Because of their smaller scale, non-metropolitan communities may find it easier to accomplish, monitor, and evaluate the implementation of housing strategies. The responsible parties are more visible and often in closer communication with each other than their big-city counterparts. Peer pressure to do one's share may be more effective in small cities and towns. Leaders in smaller communities, however, should avoid giving the impression that a new bureaucracy will be needed to implement or monitor the activities. An awareness of limited resources and making the best use of existing resources should guide the effort (Sorkin et al., 1984). 

Citizen participation continues to be an important element at this stage. Strategies and actions that have resulted from neighborhood planning are less likely to meet the "Not In My Backyard" (NIMBY) syndrome that could forestall their implementation. Giving residents more control over their neighborhood while instilling community responsibility for meeting housing goals may result in a willingness to accept affordable housing or social service facilities if they are within the context of overall planning for that area and if town or regional housing objectives are understood clearly (Arizona..., 1990). 

The presentation of the action plan developed in Step 6 will be crucial to the potential success of its implementation. Workshops and seminars, with slide shows or tours of attractive and effective affordable housing developments, plus testimony from neighborhood residents, can help sway public opinion to favor various activities outlined in the action plan. Again, as noted earlier (Figure 5), the perspectives of various groups must be taken into account in preparing for a public forum. 

During implementation, systematically report progress back to the community to keep citizens informed and supportive of housing efforts. Progress reports may take the form of a local newspaper series, including a community housing score card or "barometer"-type graphic. Specific, measurable strategies make recording of progress an easier task. For example, the FIGURE 16 fill-in-the-blank model of specific goals, strategies, and actions relative to housing rehabilitation and new construction has its own built-in evaluation system. 

To monitor and evaluate success in achieving goals, clients or consumers, key informants, managers, program administrators, and developers may be surveyed (Shadish, 1991). Their perceptions relative to the product, process, and impact are important elements of a complete evaluation (James & Hedlund, 1978). The purpose of a product evaluation is to review the quantity and type of products or services produced by a program without regard to outcomes. For example, how many housing units were produced or rehabilitated? 

A process evaluation delineates how the program is organized and administered. For example, how are low income households selected for rental assistance? How are the records of selection maintained? Impact evaluations consider the effects of program activities on intended and unintended clients. For example, what beneficial outcomes have been achieved? Has the rate of homelessness decreased locally? Are more single-parent families achieving self-sufficiency and "graduating" from housing assistance? 

FIGURE 16. NEEDS, GOALS, AND STRATEGIES: 

A SPECIFIC, MEASURABLE, FILL-IN-THE-BLANK MODEL 

Preservation: Code Enforcement/Rehabilitation 

A-1 Need: _____ structures, or 5% of the housing in the City, are substandard, based on the Housing Needs Assessment or ______________. 

A-2 Goal: To reduce the number of substandard structures from 5% of the total housing stock to less than 1% by 199__. 

A-3 Strategy: 

A-3(a). Increase housing code compliances by ____ units in FY 9_ and by ____ units in FY 9_, for a total of ______ units/year. Concentrate increased inspections in Census Tract Numbers ________. 

Administrative responsibility: City Housing Inspection Department 

A-3(b). Fund ___ owner rehabilitations and ___ rental rehabilitations per year, for a total of ___/year. 

Administrative responsibility: City Housing Rehab Program 

A-3(c). Implement changes to City Housing Code to strengthen preservation efforts and provide disincentives to owners whose properties do not comply. Changes shall include: 1) civil penalties; 2) quicker action on unsafe buildings; and 3) insulation requirements. 

Administrative responsibility: City Council 

A-3(d). Implement housing code enforcement program of "spot condemnation" and acquisition of ____ vacant/boarded-up, substandard units (to be identified via utility disconnect records) for rehabilitation and re-sale to low income residents. 

Administrative responsibility: Nonprofit Housing Organization 

New Construction: Replacement Housing 

B-1. Need: Approximately ___ housing units annually are demolished or lost through enforcement of the housing code, according to City Housing Department records. 

B-2. Goal: Provide _____ (an equal number of) replacement housing units for sale or rental to families earning less than 80% of the median income. 

B-3. Strategies: 

The following resources may be used to leverage dollars for new construction. Actual strategies will depend on the partnership developed with lenders, private developers, and nonprofit housing organizations. 

B-3(a). City/County Housing Partnership 

B-3(b). In-fill manufactured housing 

B-3(c). Second mortgage subsidy 

B-3(d). Habitat for Humanity or other nonprofit housing developer 

 

C-1. Need: _____ local families earn less than 50% of the median income. 

____ families are on the Housing Authority's waiting list. 

C-2. Goal: To expand rental housing opportunities for low income families; to provide opportunities for families in public housing to move into private market housing. 

C-3. Strategies: The following are examples of approaches to be used to leverage dollars for additional low income housing: 

C-3(a). Local subsidy/rental payments 

C-3(b). Partnerships with developers using Low Income Housing Tax Credits 

   
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