20 Minute neighborhoods
        • Workforce housing
      • Identify new priorities
  • 7. Next Steps cont.
    • Review and update PHB Mission and Vision
    • Develop PHB strategic preliminary goals and objectives
    • Finalize Strategic Goals and Objectives – Completed by PHB staff through workgroup sessions
      • Obtain input on PHB Mission and Vision
      • Verify strategic goals and objectives
      • Obtain input on the impact of identified strategic goals and objectives on each PHB program
  • 8. Next Steps cont.
    • Rank and Prioritize Strategic Goals and Objectives – Complete by PHB leadership
    • Develop Strategic Plan
      • Develop strategies to maintain the objectives, associated with the strategic goals
      • Identify key staff resources for implementation of strategic objectives
      • Develop timelines for implementing strategic objectives
      • Develop performance measures and dashboards for monitoring strategic plan
  • 9. External Stakeholder Survey – Approach
    • Sample size determination:
    • Internal : Using a Census for Small Populations - All PHB Staff
    • External : Using Published Tables
    • Universe of Potential Survey Respondents = 5000+ PHB & Comm. Fish contacts
    • Representative sample size = 370
    • (95% Confidence level; Precision level = ±5%; P = .5)
    • Likert Scale
    • Word Cloud; Content Analysis [data reduction technique]
  • 10. External Stakeholder Survey – Preliminary Key Findings
    • Summary Responses
    • External survey: Total 778 (414 fully completed; 364 partially completed )
    • Internal survey: Total 72 (48 fully completed; 24 partially completed)
  • 11. External Stakeholder Survey – Composition by Race/Ethnicity
  • 12. External Stakeholder Survey – Organizations by Affiliation
  • 13. External Stakeholder Survey – Organizations by Affiliation
  • 14. External Stakeholder Survey – Composition of External Stakeholders n=414
  • 15. Internal Stakeholder Survey – Composition of Internal Stakeholders n=48
  • 16. Stakeholder Responses – Internal & External
    • Familiarity with the mission, work and staff of PHB
    Average rating: 1-Unfamiliar; 2-Somewhat familiar; 3-Familiar; 4-Very familiar
  • 17. I think that PHB is on the right track in terms of how it allocates its resources and sets its priorities Average rating: 1 – Strongly disagree; 2 – Disagree; 3 – Agree; 4 – Strongly Agree
  • 18. I understand how PHB makes its key decisions Average rating: 1 – Strongly disagree; 2 – Disagree; 3 – Agree; 4 – Strongly Agree
  • 19. I am comfortable that the public has enough input into PHB’s key decisions Average rating: 1 – Strongly disagree; 2 – Disagree; 3 – Agree; 4 – Strongly Agree
  • 20.
  • 21. My opinion about PHB’s current programs and efforts
    • External Stakeholders : Some success but still long way to go
    • Internal Stakeholders : Mostly successful in
    • Preserving the current stock of affordable housing
    • Managing and maintaining existing housing projects and assets
  • 22. Internal stakeholders’ opinion about PHB’s current programs and efforts by function Average rating: 1-Unsuccessful (no real progress); 2-Some success but still long way to go; 3-Mostly successful; 4-Very successful and effective; 5-Exceptional PHB's Current Programs Business Operations Delivery Teams Policy & Planning Rank Preserve the current stock of affordable housing 2.53 2.81 3.11 2.78 Manage and maintain existing housing projects and assets 2.67 2.55 2.78 2.64 Develop more affordable rental housing 2.40 2.67 2.89 2.62 Create livable communities by aligning housing with transportation and other neighborhood assets 2.47 2.67 2.22 2.51 End homelessness in Portland 2.40 2.48 2.11 2.38 Help low-income homeowners remain in their homes 2.53 2.20 2.33 2.34 Help communities of color achieve equity in Portland through housing 2.20 2.00 1.78 2.02 Close the minority homeownership gap 2.20 1.81 1.33 1.84
  • 23. Aggregate of staff opinion about PHB’s current programs by function Average rating: 1-Unsuccessful (no real progress); 2-Some success but still long way to go; 3-Mostly successful; 4-Very successful and effective; 5-Exceptional
  • 24. PHB’s priorities for funding - ranked by level of importance Average rating: 1 – Lowest priority; 9 – Highest priority PHB’s Priorities External Internal Rank Preserving existing affordable rental housing units 5.90 6.00 5.95 Developing more affordable rental housing units 5.60 6.00 5.80 Preventing home foreclosures on seniors & low income families 5.60 5.40 5.50 Planning for complete livable neighborhoods 5.20 5.20 5.20 Maintaining the health and safety of Portland's housing 5.00 5.30 5.15 Providing temporary shelter to people & families who are homeless 5.70 4.50 5.10 Ending homelessness 5.10 4.80 4.95 Helping low income families buy their first home, esp. families of color 4.40 4.40 4.40 Developing housing for workers so they can continue to live in Portland 3.60 3.80 3.70
  • 25. Internal stakeholders’ opinion about PHB’s priorities for funding Average rating: 1 – Lowest priority; 9 – Highest priority PHB's Priorities for Funding Business Operations Delivery Teams Policy and Planning Rank Developing more affordable rental housing units 6.00 5.80 6.90 6.00 Preserving existing affordable rental housing units 5.70 6.40 5.70 6.00 Preventing home foreclosures on seniors and low-income families 5.60 5.50 4.90 5.40 Maintaining the health and safety of Portland's housing 5.40 5.50 4.30 5.30 Planning for complete, livable neighborhoods with housing, transit, schools, parks, etc. 5.50 4.50 5.40 5.20 Ending Homelessness 4.80 4.60 5.70 4.80 Providing temporary shelter to people and families who are homeless 4.60 4.40 4.20 4.50 Helping low-income families buy their first home, especially families of color 3.90 4.90 4.40 4.40 Developing housing for workers like teachers and firefighters so they can continue to live in Portland 3.90 4.00 3.40 3.80
  • 26. PHB’s most important roles over the next three years in addressing the housing needs of Portland Average rating: 1-Unimportant; 2-Somewhat important; 3-Important; 4-Very important; 5-Top priority PHB’s Role External Internal Rank Develop new funding to meet Portland’s housing needs 3.74 3.84 3.79 Plan to meet Portland’s long-term housing needs so we can grow smartly 3.66 3.50 3.58 Maintain safety net for Portlanders who lose their incomes or need help securing housing 3.60 3.61 3.61 Lobby at the State & Federal levels for legislative policy changes that help meet Portland’s housing needs 3.54 3.35 3.45 Coordinate housing planning with other sectors 3.54 3.33 3.44 Finance the development of new affordable housing projects 3.53 3.61 3.57 Prevent unlawful housing discrimination 3.52 3.41 3.47 Increase diversity of housing types and households incomes in neighborhoods 3.22 3.15 3.19 Improve PHB’s customer service performance as lender and funder of housing activities 3.22 3.22 3.22 Measure and report on the housing needs in Portland 3.18 3.43 3.31 Educate the public about housing issues in Portland 3.08 2.84 2.96 Increase public input on how housing funding is spent 3.08 2.67 2.88 Improve the environmental sustainability and “green” aspect of Portland’s housing stock 3.00 2.91 2.96
  • 27. PHB’s most important roles over the next three years in addressing the housing needs of Portland by Race/Ethnicity Average rating: 1-Unimportant; 2-Somewhat important; 3-Important; 4-Very important; 5-Top priority PHB's Role White Non-White Rank Develop new funding to meet Portland’s housing needs 3.78 3.93 3.74 Plan to meet Portland’s long-term housing needs so we can grow smartly 3.71 3.49 3.65 Maintain safety net for Portlanders who lose their incomes or need help securing housing 3.62 3.82 3.61 Lobby at the State & Federal levels for legislative policy changes that help meet Portland’s housing needs 3.62 3.37 3.53 Coordinate housing planning with other sectors 3.54 3.70 3.53 Finance the development of new affordable housing projects 3.59 3.58 3.53 Prevent unlawful housing discrimination 3.43 4.18 3.52 Increase diversity of housing types and households incomes in neighborhoods 3.10 4.02 3.22 Improve PHB’s customer service performance as lender and funder of housing activities 3.19 3.55 3.21 Measure and report on the housing needs in Portland 3.14 3.41 3.18 Educate the public about housing issues in Portland 3.06 3.40 3.08 Increase public input on how housing funding is spent 2.89 3.62 3.08 Improve the environmental sustainability and “green” aspect of Portland’s housing stock 3.00 3.20 2.99
  • 28. Aggregate of external stakeholders’ opinion about PHB’s most important roles in addressing housing needs in Portland Average rating: 1-Unimportant; 2-Somewhat important; 3-Important; 4-Very important; 5-Top priority Top priority among the White – Develop new funding to meet Portland’s housing needs ; ………… ............. Non-White – Prevent unlawful housing discrimination
  • 29. Are there any other programs/services/activities that PHB should no longer focus on? External Internal 83% of the internal and external stakeholders say that PHB should focus on its current activities, programs and services
  • 30. Un-met housing needs in Portland which PHB should address External Internal
  • 31. Un-met housing needs in Portland which PHB should address
    • Diversification of Neighborhoods
    • Development of low income housing
    • Develop affordable housing
    • Ending homelessness
    • Funding for development of new units
    • Identification of high risk/need communities
    • Gentrification
    • Economic development strategies
  • 32. Key indicators for PHB’s success in achieving its mission & goals
    • Preservation of affordable housing inventory
    • Measurable outcomes
    • Equal access to PHB services
    • Ending homelessness
    • Safe and healthy neighborhoods
    • Reduction in foreclosures
    • Livable communities accessible to transit, schools, parks etc
    • Public involvement in PHB’s decision process
    • Community partnerships
  • 33. What PHB does well
    • Overall focus on housing quality and goals
    • Public involvement and community engagement
    • Production and preservation of housing
    • Policy work
    • Customer service
    • Resource management – financial
    • Contractor relationships
  • 34. Improvements that PHB needs to make External Internal
  • 35. Sources of information about PHB and its housing programs is obtained
  • 36. Selected survey free-form responses (unedited) – Internal Stakeholders
    • “ Matching supply to demand is important. Only the Housing Bureau is positioned to articulate why housing is an equity issue that if not resolved harms the economic and social wealth of Portland. The community has expressed a deep concern about the decreasing affordability of housing in Portland and also a concern about the emerging mismatch between the needs of various types of households and the types of housing units. Ownership gaps and gentrification of neighborhoods and other housing inequities increase the other equity gaps in terms of access to jobs, transportation, education and health. Where people live appears to be a long term determinate of whether or not a society can achieve equity.”
    • “ It would be nice to see decisions based more on data”
    • “ In terms of how decisions are made, we need to be careful that they are not all top-down.”
    • “ Please reevaluate the relationship with non-profits.”
    • “ PHB needs to develop new sources of funding and use its existing funding more strategically. We also need to influence housing policy at national level.”
    • “ The teams need more definition, a way to be evaluated, and a way to track internally and externally progress towards goals. More publishing of team agendas, timelines and goals.”
    • “ We need to measure our success by those things within our control, like how we use our resources, rather than by broad goals out of our reach like ending the minority homeownership gap.”
  • 37. Selected survey free-form responses (unedited) – External Stakeholders
    • “ Loans for affordable housing development (especially 0-60% MFI) are staff intensive, difficult for developers and rarely have the cash flow to be repaid. Change to grants. Also set clearer yearly funding priorities so expectations for funding competition is clear (see Federal Home Loan Bank of Seattle model for grant criteria example).”
    • “ This city lacks vision. It is so enmeshed in what's relevant and green and quirky and popular that it's losing the big picture. For example, is the PHB involved in placing transitional housing at one of the two public transportation gateways to the city? I recommend the PHB and other Portland city planners take a little field trip to other cities in the world, and see how they present themselves to visitors.”
    • “ The most important thing that you can do is position PHB as a resource bridge among classes and cultures.”
    • “ Please focus housing on economic development not give aways...workforce/jobs need most help and are best investment in community.”
    • I definitely want to see much more responsiveness, advocacy, and efficiency from PHB.
    • Much of the assistance available for the general public or developers or other industry professionals seems inaccessible due to the high amount of red tape, bureaucracy, and complicated paperwork. Having more assistance (i.e. customer service) to help wade through this would be very helpful.
  • 38. Selected survey free-form responses (unedited) – External Stakeholders
    • “ One of the most critical things the City and PHB can do is to be much more innovative about financing the work. There are many people in the greater Portland area looking for ways to invest in the community and its future economic and housing prosperity, with very little in the way of vehicles for doing so.”
    • “ Chronic homelessness is about social problems as much as or more than economic ones. This means that housing provision alone will be a waste of resources if not tied to a broader plan to take individuals, help them succeed, and move them permanently out of the economic and social danger zone. Having said that, short-term homelessness is amendable to economic solutions - immediate involvement can turn the situation around quickly and at low cost. Finally, neighborhood diversity, while not essential, is an important part of keeping a city healthy, democratic, and socially alive. It is not the city's job to help people buy houses.”
    • If you want to change the way the Bureau is seen or perceived by the public, do something to meaningfully improve the housing situation for the largest groups affected by housing problems...poor people. Then start breaking down the different classifications of poor people and the specific issues of each, like racial discrimination and socioeconomic characteristics that lead to it.
  • 39. Selected survey free-form responses (unedited) – External Stakeholders
    • “ How can we collaborate with the State on pilot programs that benefit both the City and State. Lowest income/homeless housing priorities can't be solved without solid and dependable social services and mental health resources. How to best collaborate with service providers who aren't in the housing development field? Need to determine how to bring Commissioner Fish in on larger, more complicated projects that require cross-departmental coordination and priorities.”
    • “ I believe PHB should be more involved in national and regional efforts to get low-income housing to be more of a national federal priority.”
    • “ Women, especially women with children, who won't live on the street, can't get into shelters (because we have so few of them for women) and thus are never considered part of the prioritized populations.”
    • “ PHB needs to be transparent and accountable. They currently are not.”
    • “ I work with first time homebuyers and would like better access to programs and availability. It seems so daunting and inaccessible - and - COMPLICATED.”
  • 40. Selected survey free-form responses (unedited) – External Stakeholders
    • “ All best wishes for a successful reorganization BHCD/PDC = PHB!”
    • “ When looking at providing housing for Portlanders you must look at it providing services in a broader scale of people that include the working poor of all races and background.”
    • “ Even though I work on many building projects that the housing bureau has been involved in as a contractor and citizen I could not really tell you what role PHB has played or wants to play in the future. Could not answer many of the survey questions.”
    • “ Keep up the good work.”
    • As I said, Portland needs to address the problem of gentrification, which is forcing more people than ever to leave the city. I also think that PHB needs to change policies that put affordable housing in certain areas of town and not in others. Finally, PHB needs to create a REAL system of public involvement. I think there's a fear that public involvement would thwart efforts to site housing. In my neighborhood it's just the opposite. Not only are we supportive of such investment here, but we've been pleading for it to happen. Have some faith in the people of this city.
  • 41. Selected survey free-form responses (unedited) that speak to housing – External Stakeholders
    • “ Happy to have the opportunity to give feedback - thank you. Commissioner Fish is doing a great job leading this effort. Would like to see why Portland has so many homeless.. do we attract homeless people to our city or are more Portland citizens becoming homeless??”
    • “ Mobile and manufactured homes provide a significant reservoir of very affordable, immediately available housing that is not being accessed by PHB. Older homes often sell for less than 10K, require minimal improvements and park rents run around $400+/mo. The same capital investment it takes the city to build a single unit.”
    • “ Affordable housing should be spread throughout the city, not clustered in specific neighborhoods.”
    • “ Thank you for engaging with the public and asking for feedback.”
    • “ Whatever the bureau does, it should stop wasting money on consultants.”
  • 42. THANK YOU! - RNR Consulting Project Team -