(The following was filed for
a Business Week story in August 1991.)
Affordable Housing in Tampa
By
Bob Andelman
Sandy Freedman suspected Tampa's housing problem was worse
than anyone knew when she was first elected mayor in 1987. After
the city's fire department conducted a house-to-house inspection
on her orders, her worst fears were realized: 23 percent of Tampa's
homes were in sub-standard condition or worse.
That's when she began fitting together the pieces of a greater
problem. Non-profit social services agencies complained that
their clientele - most often female heads of households or married
couples earning minimum wages - moved too often to be helped
because they lacked adequate, permanent housing. They said they
could feed the needy three times a day, but if the city didn't
find a place for these people to live, they would be giving them
three meals a day forever. Landlords were abandoning single family
homes in bad neighborhoods; the buildings, in turn, were stripped
down to the walls and used as crack houses. And banks, under
increasing pressure by the federal Community Reinvestment Agency
(CRA) to aid blighted areas, said they were unable to find and
develop the affordable housing market.
Connecting all of these concerns, Freedman and city staff
organized a partnership of public, private and non-profit organizations.
Each came to the table with a problem and became one-third of
a synergistic solution. "A lot of communities talk about
housing initiatives, they form task forces, they have lunch.
This city went beyond lip service," according to David Hollis,
senior vice president of Barnett Bank of Tampa. "Sandy Freedman
said there's a need here - what's it going to take? She made
the community responsible."
A coalition of banks exceeded the mayor's call for $5-million
in low-interest loan money to leverage federal dollars (Community
Development Block Grants) with $13.5-million and created Community
Reinvestment
Challenge Fund I. The banks offer loans for housing units worth
$30,000 to $50,000 at roughly two percent below market rates,
accept liberal underwriting criteria and provide extended amortization
of 20 years to reduce mortgage payments, which allows buyers
to qualify with as little as five percent or $500 down. Buyers
pay no closing costs or points.
"The Challenge Fund allows us to compete in affordable
housing," says Bob Tanner, regional president for SunBank
of Tampa Bay's Tampa region. "I don't think the bank would
have been able to otherwise, using its own resources. The city
identifies the customers and markets. That eliminates a lot of
cost to the banks. We can then offer funds at a lower rate."
Under contract to the city, the non-profits provide staffers
who qualify and package would-be borrowers. The city does appraisals,
title searches and inspections at no charge. And Tampa guarantees
the first five years of any mortgage, promising to buy it back
within 90 days of default. Less than four percent of all buyers
have defaulted since the program began; only one mortgage of
75 in the program sold by NCNB went back to the city.
"You know what it proves?" says Fernando Noriega,
Jr., division manager of Tampa's housing assistance programs
and architect of the partnership. "Low-income people pay
their mortgages because they have no other option."
Making all this even sweeter to the city is the dramatic reduction
in personnel at its Community Redevelopment Division. As non-profits
took over agency tasks, its staff was halved, from 41 employees
to 22, with money saved in salaries re-directed towards housing.
The agency acts more as a brokerage these days, capitalizing
on the non-profits to extend its services.
The real jewel in Tampa's solution to its housing woes is
the involvement of the non-profits. "Non-profits can deliver
housing much more economically than government can," says
Noriega. "We couldn't deliver 10 percent of what the non-profits
deliver. It behooves us to educate them to deliver housing."
The difference, he says, is volunteer labor and less bureaucracy.
Tampa no longer accepts donations of housing, instead directing
the donor to the non-profits. This saves the city time and money
it would have to expand in protecting the donated property as
a city asset. "Non-profits can do turnaround in 30 to 45
days with a minimum expense of 5 percent of what the city would
spend," according to Noriega. One in every three affordable
housing units in Tampa is now delivered by a non-profit. They
package loans and guide applicants in everything from cleaning
up their credit to preparing for the tribulations of home ownership.
For their trouble, the non-profits get a small development fee
from the city and can offer housing at 25 percent less than appraisal
value.
As the dollars for affordable housing in Tampa multiply, the
Tampa United Methodist Center (TUMC) - like the banks - is beginning
to see the potential for profits it can direct to other services.
TUMC is even expanding from rehabs into new construction and
development, taking over vacant city land and even purchasing
properties through the Resolution Trust Corporation with Challenge
Fund dollars.
In 1986, the last year Bob Martinez (now U.S. drug czar) was
mayor of Tampa, the city rehabilitated and/or sold 110 housing
units. By the time Challenge Fund I was exhausted late last year,
the city had turned over 2,714 units in three-and-a-half years
- 989 in 1990 alone - ranging from single to multi-family and
including adult congregate living facilities.
"If this is not the best thing this administration has
done, it's right there at the top and it's helping thousands
of people," says Mayor Freedman.
Bankers are equally ecstatic. When the call went out for commitments
to Challenge Fund II, the city was presented with twice as much
money - $28-million from 18 lenders for the next five years -
than its first request netted.
"What really makes this different is the teamwork,"
says Barnett's Hollis. "It's the only time I'm comfortable
taking off my competitor's hat and putting on my team hat. This
is a good program, very efficiently operated. It's a shame we
don't have one of these in every city in the country. The best
way to improve the pride in a community is through pride of home
ownership. This makes that happen."
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