051915 Neighborhoods Housing and Development Subcommittee fileNEIGHBORHOODS, HOUSING AND DEVELOPMENT SUBCOMMITTEE ... City Council approval of the Uptown Transit Oriented District

1

NOTICE OF PUBLIC MEETING PHOENIX CITY COUNCIL

NEIGHBORHOODS, HOUSING AND DEVELOPMENT SUBCOMMITTEE

Pursuant to A.R.S. Section 38-431.02, notice is hereby given to the members of the PHOENIX CITY COUNCIL NEIGHBORHOODS, HOUSING AND DEVELOPMENT SUBCOMMITTEE and to the general public, that the PHOENIX CITY COUNCIL NEIGHBORHOODS, HOUSING AND DEVELOPMENT SUBCOMMITTEE will hold a meeting open to the public on Tuesday, May 19, 2015 at 10:00 a.m. located at Phoenix City Hall, 1st Floor Atrium, Assembly Rooms A, B, & C, 200 West Washington Street, Phoenix, Arizona. One or more Subcommittee members may participate via teleconference. The agenda for the meeting is as follows (items may be discussed in a different sequence than posted): 1. Call to Order Kate Gallego, Chair 2. Review and Approval of the April 21, 2015

Neighborhoods, Housing and Development Subcommittee Meeting Minutes

Page 5

Item 3 is for Information Only. No presentation is planned; however staff will be available to answer questions. 3. Quarterly Homeless Update – January – March 2015

This report provides the Neighborhoods, Housing and Development Subcommittee with an update on accomplishments and activities between January 1 and March 31, 2015, which are helping to alleviate homelessness in the City of Phoenix. This item is for information only.

Moises Gallegos, Human Services Page 13

Items 4 – 6 are for Consent Action. No presentation is planned; however staff will be available to answer questions. 4. Sachs-Webster Farmstead Request for Proposals

Recommendation This report requests that the Neighborhoods, Housing, and Development Subcommittee recommend City Council approval for the sale and redevelopment of the City-owned Sachs-Webster Farmstead, located at 7515 West Baseline Road, to Shawna Leach, with the conditions as stipulated in the Request for Proposals. This item is for consent.

Chris Hallett, Neighborhood Services Page 17

2

5. Award of HOME and/or CDBG Program Funding for the 29 Palms Apartments This report requests the Neighborhoods, Housing and Development Subcommittee recommend City Council approval to loan up to $320,000 in federal HOME Investment Partnership Program (HOME) and/or Community Development Block Grant (CDBG) funds to FSL Real Estate Services, or its city approved nominee, to complete renewable energy improvements at 29 Palms Apartments. This item is for consent.

Karl Matzinger, Housing Page 19

6. Trellis Community Development CDBG Garfield Infill Contract This report requests the Neighborhoods, Housing, and Development Subcommittee recommend City Council approval to enter into a contract with Trellis Community Development to develop a minimum of one single family infill home in the Garfield Neighborhood Initiative Area. This item is for consent.

Chris Hallett, Neighborhood Services Page 21

Items 7 and 8 are for information, discussion and possible action.

7. Transit Oriented District Policy Plans

a. Solano Transit Oriented District Policy Plan - Reinvent PHX (GPA-AL 2-14-4-5) This report provides an update on the Reinvent PHX Project and requests that the Neighborhoods, Housing and Development Subcommittee recommend City Council approval of the Solano Transit Oriented District Policy Plan.

b. Uptown Transit Oriented District Policy Plan -

Reinvent PHX (GPA-AL-EN-1-14-4) This report provides an update on the Reinvent PHX Project and requests that the Neighborhoods, Housing and Development (NHD) Subcommittee recommend City Council approval of the Uptown Transit Oriented District (TOD) Policy Plan.

These items are for information, discussion and possible action.

Alan Stephenson, Planning and Development Page 23 Page 27

8. Walkable Urban Code – Reinvent PHX (Z-TA-8-09) This report provides an update on the Reinvent PHX Project and requests that the Neighborhoods, Housing and Development Subcommittee recommend City Council approval of the Walkable Urban Code. This item is for information, discussion and possible action.

Alan Stephenson, Planning and Development Page 31

3

Item 9 is for information and discussion.

9. Phase Out of Men’s Overflow Shelter and Transition Plans This report provides the Neighborhoods, Housing and Development Subcommittee with information on the closure of the Men’s Overflow Shelter in downtown Phoenix and efforts to coordinate systems and services to improve outcomes for homeless individuals seeking services at the Human Services Campus. This item is for information and discussion.

Moises Gallegos, Human Services Page 39

10. Future Agenda Items: This item is scheduled to give Subcommittee members an opportunity to mention possible topics for future Subcommittee agendas or to request City staff to follow-up on Subcommittee issues.

Kate Gallego, Chair

11. Call to the Public: Consideration, discussion and comments from the public; those wishing to address the Subcommittee need not request permission in advance. Action taken as a result of public comment will be limited to directing staff to study the matter or rescheduling the matter for further consideration and decision at a later date.

Kate Gallego, Chair

12. Adjournment Kate Gallego, Chair For further information, please call Rita Marko, Management Assistant, City Manager’s Office, at 602-262-7684 or Gabriel Morales at 602-534-9222. 7-1-1 Friendly Persons paid to lobby on behalf of persons or organizations other than themselves shall register with the City Clerk prior to lobbying or within five business days thereafter, and must register annually to continue lobbying. If you have any questions about registration or whether or not you must register, please contact the City Clerk’s Office at 602-262-6811. For reasonable accommodations, call Rita Marko at Voice/602-262-7684 or Gabriel Morales at 602-534-9222 as early as possible to coordinate needed arrangements. 7-1-1 Friendly Subcommittee Members Councilman Sal DiCiccio Councilwoman Laura Pastor Councilman Daniel Valenzuela Councilwoman Kate Gallego, Chair

May 13, 2015

4

THIS PAGE IS LEFT BLANK INTENTIONALLY

5

Neighborhoods, Housing and Development Subcommittee, May 19, 2015, Item 2

Phoenix City Council Neighborhoods, Housing and Development Subcommittee

Summary Minutes Tuesday, April 21, 2015

1st Floor Atrium Assembly Rooms A, B, and C 200 West Washington Street Phoenix, Arizona Subcommittee Members Present Subcommittee Members Absent Councilwoman Kate Gallego, Chair Councilwoman Laura Pastor Councilman Daniel Valenzuela Councilman Sal DiCiccio Staff Present Staff Present Public Present Public Present Rita Marko Deanna Jonovich Tracee Crockett Gabriel Morales William Emerson Robin Anderson Justin Francis Jesse Garcia Chris Christensen Titus Mathew Janis Haug

Rachel Milne Aubrey Gonzalez Thaddis Jackson Nichole Ayoola Angela Duncan Greg Gonzales

George Bosworth Sheila Harris Guadalupe Valencia Mike Bell Dianne Barker Wayne Powell David Hepburn Calvin C. Goode Gail Knight DianaYazzie Devine

Patricia Powell Stephen Hastings Karen Davis Claudia Schulz Krista Schwartz Betty Ware Margaret Dietrich Reid Butler Wyatt Moore Rosemarie Horvath

1. Call to Order

Chairwoman Gallego called the meeting to order at 10:11 a.m. with Councilwoman Pastor present. Councilman DiCiccio and Vice Mayor Valenzuela participated in the meeting by phone.

2. Review and Approval of the February 17, 2015 Neighborhoods, Housing and Development Subcommittee Meeting Minutes Vice Mayor Valenzuela moved to approve the February 17, 2015 minutes. Councilwoman Pastor seconded the motion, which passed unanimously.

3. 2015 Community Development Week Celebration Information only.

4. Community Development Block Grant Reprogramming Request Results Chairwoman Gallego moved to approve the consent item. Vice Mayor Valenzuela seconded the motion, which passed 3:1. Councilman DiCiccio opposed.

5. 2015-20 Consolidated Plan, 2015-16 Annual Action Plan and Analysis of Impediments to Fair Housing Submission to HUD

6

6. Award Contract for Property Management Services at Foothills Village Community 7. 2015-16 Community Development Block Grant (CDBG) Public Services and Public

Facilities Projects Councilwoman Pastor moved to approve consent items 5 through 7. Vice Mayor Valenzuela second the motion, which passed unanimously.

11. Translation and Interpretation Services Follow Up Item heard out of order. Neighborhood Services Director Chris Hallett provided an overview of the translation and interpretation services available for City departments to use when assisting the community. He noted the City has approximately 60 translation and interpretation service contracts, offering service in more than 200 languages. Mr. Hallett provided utilization rates for these services, noting they are available for use by the City Council. He added staff can work with the City Council offices on how to use these services to assist constituents. Chairwoman Gallego stated she is working with Vice Mayor Valenzuela to organize refugee town hall meetings, adding she would like to use these services during the meetings. She stated her district has a very strong and vibrant Somali community, adding she would like a robust translation and interpretation system to assist more members of the community Vice Mayor Valenzuela thanked Chairwoman Gallego for her efforts on this item. He added there is a growing refugee community in Phoenix. He added District 5 is home to Alhambra High school where more than 40 different languages are spoken on a daily basis. He also added that staff needs to analyze the community to determine what languages are spoken in order to better serve the community, including those who are interested in entrepreneurship. Councilwoman Pastor asked if there are translation and interpretation services for Arabic. Mr. Hallett reiterated the City’s contracts provide services for more than 200 languages. He added he would provide a list of available languages to the City Council offices. Chairwoman Gallego stated she wanted to ensure that bilingual children are not used to translate for the family when dealing with sensitive issues in the community. Housing Director Karl Matzinger stated an adult translates when sensitive issues are discussed. Councilman Valenzuela stated it is important to have an adult translator when law enforcement is involved. He noted the City of Phoenix Fire Department has a very successful Spanish emersion program, adding the City should look at expanding the program. He added the Police Department should implement a similar program. Chairwoman Gallego noted the Police Department and Chief Kurtenbach would be meeting with the refugee community soon, noting that Elias Muhammed would be representing the Somali community Chairwoman Gallego thanked staff for their efforts on this item.

7

10. Transit Oriented District Policy Plans

Item heard out of order. Planning and Development Department Director Alan Stephenson summarized the Reinvent Phoenix project, noting it is funded by a $2.9 million grant from the Department of Housing and Urban Development. Mr. Stephenson noted the City has been working with several partners on this plan to establish a bold vision for the light rail corridor. He added that staff would be providing information on the District Policy Plans for the Gateway, Eastlake-Garfield and Midtown Districts. Mr. Stephenson introduced Planner Curt Upton and Planner Katherine Coles. Mr. Upton summarized the planning process for the district policy plans, noting that analysis of existing conditions, vision and the development of implementation strategies were fundamental components of the process. He added there was extensive community outreach to develop the plans. Mr. Upton stated as part of this process, the Walkable Urban Code was developed. Ms. Cole provided details for the Gateway District, noting it has several light rail stations and an elementary school district. She stated staff engaged community stakeholders and community leaders to develop a plan for the district. She stated that although there were challenges, a vision was developed to transform the corridor into a walkable and bikeable area. She added the City would work with the Maricopa Association of Governments to identify funding for this district. Ms. Cole provided details on the Eastlake-Garfield District, noting it has two light rail stations and is surrounded by historic neighborhood. She added the Van Buren Road Corridor has been identified as a priority area to promote walkability and bikability in the district. Ms. Cole provided details on the Midtown District, noting it has three light rail stations and is surrounded by historic neighborhoods. She stated one of the catalyst projects for this corridor is the redevelopment of the Park Central Mall, noting that healthcare and mixed use development would be a focus in this area. She added that along with walkability and bikability, there is an interest to have a trolley or a bus circulator service in the area.

Chairwoman Gallego congratulated Mr. Upton on his efforts. Mr. Stephenson stated all three plans were approved by the Village Planning Committees.

Former Councilman Calvin Goode, from the Eastlake Park Association, stated he is favor of the plan for Eastlake-Garfield District. He asked who would be coordinating the effort to implement the plan. He added he hopes there is funding available to expedite the implementation of the plan. Veronica Lockhart stated she is favor of the plan. She added she appreciated the efforts of staff, noting she would like the elements of the plan to be implemented as soon as possible. Chairwoman Gallego thanked Mr. Goode and Ms. Lockhart for their assistance in developing the plan for the Eastlake-Garfield District. Deputy City Manager Rick Naimark stated staff will use these plans as an investment strategy for City resources. He added there is funding available in the Capital Improvement

8

Program for several of the projects outlined in the plans. He added staff would be applying for another TIGER grant from the federal government to assist with the implementation of elements of the plans. Margaret Dietrich stated she is a resident in the Midtown District and she appreciates the effort of staff to develop these plans. She asked staff to continue to move forward with the implementation of the plans. Suzanne Pfister, President and CEO of St. Luke’s Health Initiatives, stated her offices are located in the Midtown District. She commended staff and the City Council for including health care development as a component of the plan, adding that St. Luke’s has committed some small grants to the planning effort. She also added that the Reinvent Phoenix project is getting attention on a national level. Diana Yazzie Devine, CEO of Native American Connections, stated she is in favor of the Midtown District Plan. Councilwoman Pastor commended staff for their dedication to the Reinvent Phoenix project. She stated she enjoyed the engagement and excitement of the community during the planning process. She added funding is needed to move the plans forward. She thanked Mr. Upton and Ms. Cole for their efforts. Chairwoman Gallego asked for clarification about additional dwelling units in the Gateway District, adding there is some concern from the community. Mr. Upton stated the plan for the Gateway District includes additional dwelling units as a strategy. He added staff is working with the neighborhoods to ensure they support the concept. Chairwoman Gallego added she wants neighborhood conversation to ensure this concept makes sense for the community. Chairwoman Gallego stated she wants to ensure these plans have options for longstanding communities as well as affordable housing. Mr. Upton stated all of the plans have affordable housing options. He added there are grant funds available for affordable housing, adding partners such as Native American Connections and Chicanos Por La Causa are working on additional affordable housing options. Chairwoman Gallego stated a significant amount of economic growth is required to implement incentives associated with the plans. She added the City may need private sector partners to assist with incentives.

Chairwoman Gallego stated the City will need partnerships to implements these plans, adding the community needs to be involved in these efforts as well. Councilwoman Pastor stated District 4 is benefiting from the plans. She added the plans are enhancing economic growth, noting a grocery store is being built on Camelback Road and Banner Healthcare has relocated to Thomas Road and Central. Councilwoman Pastor moved to approve staff’s recommendation per the April 17, 2015 memo. Vice Mayor Valenzuela seconded the motion, which passed unanimously.

8. South Phoenix Village (SPV) Infill Request for Proposal Results Neighborhood Services Department Director Chris Hallett introduced Housing Development Manager Jesse Garcia. Mr. Halett described the South Phoenix Village redevelopment area

9

plans. He stated the plans were developed in 1989 and 1990 with a significant amount of community input, noting the plans include numerous infill properties. Mr. Hallett stated there were attempts to develop the infill properties; however, housing declines prohibited the effort. He added in the late 1990s and early 2000s, the City initiated the infill program to increase the quality of housing in the neighborhood, preserve what is there and continue to develop the land. Mr. Hallett stated a request for proposal was issued to develop the infill properties. He stated two proposals were received and the FSL Real Estate Services was selected to develop 121 housing units in three to five years. He added, with this development, he hopes property values will rise along with the median household incomes. Councilman Goode submitted a card in favor of the proposal. Betty Ware, the Co-Chair of the Broadway Heritage Neighborhood Association, stated she is excited about the plans for the area, noting this effort will help to revitalize and redevelop the community. She stated she would like to have a community that is inclusive with homes for various income levels. She added she would like businesses in the area to align with the revitalization efforts. Chairwoman Gallego thanked staff for their leadership in this effort. She asked if staff could provide information regarding financing options in the proposal. Mr. Hallett stated there is funding available to assist buyers at various income levels, specifically those at or below 120 percent of the area’s median income. He added buyers that make above this amount can purchase at market rate. He also added Community and Development Block Grant funds are available to assist buyers. Chairwoman Gallego asked what financing options are available for buyers with incomes above 120 percent of the area median income. Mr. Garcia explained the process these buyers would use to secure financing, noting housing counselors would be available to assist with the process. Councilwoman Pastor asked if homeowner education will be offered as part of the home buyer process. Mr. Garcia stated education would be part of the process, adding it will help to develop better practices as a homeowner. Chairwoman Gallego emphasized the desires of the community to have economically diverse groups in the area. Mr. Hallett stated that meeting the desires of the community is a priority for the area. Steve Hastings, FSL Real Estate Services, summarized the service provided by his organization. He provided a list of benefits his organization brings to the community, adding his organization has a variety of resources to assist buyers. He introduced Claudia Lopez with Mandalay Homes. Ms. Lopez stated she lives and works in South Phoenix, adding she understands the dynamics of the area. She added Mandalay Homes would be the general contractor for the infill project. Chairwoman Gallego asked for details about the marketing plan for the infill project. Ms. Lopez responded that the marketing campaign would consist of online, radio and print

10

marketing, along with signage in the neighborhood. Mr. Hastings added the homes in the community would be marketed to local realtors as well.

Chairwoman Gallego stated the churches in the area want to be involved. Mr. Hastings stated the community engagement process will be broad and persistent, adding churches, neighborhood associations and schools as well as other groups will be involved. Chairwoman Gallego stated she wants to ensure the developer recognizes the history and challenges of the plans. Mr. Hastings stated he recognizes the challenges of starting and stopping the process in the area, noting his organization is committed to assisting with the long-term redevelopment efforts. Ms. Lopez stated she has a vested interest in the community, noting she currently lives in South Phoenix. Mr. Hastings described his organization’s presence in the community.

Gail Knight thanked the City Council for supporting the South Phoenix Revitalization efforts. She provided the history of the community. She added one of the goals of the revitalization efforts is to build enough homes to attract retail. She provided a history of the City’s efforts to revitalize the area and asked the City to continue moving forward with the 25-year-old plans. Councilwoman Pastor moved to approve staff’s recommendation. Vice Mayor Valenzuela seconded the motion, which passed unanimously.

9. RFP for Development of City-owned Property Between 2nd and 3rd Avenues on McKinley Street Neighborhood Services Director Chris Hallett introduced Eric Johnson, Economic Development Program Manager. He stated the Neighborhood Services and Community and Economic Development Departments are partnering together on two parcels along the north side of Mckinley Street between 2nd and 3rd Avenues. Mr. Hallett stated there has been interest to redevelop these properties. He added the departments are requesting to move forward with the request for proposals (RFP) process for redevelopment. Mr. Johnson summarized the community outreach effort for the redevelopment process, adding the community was surveyed to determine what they would like developed. He reviewed the evaluation criteria for the RFP process. He summarized the RFP marketing strategy, noting neighborhood groups will be engaged. He also provided the timeline for the RFP process, noting proposal results will be brought to the Subcommittee in the fall of 2015. Mr. Johnson stated staff is recommending the Subcommittee recommend City Council approval to issue the RFP and select a development team and begin negotiations. Vice Mayor Valenzuela moved to approve staff’s recommendations. Councilwoman Pastor seconded the motion, which passed unanimously.

12. Future Agenda Items None

13. Call to the Public

Diane Barker made a general comment in regard to fair housing. She added she would like to see bigger displays for fair housing information in City facilities. Patricia Powell asked for information regarding infill properties. She added she would like information on private development on infill properties.

11

14. Adjournment

Chairwoman Gallego adjourned the meeting at 11:44 a.m. Respectfully submitted, Gabriel Morales Management Intern

12


13


CITY COUNCIL REPORT

TO: Deanna Jonovich Deputy City Manager

FROM: Moises Gallegos Human Services Director

SUBJECT: QUARTERLY HOMELESS UPDATE JANUARY - MARCH

This report provides the Neighborhoods, Housing and Development Subcommittee with an update on accomplishments and activities between January 1 and March 31, 2015, which are helping to alleviate homelessness in the City of Phoenix. The City has been at the forefront of implementing innovative programs and realigning services to effectively address homelessness, targeting chronically homeless families and individuals, homeless veterans, and homeless youth. THE ISSUE City of Phoenix initiatives continue to utilize the Housing First model, targeting the highest priority populations including homeless veterans, chronically homeless families and individuals, and homeless youth. The main strategies include: Managing to the Numbers The region continues to address chronic homelessness through a focused collaborative effort. As of March 31, 2015, 739 chronically homeless households, including 655 single individuals, 141 of whom were veterans, and 84 families were housed. The Maricopa Regional Coordinated Access System began operation at the Family Housing Hub (FHH) in August 2014. The FHH serves as the central point of entry for families into the continuum of homeless services. Through March 2015, the FHH fielded 14,742 calls and engaged 1,174 families. Of those families, 266 (23 percent) were referred to more appropriate services and only six percent of those individuals returned to the FHH for homeless services. The Human Services Campus Welcome Center (WC) is the central Coordinated Access System site for singles. In February 2015, the WC expanded its hours, 5:00 a.m. to 9:00 p.m., and changes were made to campus policy to require clients accessing the dining hall to have a campus ID. These changes served to significantly increase the number of individuals assessed through the center from 4,423 in all of 2014 to 1,948 in the first three months of 2015. From January to March, 17.5 percent (383 individuals) of all clients seen (2,190 individuals) were either connected to crisis services or diverted to appropriate housing or other non-homeless living situations without additional need for Campus resources. An additional 1,152 individuals were connected with emergency shelter.

14

Starting in Our Own Backyard In December 2012, the Housing and Human Services Departments (HSD) issued a Request for Proposals (RFP) for housing and supportive services using the “Housing First” model. Through the RFP, the Housing Department issued 75 Section 8 vouchers to seven non-profit providers specializing in assisting homeless populations. HSD provided funding for wrap-around support services to augment the vouchers and help families reach sustainability. Through March 31, 2015, 57 households had leased housing units through the program and six were in process. HSD staff began providing case management services for singles residing at the Watkins Emergency Shelter in March 2014. Through March 2015, 22 single women were receiving case management services and eight of those individuals were transitioned to permanent housing. Community Engagement MROP Partnership: In conjunction with the Prosecutor’s Office, the Misdemeanor Repeat Offender Program (MROP) provides services, which both reduce crime and address core issues of homelessness. Through March 2015, 3,043 homeless offenders had been identified. Of those, 229 individuals were entered into the tracking system during the quarter, allowing patrol officers access to their history to assist them when they are encountered on the street. The Prosecutor’s Office was working with 60 individuals through enhanced prosecution efforts, and 11 individuals were receiving case management services through HSD or Southwest Behavioral Health. Sunnyslope Connect Event: In January 2015, HSD staff participated in the Sunnyslope Connect Event held at the St. Vincent DePaul Chris Becker Dining Hall. The event brought together more than nine providers to serve the homeless population in the Sunnyslope area. This event was part of the Sunnyslope Homeless Project which began in August 2014. Approximately 107 individuals attended the event, received a hot breakfast and lunch and were linked with homeless service providers. Services received at the event included: 35 duplicate Arizona IDs, 42 birth certificates, 24 Department of Economic Services applications, 37 Social Security applications, 35 cell phone applications, and more than 35 individuals received Housing and Veteran Employment information. Homeless Point-In-Time Street Count: In February 2015, the Homeless Point-In-Time Street Count was held in Maricopa County. Mayor Greg Stanton and Luke Tate, Special Assistant to the President for Economic Mobility with the White House Domestic Policy Council, participated in the event kick-off and the morning count. Project Connect Events: The HSD has partnered with Valley of the Sun United Way to support Project Connect efforts in Phoenix. This year’s events will be focused on the specific services needed in a community. The City of Phoenix supports the events through the provision of water, coffee and staffing to conduct housing needs

15

assessments, utilizing the regionally adapted Service Prioritization Decision Assessment Tool. Five events are planned for 2015. Resource Alignment: Through the leadership of the Maricopa Association of Governments Continuum of Care, HSD has joined regional funders in efforts to align contract requirements for emergency shelter. Through these efforts, providers will have a set of basic contract requirements and outcome measures that are in alignment with U.S. Housing on Urban Development guidelines rather than individual contract and reporting requirements for each funding source. This change will reduce provider reporting and the alignment of service requirements and outcome measures will enable the region to better evaluate intervention and funding needs. The group is now working on a similar alignment for outreach and rapid re-housing service contracts. RECOMMENDATION This report is for information only.

16


17


CITY COUNCIL REPORT

TO: Deanna Jonovich Deputy City Manager Rick Naimark Deputy City Manager

FROM:

Chris Hallett Neighborhood Services Director Ray Dovalina Street Transportation Director Alan Stephenson Planning & Development Director

SUBJECT: SACHS-WEBSTER FARMSTEAD REQUEST FOR PROPOSALS RECOMMENDATION

This report requests that the Neighborhoods, Housing, and Development (NHD) Subcommittee recommend City Council approval for the sale and redevelopment of the City-owned Sachs-Webster Farmstead, located at 7515 West Baseline Road, to Shawna Leach, with the conditions as stipulated in the Request for Proposals (RFP). THE ISSUE The City issued a RFP in December 2014 for the sale and development of the Sachs-Webster Farmstead. The RFP sought an owner who would rehabilitate, redevelop and maintain the property in accordance with the Zoning Ordinance, Historic Preservation General Design Guidelines, and the Declaration of Restrictive Covenants. Following an evaluation by the review panel of the proposal and a proposer interview, the panel recommends a sales disposition and development contract be awarded to Shawna Leach, the sole proposer, who has proposed to purchase, rezone, rehabilitate, and maintain the structure and surrounding property to be used and occupied as a live/work studio. OTHER INFORMATION The Sachs-Webster Farmstead was built in 1909 by Wolf Sachs, a Russian emigrant and cattle rancher. It is a rare model of Pyramid Cottage style homes, and contains unique architectural features such as a pyramid roof with asphalt shingles, walls constructed of rusticated concrete blocks, and porch piers shaped like Ionic–order

18

columns. The property is one of only a few historic farmhouses remaining in the Laveen community. Ownership of the property changed several times from 1920 to 2002, when the Farmstead was purchased by Maricopa County as part of the Laveen Area Conveyance Channel (LACC) project. The property received historic preservation overlay zoning in December 2003, was added to the Phoenix Historic Property Register, and was transferred from Maricopa County to the City of Phoenix in 2007 as part of the LACC project. The property is currently vacant and has suffered from vandalism and physical deterioration. Upon City Council approval, the selected purchaser will make presentations regarding their proposal to the City of Phoenix Historic Preservation Committee and the Laveen Area Planning Committee, begin contract negotiations, enter into contract, and then the City will convey the property accordingly. RECOMMENDATION Staff requests that the NHD Subcommittee recommend City Council approval for the sale and redevelopment of the City-owned Sachs-Webster Farmstead, located at 7515 West Baseline Road, to Shawna Leach, with the conditions as stipulated in the RFP.

19


CITY COUNCIL REPORT

TO: Deanna Jonovich

Deputy City Manager

FROM: Karl Matzinger

Housing Director

SUBJECT: AWARD OF HOME AND/OR CDBG PROGRAM FUNDING FOR THE 29 PALMS APARTMENTS

This report requests the Neighborhoods, Housing and Development (NHD) Subcommittee recommend City Council approval to loan up to $320,000 in federal HOME Investment Partnership Program (HOME) and/or Community Development Block Grant (CDBG) funds to FSL Real Estate Services, or its city approved nominee, to complete renewable energy improvements at 29 Palms Apartments. THE ISSUE 29 Palms Apartments, located at 4901 E. Holly Street, consists of a 21-unit affordable multi-family housing complex that serves lower-income residents including supportive housing for special needs populations. FSL Real Estate Services has requested funding to complete renewable energy improvements serving the four one-story residential buildings on-site and the community space. These improvements will include costs for the installation of photovoltaic solar panels and a Smart Battery system to store power to be used during peak evening and night hours. The 21 units consist of five one-bedroom units and 16 two-bedroom units, with 20 units serving households with incomes at or below 50 percent of the Area Median Income (AMI). This request for funding comes as a result of the Housing Department’s 2014 open application process. Three apartments will be designated as HOME units serving persons with disabilities. Supportive services will be provided by the Foundation for Senior Living (FSL), including educational and recreational/ socialization opportunities. The site includes a central courtyard, a community room and space for delivery of services. OTHER INFORMATION FSL Real Estate Services is a 501(c)(3) not-for-profit Community Housing Development Organization and an affiliate of the FSL. The City’s award of federal funds to this project is contingent on an environmental review, full underwriting and availability of federal funds. The overall loan structure and terms will be consistent with the Housing Department’s Underwriting Guidelines for multi-family rental projects.

20

RECOMMENDATION Staff requests the NHD Subcommittee recommend City Council approval to loan up to $320,000 in federal HOME and/or CDBG funds to FSL Real Estate Services, or its city approved nominee, to complete renewable energy improvements at 29 Palms Apartments.

21


CITY COUNCIL REPORT


FROM: Chris Hallett Neighborhood Services Director

SUBJECT: TRELLIS COMMUNITY DEVELOPMENT CDBG GARFIELD INFILL CONTRACT

This report requests the Neighborhoods, Housing, and Development (NHD) Subcommittee recommend City Council approval to enter into a contract with Trellis Community Development to develop a minimum of one single family infill home in the Garfield Neighborhood Initiative Area (NIA). THE ISSUE In 2005, Trellis Community Development, a not-for profit Community Based Development Organization (CBDO) formerly known as Neighborhood Housing Services of Phoenix (NHSP), acquired a vacant lot located at 702 North 11th Street from the Neighborhood Services Department with the objective of building a new infill home for a low- to moderate-income eligible homebuyer using Community Development Block Grant (CDBG) funds. Due to the downturn of the housing market, development of the new infill home on the acquired vacant lot was not feasible and the previous development agreement is no longer active. Staff recommends a contract award to complete a minimum of one unit during a two-year term with one one-year option to extend to Trellis Community Development in the amount of $162,083. OTHER INFORMATION Trellis Community Development, a CBDO provides a full range of services that encourage and create homeownership opportunities. Trellis Community Development has worked in the Garfield NIA by acquiring, rehabilitating and reselling previously foreclosed homes to low-moderate or middle-income homebuyers through the Neighborhood Stabilization Program Move-In Ready Program. RECOMMENDATION Staff requests the NHD Subcommittee recommend City Council approval to enter into a contract with the Trellis Community Development to develop a minimum of one single family infill home in the Garfield NIA.

22


23

Neighborhoods, Housing and Development Subcommittee, May 19, 2015, Item 7a

CITY COUNCIL REPORT

TO: Rick Naimark Deputy City Manager

FROM: Alan Stephenson Planning & Development Director

SUBJECT: SOLANO TRANSIT ORIENTED DISTRICT POLICY PLAN (REINVENT PHX)

This report provides an update on the Reinvent PHX Project and requests that the Neighborhoods, Housing and Development (NHD) Subcommittee recommend City Council approval of the Solano Transit Oriented District (TOD) Policy Plan. THE ISSUE The Reinvent PHX Project is a partnership between the City of Phoenix, the U.S. Department of Housing and Urban Development, Arizona State University, St. Luke’s Health Initiatives and numerous other organizations committed to developing walkable, opportunity-rich communities connected to light rail. Reinvent PHX will create plans for five districts along the light rail system and will establish a new, transit-oriented model for urban planning and development along the City’s light rail system. The creation of five TOD policy plans and a new form based code, the Walkable Urban Code are the key components of the collaboration. Three of the five TOD policy plans (Gateway, Eastlake-Garfield and Midtown) were unanimously recommended City Council approval by the NHD Subcommittee on April 21, 2015. The Walkable Urban Code, Uptown and Solano TOD Policy Plans will be presented for recommendation to the NHD Subcommittee at the May 19, 2015 meeting. See Attachment B for a map of the overall TOD districts. Each of the TOD policy plans establishes a community-based vision for the future and identifies potential investment strategies to improve the quality of life for all residents. The plans articulate the community’s long range vision, create the policy basis for rezoning property along the light rail system, remain consistent with the goals and policies of the General Plan TOD Strategic Policy Framework, identify business, infrastructure and other investment opportunities to advance the vision in each district, and recommend associated implementation strategies, policies, actions tools, and partners to achieve the vision. OTHER INFORMATION The Solano TOD District is located between 15th Avenue and 23rd Avenue from Campbell Avenue to Keim Drive and Rose Lane. The Solano TOD Policy Plan was developed through community input that included residents, property owners, business owners, institutional representatives and urban development professionals. The City

24

Council appointed a steering committee to oversee the process for developing the plan and to provide an official recommendation on the content of the plan. The Solano TOD Policy Plan is organized into four chapters: Chapter 1: Introduction (About the Plan) – This chapter provides an overview of the history of the Solano TOD District and discusses how it was a mid-century suburb with Christown, Arizona’s first outdoor mall. Chapter 2: Today (Existing Conditions Assessment) – This chapter identifies key opportunities and challenges through a data-driven assessment of the existing conditions and revitalization best practices. An inventory of the district’s assets such as the Valley Metro Light Rail stop, Historic AMF Christown Lanes, Christown Spectrum Mall and Solano Park are identified and mapped to help them be preserved, improved or further supported. Opportunity and Assessment maps for each of the five Planning Elements (Land Use, Housing, Economic Development, Health, Mobility, and Green Systems) are also included in this chapter. Chapter 3: Tomorrow (Vision for 2040) – This chapter describes and illustrates a shared community vision for the year 2040 with Solano as a vibrant and culturally-diverse District. Preserved single-family homes, revitalized multi-family housing, and new construction near light rail stations provide quality living choices for all ages and incomes. Mixed-use buildings have attracted new residents and affordable housing, job training, and a small business incubator has maintained a diversity of cultures, which is reflected in the District’s shops and restaurants. The growth scenario triples the current number of housing units and jobs with approximately 7,672 housing units and 28,000 jobs within 8.2 million square feet of commercial real estate development. The Tomorrow chapter contains a long range plan for the Solano District and for two Priority Development Areas: the Camelback Corridor and the Christown Mall Area. Strategic investments in infrastructure and urban development projects, including the redevelopment of the City’s park-and-ride lots, are identified to catalyze progress towards the vision. Chapter 4: How We Get There (Implementation Strategies) – This chapter contains an implementation plan for transitioning the current conditions to the vision. Policies are included that support a pedestrian-oriented zoning code, mixed-income neighborhoods, historic preservation, neighborhood compatibility, and infrastructure investment. The process for creating the Solano TOD Policy Plan emphasized robust community involvement, interdisciplinary collaboration and the use of performance measures to improve accountability and provide a focus on outcomes. Two Priority Development Areas are identified for implementation steps for 2015-2020: Camelback Corridor and the Christown Mall Area. Public Participation The Solano Steering Committee was appointed by City Council in 2014. The Committee included community stakeholders, property owners, residents and business owners. The Committee met six times to assist staff with setting priorities for investments and

25

establishing an action plan for the Solano TOD District. The following twelve community workshops were also conducted to solicit input on the Solano TOD Policy Plan.

• Park Lee Housing: March 23, 2013 • Solano Elementary School: March 28, 2013 • Camelback Road Landowners: April 26, 2013 • Park Lee: June 23, 2013 • Solano Elementary: June 26, 2013 • Online Visual Preference Survey: June 17 to July 18, 2013 • Simpson and Washington Park Leaders: July 13, 2013 • Solano Elementary School; September 28, 2013 • Westwood Neighborhood Association: November 16, 2013 • Phoenix Financial Center: March 24, 2014 through April 4, 2014 (3 workshops)

The Solano Steering Committee voted to recommend adoption of the Solano TOD Policy Plan on October 22, 2014 by a vote of 6-0. The Alhambra Village Planning Committee recommended approval of the Solano TOD Policy Plan on March 24, 2015 by a vote of 12-0. The Planning Commission recommended approval of the Solano TOD Policy Plan on May 12, 2015 by a vote of 7-0. RECOMMENDATION Staff requests that the NHD Subcommittee recommend City Council approval of the Solano Transit Oriented District Policy Plan as shown in Attachment A. Attachment A - Solano TOD Policy Plan (177 pages; 15 GBs of data) https://www.phoenix.gov/pdd/topics/reinvent-phx Attachment B – Overall map of five TOD districts

To obtain a hard copy of Attachment A please contact: City of Phoenix - Planning & Development Department Long Range Planning Section Craig Mavis, Planner III 200 West Washington Street, 3rd floor Phoenix, AZ 85003 602-534-9938

26

27

Neighborhoods, Housing and Development Subcommittee, May 19, 2015, Item 7b

CITY COUNCIL REPORT


FROM: Alan Stephenson Planning & Development Director

SUBJECT: UPTOWN TRANSIT ORIENTED DISTRICT POLICY PLAN (REINVENT PHX)

This report provides an update on the Reinvent PHX Project and requests that the Neighborhoods, Housing and Development (NHD) Subcommittee recommend City Council approval of the Uptown Transit Oriented District (TOD) Policy Plan. THE ISSUE The Reinvent PHX Project is a partnership between the City of Phoenix, the U.S. Department of Housing and Urban Development, Arizona State University, St. Luke’s Health Initiatives and numerous other organizations committed to developing walkable, opportunity-rich communities connected to light rail. Reinvent PHX will create plans for five districts along the light rail system and will establish a new, transit-oriented model for urban planning and development along the City’s light rail system. The creation of five TOD policy plans and a new form based code, the Walkable Urban Code are the key components of the collaboration. Three of the five TOD policy plans (Gateway, Eastlake-Garfield and Midtown) were unanimously recommended for City Council approval by the NHD Subcommittee on April 21, 2015. The Walkable Urban Code, Uptown and Solano TOD Policy Plans will be presented for recommendation to the NHD Subcommittee at the May 19, 2015 meeting. See Attachment B for a map of the overall TOD districts. Each of the TOD policy plans establishes a community-based vision for the future and identifies potential investment strategies to improve the quality of life for all residents. The plans articulate the community’s long range vision, create the policy basis for rezoning property along the light rail system, remain consistent with the goals and policies of the General Plan TOD Strategic Policy Framework, identify business, infrastructure and other investment opportunities to advance the vision in each district, and recommend associated implementation strategies, policies, actions tools, and partners to achieve the vision. OTHER INFORMATION The Uptown TOD District is located between 15th Avenue and 7th Street, with Missouri Avenue as its northern boundary and Indian School Road as its southern boundary. The southwest corner of this area is more than half a mile from light rail, and is therefore not included in the District. The Uptown TOD Policy Plan was developed through

28

community input that included residents, property owners, business owners, institutional representatives and urban development professionals. The City Council appointed a steering committee to oversee the process for developing the plan and to provide an official recommendation on the content of the plan. The Uptown TOD Policy Plan is organized into four chapters: Chapter 1: Introduction (About the Plan) – This chapter provides an overview of the history of the Uptown TOD District and discusses how the Central Corridor was the primary path to the expansion of residential development north of the canal. This chapter emphasizes that the character of this district comes from four residential subdivisions that were platted between 1924 and 1929: Medlock Place, Pierson Place, Windsor Square and Yaple Park. Chapter 2: Today (Existing Conditions Assessment) – This chapter identifies key opportunities and challenges through a data-driven assessment of the existing conditions and revitalization best practices. An inventory of the district’s assets, such as the Valley Metro Light Rail stops, Brophy College Preparatory, Central High School, Xavier College Preparatory High School, Saint Francis Xavier Elementary School and the Steele Indian School Park, are identified and mapped to help them be preserved, improved or further supported. Opportunity and Assessment maps for each of the five Planning Elements (Land Use, Housing, Economic Development, Health, Mobility, and Green Systems) are also included in this chapter. Chapter 3: Tomorrow (Vision for 2040) – This chapter describes and illustrates a shared community vision for the year 2040. This vision for the Uptown TOD District is that it has a unique identity with local, independent businesses, adaptively reused and mixed-use buildings, and walkable streets. Distinctive historic neighborhoods have preserved a family-friendly community and sense of place. A diversity of housing and jobs are available and bike paths, local farmers markets, civic plazas and high quality parks help make the District active, healthy, and pedestrian-friendly. The growth scenario triples the current number of housing units and jobs with approximately 5,626 housing units and 19,000 jobs within 5.7 million square feet of commercial real estate development within Uptown. The Tomorrow chapter contains a long range plan for the Uptown District for three Priority Development Areas to catalyze progress towards the vision: 7th Avenue, Central Corridor, and Steele Indian School Park. Strategic investments in infrastructure and urban development projects such as Complete Streets, Canalscape Canal Restoration and adaptive reuse projects are identified to catalyze progress towards the vision. Chapter 4: How We Get There (Implementation Strategies) – This chapter contains an implementation plan for transitioning the current conditions to the vision. Policies are included that support a pedestrian-oriented zoning code, mixed-income neighborhoods, historic preservation, neighborhood compatibility, and infrastructure investment. The process for creating the Uptown TOD Policy Plan emphasized robust community involvement, interdisciplinary collaboration and the use of performance measures to improve accountability and provide a focus on outcomes. Three Priority Development Areas are identified for implementation steps for 2015-2020: Steele Indian School Park, the Central Corridor and the 7th Avenue Corridor.

29

Public Participation The Uptown Steering Committee was appointed by City Council in 2014. The Committee included community stakeholders, property owners, residents and business owners. The Committee met seven times to assist staff with setting priorities for investments and establishing an action plan for the Uptown TOD District. The following nine community workshops were also conducted to solicit input on the Uptown TOD Policy Plan.

• Solano Elementary: March 1, 2013 • M7 Street Fair: March 2, 2013 • Amerischools Academy: March 5, 2013 • Brophy College Prep: March 8, 2013 • Steele Indian School Park: March 30, 2013 • St. Francis Neighborhood: April 3, 2013 • Phoenix Financial Center: March 24, 2014 through April 4, 2014 (3 workshops)

The Uptown Steering Committee voted to recommend adoption of the Uptown TOD Policy Plan on October 8, 2014 by a vote of 7-0. The Alhambra Village Planning Committee recommended approval of the Uptown TOD Policy Plan on March 24, 2015 by a vote of 12-0. The Encanto Village Planning Committee recommended approval of the Uptown TOD Policy Plan on March 2, 2015 by a vote of 10-0. The Planning Commission recommended approval of the Uptown TOD Policy Plan on May 12, 2015 by a vote of 7-0. RECOMMENDATION Staff requests that the NHD Subcommittee recommend City Council approval of the Uptown Transit Oriented District Policy Plan as shown in Attachment A. Attachment A - Uptown TOD Policy Plan (191 pages; 15 GBs of data) https://www.phoenix.gov/pdd/topics/reinvent-phx Attachment B – Overall map of five TOD districts

To obtain a hard copy of Attachment A please contact: City of Phoenix - Planning & Development Department Long Range Planning Section Craig Mavis, Planner III 200 West Washington Street, 3rd floor Phoenix, AZ 85003 602-534-9938

30

31


CITY COUNCIL REPORT


FROM: Alan Stephenson Planning and Development Director

SUBJECT: WALKABLE URBAN CODE - REINVENT PHX (Z-TA-8-09)

This report provides an update on the Reinvent PHX Project and requests that the Neighborhoods, Housing and Development (NHD) Subcommittee recommend City Council approval of the Walkable Urban Code. THE ISSUE The Reinvent PHX Project is a partnership between the City of Phoenix, the U.S. Department of Housing and Urban Development, Arizona State University, St. Luke’s Health Initiatives and numerous other organizations committed to developing walkable, opportunity-rich communities connected to light rail. Reinvent PHX will create plans for five districts along the light rail system and will establish a new, transit-oriented model for urban planning and development along the City’s light rail system. The creation of five Transit Oriented District (TOD) policy plans and a new form-based code, the Walkable Urban Code, are the key components of the collaboration. Two of the five TOD policy plans (Solano and Uptown) will be presented for recommendation to the NHD Subcommittee at the May 19, 2015 meeting as well as the Walkable Urban Code. The NHD Subcommittee recommended City Council approval of the other three TOD policy plans (Gateway, Eastlake Garfield and Midtown) at the April 21, 2015 meeting. See Attachment B for a map of the overall TOD districts. The Walkable Urban Code establishes the regulations to achieve the vision outlined in each of the five district policy plans. It is a new form-based code that is modeled after the Downtown Code and will become Chapter 13 of the City of Phoenix Zoning Ordinance. OTHER INFORMATION The Walkable Urban Code (WU Code) text amendment is needed to establish form-based code regulations to implement the Reinvent PHX goals and objectives. Property within the five transit districts are eligible to rezone to the WU Code. The WU Code will ensure a vibrant, quality, pedestrian-friendly environment that supports the vision described in each of the district plans. The Walkable Urban Code will be Chapter 13 of the Zoning Ordinance and is organized into thirteen sections:

32

Section 1301 Code Administration: This section provides the purpose and intent for the code and the language that ensures that land uses and all current entitlement, non-conformities, and Historic Preservation provisions are addressed. Section 1302 Code Transect Districts: This section introduces the new Transect Districts included in the WU Code. There are 12 Transect Districts and one Special District included in the WU Code. Each district identifies the intensity level of development, ranging from a low-intensity and more residential fabric (T3, T4), to a medium- and high-intensity mixed use fabric (T5, T6). The Height Waiver transect (T6:HWR) will address existing high-intensity development or sites with additional height waiver entitlements. The Special District (SD) will be assigned to projects that are regulated by special plans, or that by their nature, function, entitlements or size, cannot conform to the requirements of any transect or combinations of transects. Section 1303 Transect Lot Standards: This section provides standards and guidelines for building placement, setbacks, maximum height, frontage types and glazing. It also includes additional setback and stepback requirements for higher-intensity development when adjacent to existing single-family zoning districts and Historic Preservation properties and districts. Section 1304 General Site Development Standards: This section focuses on standards that reinforce the development of a vibrant pedestrian environment through building design, shade, and pedestrian paseos. In addition, new Large Scale Development standards address pedestrian connectivity, block sizes, and standards for a mix of housing and mixed-use types. Section 1305 Frontage Standards: Frontage types were originally developed for the Downtown Code as a means to create a more vibrant pedestrian downtown. This section provides the standards for the frontage types which are the primary way the WU Code addresses the relationship between the building façade and the street to enhance a pedestrian and transit-oriented environment. Section 1306 Land Use Matrix: This section provides the land uses allowed within the boundaries of the WU Code per transect district in a matrix format with related land use conditions when applicable. Uses are identified as permitted either by right, with conditions, or with a use permit in each transect district. Section 1307 Parking Standards: Standards in this section provide a balance between the demands of an existing corridor’s auto-oriented development pattern and the ultimate transition to transit-oriented development in support of the existing light rail investment. Reduced parking requirements are proposed per use category, such as affordable housing in order to promote adaptive reuse, redevelopment and the use of transit and other modes of transportation. Processes are identified to further reduce the requirements under specified circumstances and through shared parking. Standards for bicycle parking and related amenities are also included in this section.

33

Section 1308 Signage Standards: This section provides signage standards that are designed to contribute to, rather than detract from, the walkable environment. A provision for the Historic Preservation Commission to allow originally-permitted wall signs on buildings with Historic Preservation designation that exceed the size regulations is included. Section 1309 Landscape Standards: This section provides standards and the permitted Shade Tree Matrix that are designed to provide shade for pedestrians as well as buffers when adjacent to single-family residential zoning districts and Historic Preservation properties and districts. This section also addresses flexibility standards for areas with a public utility easement conflict. Section 1310 Open Space Improvements: This section provides public open space standards and improvements to the streetscape adjacent to a development. Section 1311 Design Development Considerations: This section provides guidance when there are requests made to deviate from the standards identified in the WU Code in relation to walking and bicycling, transit use, personal safety, access to light and air, and providing for an active pedestrian-oriented streetscape. Section 1312 Character Areas: This section is divided by character areas that correspond to each of the five TOD districts, and it is designed to address standards and special considerations that apply only within the boundaries of each district. Section 1313 Design and Standards Alternatives: A major goal of the WU Code is the promotion of design excellence that promotes interesting walkable streetscapes. One way the WU Code furthers this goal is by including the Design Alternative process. This process creates flexibility and encourages innovative responses to the development standards and guidelines of the Code, as long as the alternatives demonstrate conformance with the goals and intent of the WU Code and the Policy Plans. This section provides standards for the approval of Design Alternatives by Planning and Development Department (PDD) staff and by the Design Review Committee (DRC). The process may be used to modify frontage types, design guidelines, or deviate from a development standard as prescribed in the code. Staff may modify certain standards and design guidelines to accommodate existing conditions or a design alternative, under consultation with the PDD Director or designee up to 25 percent. This allows staff to work with the developer to find appropriate solutions whenever possible. If design alternatives cannot be approved by staff, the applicant may file an appeal with the DRC. The DRC oversees the appeal process and may approve design alternatives and standards beyond the scope of PDD staff approval, up to a maximum of 35 percent design deviation for certain standards and design guidelines.

34

Public Participation Beginning in July 2014, staff reached out to many stakeholders during the process to draft the Walkable Urban Code. Staff held work study sessions, met with individual property owners and residents, historic preservation and neighborhood association groups, developers and law firms, and members of the TOD Policy Plan steering committees to assist in the development of the code and to update stakeholders as the code progressed. In addition, staff convened a total of eight public meetings with the Design Standards Committee to assist in the development and review of the standards and guidelines proposed for the WU Code, as part of the committee’s powers and duties. Stakeholder Presentations

• Planning Commission Briefing: August 12, 2014 • Windsor Square Neighborhood Association: September 5, 2014 • Historic Preservation Commission: September 15, 2014 • Multifamily Housing Association: September 23, 2014 and January 6, 2015 • Washington Corridor Property Owners Outreach Meeting, Gateway District:

December 9, 2014 • Phoenix Community Alliance Center City Planning and Development Committee:

February 27, 2015 • Windsor Square and Medlock Place Neighborhood Associations: April 13, 2015

Work Study Sessions

• Design and Law Professionals: October 17, 2014 • 4-Corners Historic Neighborhoods (Pierson Place, Medlock Place, Windsor

Square, St. Francis Neighborhood): October 23, 2014 • Village Planning Committees (Alhambra, Camelback East, Central City and

Encanto) and Historic Preservation Commission members: October 29, 2014 The Planning Commission recommended approval of the Walkable Urban Code on May 12, 2015 by a vote of 7-0. RECOMMENDATION Staff requests the NHD Subcommittee recommend City Council approval of the Walkable Urban Code as recommended by the Planning Commission (Attachment C). Attachment A – Village Planning Committee (VPC) Results and Summaries Attachment B – Overall Map of Five TOD Districts Attachment C – Planning Commission Approved Draft Walkable Urban (WU) Code - Z-TA-8-09 (79 pages): phoenix.gov/pdd/pz/walkable-urban-code

35

To obtain a hard copy of Attachment C please contact: City of Phoenix - Planning & Development Department Long Range Planning Section Vania Fletcher, Planner I 200 West Washington Street, 3rd floor Phoenix, AZ 85003 602-261-8664

36

Attachment A TA-8-09

Walkable Urbran Code

Village Date Recommendation Vote

Central City 3/9/15 Approved with modifications 10-7 Alhambra 3/24/15 Approved as presented 11-1 Encanto 4/6/15 Approved as presented 7-3 Camelback East 4/7/15 Approved as presented 15-0 Design Standards Committee

4/23/15 Approved with modifications 4-0

Central City VPC Summary Committee discussion centered around provisions in the draft Walkable Urban Code that provide for staff flexibility to change standards. The VPC voted to recommend a reduction in staff flexibility from 25 percent to 20 percent for minimum/maximum setbacks, lot coverage, landscaping and parking requirements only when public utility easements exist; a reduction from 15 percent to 0 percent flexibility on glazing and blank wall treatments; and a reduction in Design Review Committee flexibility from 35 percent to 20 percent. Concerns were expressed by some Committee members regarding the proposed level of staff flexibility, given experiences with the Downtown Code. Support was expressed by others since codes tend to be rigid and good design could inadvertently be thwarted without staff flexibility. Alhambra VPC Summary The committee discussion focused on the proposed flexibility on specific standards, how Design Review Committee members were appointed and the recommendation from the Central City VPC. There were four opposition speakers present that had concerns with the hearing schedule, the code being too vague, certain outdoor uses not requiring a Use Permit, and compatibility within the Windsor Square Historic Overlay. Two individuals spoke in support and cited the positive benefits for the community associated with the proposed code. Encanto VPC Summary The committee heard from a representative of the Central City Village Planning Committee regarding their recommendation for minimizing the allowable percentage of flexibility afforded to staff through the current language. He stressed that the flexibility will occur without public oversight or transparency. A member of the Midtown Transit Oriented Development District Steering Committee and a local architect urged adopting the same recommendation as well. Committee members stated the desire to have Encanto VPC members on the Design Review Committee (DRC) once the Walkable Urban Code is adopted. A comment was made that maybe the fact that the DRC has not been meeting is indicative that the flexibility in the Downtown Code is working. The frustration that the DRC really has nothing to do with design was expressed as well.

37

Camelback East VPC Summary A committee member inquired about how the code would interface with the transit oriented development policy plans. Staff noted the plans set the policy framework as well as the long term goals for the planning areas, whereas the proposed code was the regulatory document. Design Standards Committee Summary The Design Standards Committee (DSC) is assigned the duty to develop and publicly review all design standards and guidelines for development in the City of Phoenix. The DSC reviewed and made their recommendation regarding the draft WU Code after the four Village Planning Committee (VPC) recommendations were completed. Members reviewed all the VPC recommendations, but spent considerable time evaluating the Central City VPC recommendations. The committee noted that the WU Code had come a long way to provide flexibility for development and the key was the requirement for staff to document granted modifications on each individual project. DSC motioned to recommend approval of the WU Code as presented by staff and did not support the modifications proposed by the Central City VPC.

38

39


CITY COUNCIL REPORT


FROM: Moises Gallegos Human Services Director Joseph G. Yahner Police Chief

SUBJECT: PHASE OUT OF MEN'S OVERFLOW SHELTER AND TRANSITION PLANS

This report provides the Neighborhoods, Housing and Development Subcommittee with information on the closure of the Men’s Overflow Shelter (MOS) in downtown Phoenix and efforts to coordinate systems and services to improve outcomes for homeless individuals seeking services at the Human Services Campus. THE ISSUE The MOS, owned by Maricopa County and operated by Central Arizona Shelter Services (CASS), opened in 2007 as a temporary overnight shelter in response to unusually high temperatures and life-threatening conditions for individuals experiencing street homelessness. Since that time, the MOS has continued to provide overnight sleeping accommodations year-round with no connection to services. Structural facility issues, which were cost prohibitive to repair, necessitated closure of the facility, which occurred on March 31, 2015. The parking lot adjacent to the facility remains open. An average of 391 individuals has been sleeping in the parking lot since April 1, 2015. A Funders Collaborative (Collaborative) has been working for more than a year to develop a plan for the closure of the facility and transition of individuals to service-enriched, housing-based interventions which will end their homelessness. (See Attachment A.) The Collaborative, convened by Valley of the Sun United Way (VSUW), includes VSUW, Maricopa County, Arizona Department of Housing (ADOH), Arizona Department of Economic Security (ADES), and the City of Phoenix. VSUW is actively pursuing public and private funding to address the issue and support an enhanced system of services. The Collaborative is working closely with community-based service providers to develop and implement transition services and facilitate systems change. OTHER INFORMATION To address the urgent need to close the MOS facility without displacing homeless individuals or impacting neighborhoods, and address the systemic issues contributing to the large underserved population, the Collaborative developed both short- and long-term solutions. Progress to date is summarized below.

40

Coordinated Entry and Assessment • In March 2015, VSUW funded staff to check-in and assess individuals at entry. Prior

to this initiative, no information was collected regarding who was sleeping in the parking lot or service needs. Results indicated approximately 97 percent of the population had used a homeless service previously and their service needs mirrored national and local trends; approximately 20 percent of the homeless population can resolve there homelessness with only general assistance: 60 percent require a time-limited rental subsidy coupled with housing stabilization case management; and 20 percent need permanent supportive housing. This information was used to develop a transition plan and allocate resources accordingly.

• VSUW is funding extended hours at the Welcome Center to increase access to coordinated entry and assessment. This service ensures each individual has the opportunity for engagement, assessment and service prioritization based on need.

Indoor Overnight Shelter • On May 15, 2015, the Lodestar Day Resource Center in partnership with St. Vincent

De Paul and Community Bridges, Inc. (CBI) will provide indoor overnight shelter and services on the Human Services Campus. Engagement services will be delivered by highly qualified staff. This service will be available through November 15, 2015.

Rapid Rehousing • City of Phoenix staff rapidly rehoused 44 individuals residing in CASS, freeing up 44

beds for individuals utilizing the MOS or parking lot. • CBI rapidly rehoused 48 individuals from the MOS and parking lot through a joint

project funded by Maricopa County, City of Phoenix, ADOH, and ADES. • The Phoenix and Maricopa County Industrial Development Authorities allocated

$1,000,000 each, and VSUW allocated $500,000 to provide rapid rehousing for 250 individuals. Services will begin June 1, 2015.

Permanent Supportive Housing • In February 2015, Phoenix City Council approved the prioritization of up to 275

housing vouchers to be used in concert with supportive services to provide permanent supportive housing for chronically homeless individuals.

o Circle the City will provide permanent supportive housing for 30 chronically homeless individuals who are medically vulnerable, utilizing housing vouchers and funding for supportive services provided by VSUW.

o Mercy Maricopa Integrated Care in partnership with CBI and Empact will provide Medicaid services to up to 245 chronically homeless, Title 19 enrolled individuals. VSUW will provide non-Medicaid eligible support services to complete the permanent supportive housing service.

Community Outreach and Engagement • Collaborative representatives meet regularly with stakeholders, including shelter

users, service providers, neighborhood associations, business owners, faith groups, and community leaders to solicit input, answer questions, and address issues.

• The Collaborative launched a transition specific outreach initiative to coordinate and increase client engagement, response to resident concerns, blight reduction, and general safety in the neighborhoods surrounding the Human Services Campus. The

41

initiative, which is made possible through the volunteer efforts of community-based outreach teams in partnership with Phoenix Police, will also provide critical data to inform the Collaborative and Phoenix Police about neighborhood impacts.

System Enhancements • The Collaborative has worked to align service priorities and funding to increase

service coordination and performance outcomes. Performance measures, reporting requirements and monitoring activities will be aligned to increase service consistency and reduce the administrative burden for providers.

• The Collaborative will provide intensive technical assistance and support to assist providers in moving towards coordinated, evidenced-based practices which reduce the length of time homeless and increase independence and long-term housing stability.

• The Collaborative will continue to evaluate service needs and adjust resources accordingly.

RECOMMENDATION This report was submitted to the Public, Safety and Veterans Subcommittee on May 13, 2015. This report is for information and discussion.

42

43

From the Streets to Housing:

A Plan to Move to a Comprehensive, Coordinated, Person-Centered System of Care

PROJECT OVERVIEW

This report provides an overview of the Funders Collaborative to End Homelessness in Maricopa County’s (Collaborative) response to unsafe conditions at the Men’s Overflow Shelter (MOS) and adjacent parking lot, and concurrent plan to coordinate systems and services to improve outcomes for homeless individuals presenting at the Human Services Campus for services. BACKGROUND In January 2014, the state fire marshal cited a building known as the Men’s Overflow Shelter or “MOS” with five code violations. In addition, certificate of occupancy issues were identified. The old records warehouse, owned by Maricopa County and operated by Central Arizona Shelter Services (CASS), was opened in 2007 as a temporary overnight shelter in response to unusually high temperatures and life-threatening conditions for individuals experiencing street homelessness the previous summer. Since that time, the population utilizing the building and the adjacent parking lot as an alternative to traditional emergency shelter services grew to an average 500 people each night. The operation, which cost over $825,000 per year, consisted solely of a safe place to sleep and access to portable restrooms and water. Staffing was provided by private security and off duty police officers. Services designed to address issues contributing to homelessness were not available. THE ISSUE Structural facility issues which were cost prohibitive to repair necessitated the closure of the MOS facility. The facility was closed on March 31, 2015 following completion of a six month phase-out plan, which gradually reduced service capacity. The parking lot adjacent to the facility will remain open until May 15, 2015, at which point indoor, low demand shelter services will be available for 260 individuals across the street from the current site at the Human Services Campus. A supervised outdoor area will also be available for additional individuals. The Collaborative, convened by Valley of the Sun United Way (VSUW), and composed of VSUW, Maricopa County, Arizona Department of Housing (ADOH), Arizona Department of Economic Security (ADES), and the city of Phoenix, has been working for over a year to plan for the closure of the MOS facility and transition to a comprehensive, coordinated, person-centered interventions which end homelessness. As the convener, VSUW has successfully obtained and continues to actively pursue public and private funding to support the transition and sustain an enhanced system of care. Likewise, the Collaborative is working closely with stakeholders from the public

44

and private sectors to ensure solutions are inclusive, integrated and responsive to the community. THE PLAN To meet the urgent need to close the MOS facility while minimizing the impact to neighborhoods, the Collaborative has implemented a series of short and mid term solutions, while simultaneously developing long term solutions to address systemic issues contributing to the large underserved population. A summary of each strategy and progress to date is provided below.

SHORT-TERM SOLUTIONS

1. Indoor Overnight Shelter: Provide access to safe, low demand, service enriched shelter. Engage, assess and document service utilization for every individual to determine individualized needs, and drive future program design and resource allocation.

Progress to Date: Maricopa County and ADOH have executed contracts with the Lodestar Day Resource Center (LDRC) for overnight shelter and support services. On May 15, 2015, the LDRC in partnership with St. Vincent De Paul (SDVP) and Community Bridges, Inc. (CBI) will begin delivering low demand, service enriched shelter with highly qualified professional staff. Off-duty police services will be provided from 6 p.m. to 12 a.m. throughout the service period and from 12 a.m. to 6 a.m. for at least the first 30 day transition period. This solution will be available through November 15, 2015. VSUW is in the process of executing a contract with United Methodist Outreach Ministries to increase capacity at the Watkins shelter by 25 beds. It is anticipated 100 women will be served over a one year period.

2. Community Outreach and Engagement: Increase community outreach and engagement in the neighborhoods immediately surrounding the Human Services Campus to:

1) Provide information to all stakeholders; 2) Encourage homeless individuals to utilize available services; 3) Address neighborhood concerns; and 4) Monitor the impact of the transition.

Progress to Date: Collaborative members meet regularly with stakeholders including homeless persons, service providers, neighborhood associations, business owners, faith groups, and community leaders to hear concerns, solicit input, answer questions, and address issues. In April 2015, the Collaborative launched a targeted outreach initiative to coordinate and increase client engagement, respond quickly to resident concerns, reduce blight, and maintain safety in the neighborhoods surrounding the Human Services Campus. The initiative, which is made possible through the volunteer efforts of numerous community based outreach teams and partnership of Phoenix Police, will

45

also provide critical “on-the-street” data to inform the Collaborative and Phoenix Police about neighborhood impact.

3. Coordinated Entry and Assessment: Fully implement coordinated entry and

assessment, which will enhance the current homeless assistance system by: 1) Reducing new entries into homelessness by consistently offering prevention

and diversion resources upfront, reducing the number of people entering the system unnecessarily;

2) Helping people move through the system faster by reducing the amount of time people spend moving from program to program before finding the right match; and

3) Improving the quality of data collection and providing accurate information on what kind of assistance clients need.

Progress to Date: In March 2015, VSUW funded check-in and assessment services at the parking lot to begin gathering information about the individuals sleeping in the parking lot and their needs. Approximately 97% of the population had used a homeless service previously and their service needs mirrored national and local trends indicating approximately 20% of the homeless population can resolve there homelessness with only general assistance, 60% require a time-limited rental subsidy coupled with housing stabilization case management, and 20% need permanent supportive housing. This information was used to develop mid and long-term solutions and obtain resources. In April 2015 VSUW began funding extended hours at the Human Services Campus Welcome Center to increase access to coordinated entry and assessment to ensure each individual has the opportunity for engagement, assessment and service prioritization based on need.

MID-TERM SOLUTIONS

4. Rapid Rehousing: Rapid Rehousing allows individuals to move immediately out of

homelessness and stabilize in permanent housing. Time limited services including housing identification and placement, rental subsidy, and case management are provided to address barriers to independence and promote housing sustainability.

Progress to Date: The Collaborative partnered to combine public and private funds to provide rapid rehousing services to 340 individuals.

o The city of Phoenix dedicated staff and funding to rapidly rehouse 44 individuals residing in CASS, freeing up 44 beds in CASS for individuals utilizing the MOS or parking lot.

o Maricopa County, in partnership with city of Phoenix, ADOH, and ADES,

released a Request for Proposals to rapidly rehouse individuals utilizing the MOS. CBI was awarded the contract and housed 47 individuals. It is anticipated 8 more individuals will be housed through this project.

46

o The Phoenix and Maricopa County Industrial Development Authorities allocated $1,000,000 each, and VSUW allocated $500,000 to provide rapid rehousing for 250 individuals. VSUW issued a Request for Proposals in April 2015. Contracts for services will begin June 1, 2015.

5. Permanent Supportive Housing: Increase the availability of permanent supportive

housing for chronically homeless individuals by leveraging public and private resources. Reduce public service costs by housing most vulnerable individuals (high utilizers).

Progress to Date: In February 2015, Phoenix city council approved the prioritization of up to 275 housing vouchers to be used in concert with supportive services to provide permanent supportive housing for chronically homeless individuals in alignment with guidance issued by the U.S. Department of Housing and Urban Development.

o VSUW executed a contract with Circle the City to provide permanent

supportive housing for 30 chronically homeless individuals who are medically vulnerable. The city of Phoenix will provide Housing Choice Vouchers and VSUW will provide funding for support services.

o The city of Phoenix is in the process of executing an agreement with Mercy

Maricopa Integrated Care (MMIC) to provide Medicaid services in partnership with CBI and Empact to house up to 245 chronically homeless, Title 19 enrolled individuals. The city of Phoenix will provide Housing Choice Vouchers, MMIC will provide Medicaid eligible treatment services, and VSUW will provide funding for non-Medicaid eligible support services.

LONG-TERM SOLUTIONS 6. System Improvements: Implement Maricopa Regional Continuum of Care

Standards of Excellence for all homeless assistance to maximize client outcomes, increase cost effectiveness, and identify gaps in service. Utilize data to right-size interventions and costs as appropriate. Utilize coordinated entry and the Homelink tool to prioritize and match clients and resources as quickly as possible to reduce length of time homeless.

Progress to Date: The Collaborative is working with the Maricopa Regional Continuum of Care to align service priorities and funding to increase service coordination and client outcomes. Performance measures, reporting requirements and monitoring activities will be standardized across the Continuum to increase service consistency and reduce administrative burden for providers. Intensive technical assistance and support will be available to assist providers in moving towards coordinated, evidence based practices, which reduce the length of time homeless and promote long-term housing stability. Shorter shelter stays will immediately increase the systems capacity to serve newly identified homeless individuals. The Collaborative will continue to evaluate service needs and adjust resources accordingly.

47

CONCLUSION The necessity of closing the MOS resulted in community-wide introspection and the conclusion that together, we can do better. The issue is complex, and solutions are fluid. Although the strategies detailed in this report are significant steps towards ending homelessness for the current underserved population in downtown Phoenix, they are only the beginning of comprehensive efforts to address a much larger, ongoing regional issue. Ultimately, the success of this work will be determined by the region’s ability to implement systemic change resulting in a comprehensive, coordinated system of care with the capacity to meet the diverse needs of homeless persons with multiple barriers. To this end, the Collaborative is committed to driving rapid results and actively monitoring progress, while remaining focused on long term solutions oriented towards ending–not managing–homelessness. As the process moves forward, the Collaborative will continue explore options through open dialogue and opportunities for shared leadership, in pursuit of solutions which are transparent, data-driven, and cost effective. Finally, the Collaborative would like to take this opportunity to acknowledge the dedication and hard work of every member of the Human Services Campus organizations past and present–countless lives have been and continue to be changed through the efforts of these devoted individuals. We are honored to walk alongside you on our community’s journey to end homelessness in the Maricopa County region—together, the impossible becomes possible.

Documents

051915 Neighborhoods Housing and Development Subcommittee fileNEIGHBORHOODS, HOUSING AND DEVELOPMENT SUBCOMMITTEE ... City Council approval of the Uptown Transit Oriented District