Neighborhood Handbook

Neighborhood Handbook for Second Street and the Triangle District Neighborhoods

Version 2.0



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November 1, 2006

Neighborhood Handbook

Neighborhood Handbook

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Acknowledgements

Presented by the Triangle District Project Group: Lisa Adler Alia Munn Naomi Woodspring Roy Wroth Authors: Roy Wroth Kevin Donahue Dan Piatkowski Partners and Funders: The McCune Charitable Trust New Mexico Community Foundation New Mexico Sierra Club Northern Group College of Santa Fe Santa Fe Community Housing Authority With Gratitude: Neighborhood Residents Second Street and Triangle District Businesses Julia Bergen Ken Hughes Owen Lopez Brian Skeele



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Neighborhood Handbook

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Contents The Triangle in The Community’s Own Words

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Economic Toolbox

49

Guiding Principles -- Sustainable Community Values

8

Workforce Development

49

Guiding Principles -- Sustainable Community Values

9

Community Development Financial Institutions (CDFIs)

49

Economic Sustainability Values -- The Local Economy

10

Community Development Institutions (CDIs)

51

Economic Sustainability Values -- Household Economy

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Collaborative Business Models

52

Environmental Sustainability Values: The Built Environment

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Economic Modeling

53

Environmental Sustainability Values -- Natural Resources

13

Business Toolbox

55

Community Profile -- By The Numbers

15

Workforce and Entrepreneurial Development

55

Issues

17

Business Consulting and Technical Assistance

55

Neighborhood Planning

19

Mentorships/Internships

56

Neighborhood Asset Mapping

21

Finance

56

Preliminary Mapping of Built Environment Assets

23

Facility/Equipment Provision

57

Built Environment Toolbox

27

Government Contracting

57

Solar Energy

28

Tax Breaks/Incentives

57

Water Cisterns

29

Home Economics Toolbox

59

Home Occupation

30

Basic Home Costs

59

Second Dwelling Unit

31

Care for Children and the Aging

60

Rowhouse

32

Workforce Development for Individuals

62

Bicycle Apartment

33

Counter-Gentrification Toolbox

65

Street Trees

34

Homeowners

65

Shared Parking

35

Renters and Landlords

66

Shared Street

36

Homebuyers

67

Slow Commercial Street

37

Non-Profit Housing Production and Management

68

Bike and Pedestrian Network

38

Legal Strategies

69

Bike Paths

39

Inner Strengths of the Community

70

Commuter Train

40

Social Toolbox

71

Car Share

41

Community Associations

71

Pocket Park

42

Community Events

72

District Heating

43

Carsharing

72

Community Gardens

44

The Local Economy Model

75

Transit-Oriented Development

45

City Economic Development Objectives

81

Mixed Use Neighborhood Core

46

Triangle Demographic Data

83

Multi-modal Transit Hub

47

Form-Based Codes

48



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Neighborhood Handbook

What is the Triangle – the spirit of place in peoples own words Seeing Brazilian capoeira dancers at 2nd Street Experience. Going to tango dinners at Cloud Cliff.

Walking along the rail tracks. Lots of old folks, in their 80’s and 90’s, in the neighborhood.

We have a great hodgepodge mix in this neighborhood. Walking to Second Street along the arroyo trail. St Michael Drive has all the services you need, but it’s not comfortable to walk along.

You can walk to do your shopping, see live music, and get a beer. Many start-up businesses, even in people’s homes. The park in Hopewell/Mann has good play equipment, but too much broken glass. Schools are nearby.

Having the College of Santa Fe nearby is good.

Walking the dog along the tracks still feels rural.

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The Triangle in The Community’s Own Words Going out on the track to get a view of the mountains.

Neighbors pick up trash as they walk.

A lot of people here grew up here. Johnny’s Market on Youngs Park used to be a general store, now it’s a taxidermy. The old State Penitentiary was is this area.

Going to 2nd Street Experience and Azulito’s fashion show.

People from all over the world have settled here. Churches in the area are available for community events.

The more we know about our neighbors, the more we help each other. Casa Linda used to be a horse race track, owned by the Pachecos. Walking the Casa Linda loop, talking to neighbors.

Empire Building Supply and Cerrillos Road restaurants are a great convenience.



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Guiding Principles -- Sustainable Community Values VA L U E S Definitions… Declarative statements…

Diversity Diversity of age, income, and culture provide for a dynamic, balanced, and creative community.

Cultural preservation and expression

IDEALS As a community, we should…

CHALLENGES Lets work to avoid or minimize…

S T R AT E G I E S Tools that are available in our community…

A sustainable community strives to… Create an environment that supports the needs and preferences of a broad range of people.

We will have to overcome… Gentrification that homogenizes the community.

An effective neighborhood plan would include: Managing the Impacts of Gentrification

Loss of public space and active commercial environment.

Businesses that serve local needs and use local skills.

Facilitate interactions between people who might not otherwise meet or work together. Create community processes that make full use of the experience and working methods of community members. Support expression. Respect cultural values.

Culture gives meaning and context to people’s work, family, sense of place, and sense of community.

Acknowledge the cultural dimension of issues that may seem to some people to be simply technical, economic or political.

Social Bonds

Let local self-determination prevail wherever a broader community value is not at risk. Create opportunities for interaction.

Connection and interaction are the foundations of a strong sense of community. A life without interaction with other people is dehumanizing.

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Participatory decision-making

Loss of local culture and replacement by a general “consumer culture”. Loss of tolerance and respect within community. Top-down policies that ignore local culture and preferences. Disappearing neighborhood street life.

Increase the quality of interaction in daily exchanges.

Neighbors who do not know one another.

Protect freedom of choice and privacy.

A lack of relationships between local business owners and community residents.

Consider the most at-risk, the marginal, and wallflowers, not just those who easily participate.

Inclusionary Zoning

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Support local organizations and events Aging in place strategies help retain ‘living treasures’. Built environment strategies support streetlife and places to meet and have events.

Built environment strategies support streetlife and places to meet and have events. Social Toolbox Community Organizations Local economy strategies support responsive businesses

Guiding Principles -- Sustainable Community Values VA L U E S Definitions… Declarative statements…

Public Space Public space is essential for open political process, free assembly, and the exchange of ideas.

IDEALS As a community, we should…

CHALLENGES Lets work to avoid or minimize…

S T R AT E G I E S Tools that are available in our community…

A sustainable community strives to… Local communities should control public spaces.

We will have to overcome… Public spaces falling out of use because they are not well maintained or not safe.

An effective neighborhood plan would include: Open Space strategies

Create public space where it is lacking.

Public space being sold and transformed into private space.

Maintain access to public space for all.

And for fun!

Encourage and support public events.

Politics

Make politics visible.

Political participation is a fundamental human right. Everyone should have a say in political activity that affects the community.

Make involvement easier.

Justice Justice means fairness. Everyone should expect fairness help others attain fair treatment.

Make politics local.

Talk about ethics, expect ethical actions from others. Consider minority opinion, unrepresented and disadvantaged community members. Be protective of everyone’s right to participate in discussions and decisions.



Street Network and Streetscape strategies increase accessibility of public space. Events that bring spaces to life

Population growing without any increase in public space. Politics often seem distant from the reality of everyday life.

Local organizations to maintain public spaces

It is far easier for people with more time, money, and access to politicians to participate in politics.

Local activist organizations

Decisions made elsewhere that affect the neighborhood A “look out for your own” mentality.

Neighborhood associations Merchant associations Neighborhood planning process builds political cohesion Social toolbox

Power and privilege obstructing justice.

Household Economic Toolbox

Framing issues in technical language that tries to avoid terms of right and wrong. Issues which appear to be technical or economic usually have an ethical dimension.

Storefront clearinghouse for information, programs and assistance

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Local activist organizations

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Economic Sustainability Values -- The Local Economy VA L U E S Definitions… Declarative statements…

Local Businesses Local Businesses help keep money in the community, is more responsive to local tastes and needs, and allows local entrepreneurs opportunities to realize their talents.

Business as a Community Local business should support each other and realize individual success through dynamic relationships of interdependence.

Community Friendly Business Businesses and residents are related parts of a sustainable local system.

IDEALS As a community, we should…

CHALLENGES Lets work to avoid or minimize…

S T R AT E G I E S Tools that are available in our community…

A sustainable community strives to… Support local businesses and entrepreneurs.

An effective neighborhood plan would include… Buy local campaign

Increase number and strength of local businesses.

We will have to overcome… Large businesses that out-compete local businesses in terms of price, but do not reinvest profits in the community.

Ensure that more of the money spent in Santa Fe stays in the local economy.

Non-local businesses that send most of their profits out of the city.

Community financial institutions Zoning responsive to local business needs Small business incubator Development of affordable commercial space through a community development institution Clusters and Business network development

Local businesses thrive in compact, accessible centers that create synergy with diversity.

Aggressive competitive business environment

Businesses can benefit each other by sharing unique and diverse skills, exchanging information concerning the local market, participating in common marketing and lobbying.

Predatory business practices.

Tool, equipment, and space sharing programs

Balance jobs and shopping with the number and needs of residents.

Non-local businesses without a stake in the community.

Community Development Institutions

Commercial ventures should fit the character of the neighborhood., either serving local needs or bringing greater diversity to the local mix.

Businesses incompatible with their context.

Mixed-use zoning

Businesses that do not supply jobs or needs of the area.

Community mentorship and internship programs

Communities can steer market forces.

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Entrepreneurial development programs

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Merchant’s Associations

Community Financial Institutions Tailored zoning overlays

Economic Sustainability Values -- Household Economy VA L U E S

IDEALS As a community, we should…

CHALLENGES Lets work to avoid or minimize…

S T R AT E G I E S Tools that are available in our community…

Homeownership

A sustainable community strives to… Create opportunities for homeownership.

An effective neighborhood plan would include… Homeownership counseling

Everyone should have the opportunity to become a homeowner.

Support homeowners through life changes and financial challenges.

We will have to overcome… Lack of affordable homes on the market or a lack of affordable homeowner loans from the financial community.

Homeowners face challenges as they age.

Expand pride of ownership from the house to the neighborhood and the local culture.

Rising taxes for homeowners that could force some to sell.

Rent

Include renters in the community, encourage them to participate, stay longer, or become homeowners.

Definitions… Declarative statements…

Rents should be reasonable for their level of income. Renters are an important part of affordable housing.

Transportation People should have access to a variety of safe and affordable modes of transport.

Create housing that supports renters without impacting neighbors

Health

Transit, including use of the rail line, can improve the quality of life for people at all economic levels. Take responsibility for our own health.

Good health increases community stability and protects people from the cost of medical treatment.

Create an environment that encourages healthy lifestyles , including exercise and nutrition. Promote preventative health.



Make sure our neighbors can earn a living.

Wages that meet the cost of living and provide enough income for savings are essential for a stable, peaceful, and socially mobile population.

Promote savings, local investment, stable local employers. Support job training and retraining.

Rent to own programs Reverse mortgages

Rental units only available at certain price levels.

Tenant Association

Roads that are unsafe for drivers, bicyclists, or pedestrians.

Bike lanes on high traffic roads

Location of jobs that mandate a commuter lifestyle.

Carshare programs

Assistance programs for tenants and landlords Community Development Institutions Tenant hotline for information on renter rights and tenant-landlord dispute resolution

Traffic calming and sidewalk improvement Rail line development Accessible bus routes Mixed business and residential development

Entrenched unhealthy lifestyles and habits.

Access to parks

Sedentary jobs and commuting patterns.

Streets safe for bicycling

Good nutrition unavailable on a budget.

Help everyone pay for health care.

Wages and Savings

Community Financial Institutions

Gentrification. Rents increasing as the area continues to develop and real estate values climb.

Support renter organizations and rights. Maintain the right ratio of renters to homeowners. People should have a choice between a number of modes of transport: public transit, pedestrian, bicycle, or motor vehicle. All should be as safe, affordable, and accessible as possible.

Community Development Institutions

Lack of available jobs that provide a decent wage. Lack of skills for higher wage jobs. Balancing business owners needs with workers needs.

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Enjoyable pedestrian routes Local sources of fresh food Social outlets Toxic-free air, water, homes and workplaces Support a living wage Focus development initiatives on businesses and industries that are able to pay decent wages Workforce development initiatives

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Environmental Sustainability Values: The Built Environment VA L U E S Definitions… Declarative statements…

Accessibility Everyone should have physical access to homes and public places regardless of age, income or physical ability.

Safety Neighborhoods should be free of crime and traffic hazards.

Residential Environment Homes should support family stability and economic sustainability. Neighborhoods should support social interaction and healthy lifestyles

Workplace Environment Workplaces should support employee health and interaction. Workplace districts should support social interaction and healthy lifestyles

Housing Choice Housing should be suited to the types of households in the area.

Public Space and Streets Neighborhoods need public spaces. Public space and streets should serve multiple uses.

Urban Ecology Diverse ecosystems are important to urban neighborhoods.

IDEALS As a community, we should…

CHALLENGES Lets work to avoid or minimize…

S T R AT E G I E S Tools that are available in our community…

A sustainable community strives to… Remove barriers to access and participation in our streets and buildings.

We will have to overcome… Site and architectural barriers.

An effective neighborhood plan would include… Universal design

Jobs, shopping and other necessities located farther than walking distance.

Mixed use Neighborhood centers

Create an environment that supports informal surveillance and community policing. Create an environment that supports pride of ownership. Address speeding and traffic hazards in the design of streets. Homes and neighborhoods should support cultural preferences and economic needs of local residents.

Age-in-place strategies

Neighborly indifference and fears.

Transit Front porches

Undefined and poorly maintained public areas.

Mixed Use areas (increase off-hour use of business areas)

Through traffic at excessive speeds.

Appropriately lit pedestrian routes Traffic calming measures

Apartments without room to grow

Home occupation

Restrictions on use and design of houses and yards.

Live/work, Granny flats Cisterns and water harvesting

Homeowners should be able to renovate their house to reduce household costs, support home businesses, and grow food. Daylight and natural ventilation improve productivity in all types of work.

Single-use office parks, airless cubicles, backroom sweatshops

Daylighting, skylights

Create walkable business areas that are attractive to benefit workers and customers.

Lack of variety and relief in workplace districts.

Mixed Use Core Districts

Provide a variety of housing types at a range of prices to meet real needs of area residents.

Predominance of single-family homes available for sale.

Townhouses

Consider needs of renters in affordable housing.

Predominance of small apartments for rent.

Live/Work units

Protect the freedom of choice to rent or own. Create public spaces that are welcoming and support local needs.

Underused and neglected public space.

Parks

Space controlled by commercial interests.

Mixed Use districts

Create streets that support pedestrians, bicycles, and transit, not just car traffic.

Create an environment that supports a broad urban ecosystem, including soils, flora and fauna. Create places to enjoy and learn about urban ecosystems.

Orchards, greenhouses and gardens

Streets dominated by automobile traffic.

Loss of trees and other forms of vegetation essential to cleaning and regulating air and water. Loss of habitat for urban fauna.

Passive ventilation Sidewalks, pocket parks

Accessory Dwelling Unit

Shared Streets Bicycle lanes Traffic calming Street Trees Park dedication Arroyo Corridor Backyard gardens and compost Ponds

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Environmental Sustainability Values -- Natural Resources VA L U E S Definitions… Declarative statements…

Water Clean, affordable, sustainable water supplies.

IDEALS As a community, we should…

CHALLENGES Lets work to avoid or minimize…

S T R AT E G I E S Tools that are available in our community…

A sustainable community strives to… Promote wise water use.

We will have to overcome… Polluted waterways and supplies.

An effective neighborhood plan would include… Conservation assistance programs

Local control of stormwater runoff.

Water use that diminishes the water available to others.

Water harvesting

Regulations limiting water capturing and recycling systems.

Greywater systems

Make greywater and other alternatives available to homeowners. Protect low-income households from increases in water costs.

Stormwater reduction diversion and infiltration

Energy

Reward low energy users.

High energy lifestyles.

Wastewater treatment Conservation assistance programs.

Energy should be renewable and supplied locally. Energy use and production shouldn’t harm the environment.

Reduce transportation costs.

Rising costs of energy.

Solar, Wind, biomass and alternative fuels

All the energy needs of a neighborhood can be produced locally to reduce risks of supply and costs.

Dependence on unstable energy sources from outside the community.

Cogeneration and district heating

Land Infill strategies reduce sprawl development.

Promote efficient use of land in the city to protect Santa Fe’s natural context. Support low income households ability to live in town.

Open Space

Make each neighbor hood self-sustaining instead of relying on growth to satisfy community needs. Expand and enhance open space resources.

Open space is essential for an urban environment that is healthy for people and for ecosystems.

Every house should be within walking distance of a variety of parks and other open spaces. Density and open space should correlate.

Greenhouses and passive solar. Alternatives to cars

Encourage energy production that doesn’t damage the environment.



Landscape design and irrigation systems

Leapfrog development. Loss of agricultural and natural greenbelt around Santa Fe.

Mixed use and location of jobs to educe commuting. Transit Oriented Development Mixed Use Core Districts Density Transfers Home Occupation Accessory units

Open spaces in places inaccessible to residents.

Parks

Loss of private lands to development without open space uses.

Trails and pedestrian routes to parks

Inadequate parks for increasing population.

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Arroyo Greenbelt Rail Corridor greenbelt

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Community Profile -- By The Numbers Triangle Census Summary This section contains a brief overview of selected Census data from the 2000 Census. Appendix A includes more Census data and contextualizes Triangle statistics by comparing them with statistics for Santa Fe as a whole.

Total Population

Total

% of Population

3,481

100

Total

% of Population

Persons 16 years and over

2,661

75.1

In labor force (16 years and over)

1,731

65

Employment

Sex Male

1,740

50

Not in labor force (16 years and over)

Female

1,741

50

Employed (in labor force) Unemployed (in labor force)

930

34.9

1,578

91.1

153

8.8

(x)

Age Under 5 years

275

7.9

Income in 1999

5 to 14 years

506

14.5

Households

1374

15 to 24 years

551

15.8

Less than $10,000

275

20

25 to 34 years

588

16.9

$10,000 to $14,999

112

8.1

35 to 44 years

520

14.9

$15,000 to $24,999

258

18.7

45 to 54 years

469

13.5

$25,000 to $34,999

230

16.7

55 to 64 years

209

6

$35,000 to $49,999

241

17.5

65 to 74 years

179

5.1

$50,000 to $74,999

174

12.6

75 to 84 years

146

4.2

$75,000 to $99,999

52

3.7

85 years and over

38

1.1

$100,000 to $149,999

23

1.6

(x)

$150,000 to $199,999

4

0.3

$200,000 or more

5

0.3

26,522

(x)

Median age (years)

30.4

Median household income (dollars)

Ethnicity Hispanic or Latino White (non-Hispanic)

69.5

824

23.3

Family households

825

(x)

164

19.8 8.6

American Indian

87

2.5

Less than $10,000

Asian or Pacific Islander

74

2.1

$10,000 to $14,999

71

Some other race

23

0.6

$15,000 to $24,999

132

16

0.5

$25,000 to $34,999

131

15.8

$35,000 to $49,999

167

20.2

$50,000 to $74,999

120

14.5

$75,000 to $99,999

25

3

$100,000 to $149,999

10

1.2

$150,000 to $199,999

0

0

5

0.6

32,063

(x)

African American Households Family households (families) -With own children (under 18)



2,460

16 1,374

100

825

60

456

33.2

Nonfamily households

549

40

Householder living alone

434

31.6

Householder 65 years and over

103

7.5

$200,000 or more Median household income (dollars)

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Introduction to Issues

Resident Issues

Many people have a stake in the Triangle Neighborhoods. Neighborhood planning should be based on a common vision of the future, and also address the issues, concerns and desires of community members. Some of these issues and desires will conflict, or contradict each other. Creating a neighborhood plan is a public dialogue where issues are discovered, heard and understood by neighbors, and resolved or addressed. Often elements of the common vision will reconcile conflicting issues, or combine the in unexpected new solutions.

Low property values make it hard to borrow money.

This section of the Handbook records some of the issues and concerns current in the community. Without dwelling too long on problems, planning groups should compile and discuss these and other issues that come forward.

Speeding traffic cuts through neighborhoods.

Rising property values are making it harder to stay in the neighborhood. Number of renters and owner turnover weakens social connections. Long-time residents are isolated and under-appreciated. Burglaries and other crimes are prevalent. Traffic on Cerrillos can be congested. Neighborhoods want to have voice in planning for change. Commuting choices are limited. Stable, nearby jobs are needed. Shopping is difficult without a car. Housing choices are limited – mostly single family homes or rental apartments. Aging in place is harder –fixed incomes, rising costs, distance to shopping, and lack of services. Moms need daycare and other assistance. Sidewalks, street trees and parks are in bad condition.

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Issues Business Issues



Community and Government Issues

Availability of space at the right size and price.

Making affordable housing (rental and homeownership) available in all parts of the city.

Want to be in an area that attracts customers.

Deconcentrating subsidized housing.

Want to build up a local customer base.

Network of open space and trails is incomplete.

Parking should be available and convenient.

Transit system needs to be more effective.

‘Brain drain’ and high cost of living are reducing availability of good employees.

Increase tax base and support the local economy.

Quality of life issues make it hard to retain employees.

Providing social services where they are needed.

Start-up assistance and other services are needed.

Improve state employees’ quality of life.

Businesses want to have similar and varied businesses around them.

Expand public art and cultural programs.

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Neighborhood Planning Why should we plan? Planning establishes a focused and directed vision for a neighborhood or community. It works by bringing neighbors, community leaders, and elected officials together to talk about their common interests and the future of the community. Planning is about more than land use; planning provides a venue for the equitable sharing of ideas on issues facing the community such as education, employment, transportation, growth and the economy. Planning attracts assistance from outside the neighborhood. When a neighborhood organizes and identifies important issues, these issues can then be addressed and assisted by appropriated outside organizations, associations, or individuals. Because planning is a collaborative community activity, planning can change the mind-sets of property owners and developers who might otherwise act unilaterally.

What is a Neighborhood Plan? A neighborhood plan is a detailed description and guide to direct change, growth, and redevelopment of the neighborhood, decided on by the stakeholders in the neighborhood. Typically neighborhood plans will be included as individual chapters within the City General Plan, providing increased specificity and neighborhood vision to the larger plan. Additionally, neighborhood plans can establish custom tailored regulations that can be implemented through overlay districts and rezoning. They may also attract (or sometimes deter) public and private investments that build toward a common vision.

A planning process Planning on any level requires a step-by-step process to be effective:



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•

Identify planning group areas

•

Find local agents who actually live in each area.

•

Choose appropriate strategies for your area

•

Envision the results of the strategies.

•

Respond to work from adjacent planning groups, local and regional issues.

•

Publish results, pursue implementation.

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Planning Group Areas 1. Pen Road/ Wild Oats 2. Alta Vista Street Campus 3. Monterey/ Casa Linda/ Kaune Elem. 4. Pacheco North 5. Camino del Monte Rey 6. Pacheco/ Pink Church 7. Cerrillos commercial/ Indian School 8. Young Park 9. Jay Street 10. Trackside commercial 11. Pacheco south and San Mateo Lane 12. San Mateo Crossing 13. Second Street 14. Second Street rail plaza 15. San Mateo 16. Cerrillos/ El Rey 17. Berry St 18. Quapaw 19. Hopewell/ Espinacitas 20. Hopewell/ 5th 21. 6th and Hopewell 22. Saint Michaels

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Neighborhood Asset Mapping What is Asset Mapping? Asset mapping is the process of locating, defining, and cataloging a community’s assets. Some of a neighborhood’s assets are easily visible, like parks, and buildings, and others are less visible, like residents skills, or social groups. Community members are the best people to create assets maps, because they know the assets best, and also know what the assets mean for the community.

What Types of Assets Are There? Assets are anything that makes life better for the community and its members. Some assets are held in common, while others are private, benefiting one person of family. One way or another assets make a community stronger. Some assets are in use, or just waiting to be used, while others are hidden or blocked. The most common obstacles to using community assets are a lack of awareness of assets, lack of community pride in its assets, lack of communication, and lack of partnerships needed to make assets work for the community. Social Assets: 

Social Assets include cultural events and traditions, ‘living treasures’, social groups, and informal social networks.

Economic Assets: 

Economic assets include peoples’ skills, employers, resources, access to customers, and business networks.

Built Environment Assets: 

Neighborhood Elements: this category includes parks, trails, open space, arroyo access and public art and “community elements” such as schools, churches, hospitals, grocery stores, and gyms.



Streetscape Elements: physical characteristics of streets in the Triangle, including street trees, parking, sidewalks, bike lanes, traffic patterns and volume, connectivity, and vacant land.



Housing Elements: this includes individual home-level elements such as yards, porches, number of stories, solar panels, and courtyards as well as neighborhoodscale elements such as housing types and densities, owner/renter occupation, and mixed income residents.



Commercial Elements: these are community-scale characteristics such as shopping centers, office complexes, mixed-use development and local business and industry.

Why Asset Mapping? As stated above, asset mapping provides a specific list of what is and is not in the Triangle, and helps identify gaps in housing, services and amenities. Asset mapping is crucial to provide hard data to support positive community assets and demonstrate unmet needs in the area. These findings are often instrumental in procuring outside assistance from city, state, and national sources for all variety of unmet needs.



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Neighborhood Handbook

District Wide Assets

Schools o New Mexico School for the Deaf

Parks

o Santa Fe Indian School

o Railyard Park

o College of Santa Fe

o Orlando Fernandez Park

o Santa Fe High School

o Salvador Perez Park

o St. Michael’s High School

o Larragoita Park

o DeVargas Junior High School

o Young Park

o Salazar School

o Ashbaugh Park (connects to Acequia de los Pinos – future trail system

o Nava Elementary School

o Gregory Lopez Park

o Kaune Elementary School

o General Franklin E. Miles Park

Churches/Cemeteries

o Southridge Calle Lorca Park

o St. Anne’s Church

o Casa Linda Park (@ Baca/ Monterray St. roundabout)

o Spanish Baptist Church

Natural Features

o Berean Baptist Church

o Acequia de los Pinos (future trail system)

o St. Michael’s Chapel

o Arroyo

o Fairview Cemetery

o Railyard/Railtrail

o Guadalupe Cemetery

Grocery Stores o Whole Foods o Trader Joe’s o Wild Oats

o Smith’s Food and Drug St. Michaels o Smith’s Food and Drug Cerrillos

Other Major Retail o Kmart

o Walgreens o Sav-On

o Ace Hardware

o Empire Building Supply

Hospital/Medical District o St. Vincent’s Hospital and Medical Offices

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Preliminary Mapping of Built Environment Assets Columbia Street

Negatives: No sidewalks/not pedestrian friendly

Assets: Bus stop on St. Francis Vegetable garden for home consumption Mature trees Mix of homeowners and renters Mix of housing prices

Concrete wall at bend in street kills off possible throughway and development of vacant lot South Calle Anaya

Assets: Mature trees

Well-maintained and personalized yards

Veterinary clinic

Front porches with chairs

Old, established houses

Local barbershop located in owner’s home (home occupancy)

Possibilities:

Wide street/generous right of way 2 Vacant lots

Possibilities: Commercial frontage on St. Francis

Negatives: No sidewalks/not pedestrian friendly

North Calle Anaya Assets: Mix of homeowners and renters Mix of housing prices

-apartments with a community courtyard over parking Very wide street

Possibilities:

Connection from St. Francis to Pacheco St.

Potential central space

Local business complex

Foot-path through arroyo and tunnel throughway across St. Francis

-solar energy system -sculpture that is highly visible from street (public art) -walking maze

Possible connection to south

Nava

Multiple vacant lots (one on the corner of Pacheco)

Assets: Existing units with St. Francis frontage

Possibilities: Vacant lot with St. Francis frontage

Negatives: No frontage on Nava (faces the backside of buildings with frontage on St. Francis)

Capitol Paintworks and Alignment Weinmeister Import Garage

Possibilities: Foot-path along riparian arroyo

Negatives: No sidewalks on most of the street Garbage

Vacant lot

St. Francis Professional Center

Possibilities:

Monte Rey

Assets:

Potential connection to Pacheco St. via pass between storage units and Zia Gymnastics (currently blocked by chain-link gate Zia Gymnastics building is potentially underused



Assets:

Swale areas Second stories enabling mixed business and residential use

Negatives: Bland design and lack of public space Business use only Parking design

San Mateo Crossing Assets: Mature trees Pool Community room Common yard area with swing-set and bench Homeownership opportunities Street frontage

High walls surrounding the backside of buildings with frontage on St. Francis

Empty lot at bend in street (currently blocked by concrete wall)

Condo ownership

-parking lot on street

-contains: Santa Fe Community Yoga Center, Bodywise Physical Therapy, Scher Chiropractor, Recursos, Buddhist center, acupuncture, Center for Intuitive Development

Commercial frontage on St. Francis

bushes

Predominately small local businesses that provide local jobs

Sarcon Construction headquarters

Clusters (medical?)

Riparian arroyo with mature trees

Variety of services

Mature trees on street

Small commercial space

La Remuda apartment complex

Riparian arroyo

-solar townhouses

Bench areas

- balconies

Landscaping with large amounts of trees and 23

Possibilities: Connection to the north via arroyo and to the west Mixed commercial and residential use Further development of public space

Negatives: Residential use only Parking design

Neighborhood Handbook

Calle Saragosa

Negatives: Sidewalks inconsistent

Assets: Vacant lot with St. Francis frontage Sarcon construction headquarters

The Railroad Tracks Assets: Open space

Mature trees

Views of the mountains

Narrow street

Pedestrian\Bicycle trail Back gates from homes

Possibilities:

Mixed use on west side

Pull-off rail track

Negatives: Potholes

Monterray, Santa Rosa, Santa Cruz Assets: Elementary School

Assets: Pool and playground

Aspen motors redevelopment

Possibilities:

Negatives:

Small shop frontage (wall by sidewalk would need to be knocked down)

Poor sidewalks

Live\work space

Pinon

Sixth Street Assets:

Swale or ponding area Path to Pacheco (currently blocked by storage units)

Beaver Toyota lot

Speeding cut-through traffic

Arroyo

Possibilities:

West Palomas

Possibilities:

Vacant lot Mix of housing types: apartments, lofts, townhouses with courts

Connects Hopewell to Cerillos and St. Michael’s

Possibilities: Throughway to Los Palomas (currently blocked by A1 storage)

Encroachment plantings

Hopewell

Monterray

Assets: Assets:

Los Palomas

Church and parking

Wide Street

Roundabout and park areas

Local Business – Lunch Truck, Garcia Glass

Pedestrian\Bicycle trail

6th Street Contemporary Arts (located in storage units) Ferguson commercial building Some residential homes Colorful barn lofts Access to arroyo Automotive Inc.

Negatives: Poorly maintained houses Barn lofts have weak frontage on the street

Local business: Aspen Motors, Rudy’s, Bikrams Yoga, and Amigo Tire.

Possibilities:

Nearby Baca St.

Vacant lot

Consistent houses in good condition

Possibilities:

Negatives:

New renovations on houses

Monterray Lane no longer needed for through traffic

Parking lots given frontage on both sides of the street

Plaza de Commercio – office park housing small local businesses, artists, and some state; well developed trees

East Palomas

Aspen Plaza – office park housing Homewise; otherwise it is mostly Department of Labor; treed lunch court

Playground Traffic calming and crossings

Budget lot basically vacant

Front porches and landscape

Appropriate street width Walkway through to the railroad tracks Mature trees; lots of vegetation Solar energy features on several homes

Possibilities: Not a lot of infill opportunities 2nd story lofts/apartments Neighborhood Handbook

Building and 1.2 acres for sale on Cerrillos

Llano Assets: Assets:

Green space by mailboxes

Pacheco Street: Southern Half Assets:

Many small local businesses – not a high retail area, more on-site locations Generous easement/vacant lot

Backs of businesses face the street

Possibilities:

Wide street

Walking trail along drainage easement 24

Arroyo

Possibilities:

Negatives:

Live/work space at Plaza de Commercio

No sidewalk on Pacheco in many places

Parking at Plaza de Commercio could be redesigned to make the park higher density

Parking given street frontage/no facades on street

Arroyo footpath would give access to artist studios at Plaza de Commercio

Negatives:

Behind apartments on the Northern Half of Pacheco:

North of Young Park Assets: Good sidewalks Residential houses have front porches, front yards, and mature trees Some rental units

No sidewalks on many parts of the street

Assets:

Possibilities:

Where there are sidewalks they are of poor quality

Solar condominiums

Empty and abandoned lots

Courtyard complex with 10 apartments

Lots of parking lot frontage

Negatives:

Sequoia welding yard ‘trapped’ by A-1 Self Storage

Possibilities:

No connection to Brae

Abandoned houses and land

Arroyo is fronted by parking

Open lot with apartments at back

Navajo and North: Jay, Young, Nambe, Brae, and East Street.

Backs of Plaza de Commercio buildings face fronts to the west

Pacheco Street: Northern Half Assets: Planting strip on the sidewalk next to the senior housing Safety lane Land adjacent to railroad tracks

No fronts on East Street

Young Park

No sidewalks on East Street

Assets:

The east side of Jay Street has large family held lots

Play area Open space with grass and shade trees

Jay, Young, and Brae street:

Basketball court

Bad sidewalks

Sidewalks on three sides of the park (the south side is the exception)

A few empty lots Artisitc flourishes on homes (such as lawn sculpture or hand painting)

Good mix

Front porches on surrounding houses create some security for the park

The residential section has front yards, porches, and large lots

Machine shop

Nambe:

East side has some rental units

Extra width

Beverly Spears Office

Possibilities:

Possibilities:

No sidewalks Empty corner lot

Sanchez lot – wide slot of empty space on the corner

Johnny’s Market has outside dining potential and infill possibilities on the west side of the lot

Corner lot open at Pacheco Court

Empty lots on Northwest corner

Calle de Baca:

Blue Earth has an open parking lot at the street

Back of King’s Rest Motel

Masonry handiwork

Parking in front of apartments

Nice low walls and fences

No sidewalks High walls

Land at Alta Vista corner and tracks

25

Neighborhood Handbook

Neighborhood Handbook

26

Built Environment Toolbox The Built Environment Toolbox includes elements and design strategies that contribute to neighborhood environment. Each of these , when used by community members in appropriate ways, can increase the well-being of the neighborhood. The toolbox starts with smaller tools, for use by individuals in their houses or shops, and continues with larger design and zoning tools that would require community action to implement. Some of the elements in this list are described in the pages that follow.

HOUSE ELEMENTS Universal Design and Retrofits

HOUSING ELEMENTS Home Occupation

TRANSPORTATION ELEMENTS Bike infrastructure

CIVIC BUILDINGS Community gardens

Front porches and neighborly front walls

Second Dwelling Unit

Bus routes

Heath, gym, daycare , library

Sunroofs and passive solar

Elderly Housing

Trolley

Community room

Solar panels

Townhouses/ rowhouses

Commuter train

workshop

Water Conservation assistance programs

Courtyards and clusters

Car share

Energy Conservation assistance programs

Live/ work

ZONING ELEMENTS -- Districts Neighborhood Conservation Districts

Bicycle apartment WORKPLACE ELEMENTS Daylighting

OPEN SPACE ELEMENTS Plazas and Urban Spaces

STREETSCAPE ELEMENTS

Parks and routes to parks

Mixed-Use Neighborhood Core

Natural ventilation

Shade trees

Pocket parks

Small Business Traditional Commercial

Outdoor break areas

Sidewalks and street furniture

Recreation Facilities

Transitional Redevelopment

Start-up and small shops

Lighting

Natural Areas and Arroyo greenbelt

Universal Design

Rail corridor greenbelt

On- street parking

Trail Systems

LOT ELEMENTS Tree Planting Program/ urban orchard Gardens

Shared parking for commercial uses Signage

COMMUNITY INFRASTRUCTURE Xeriscape and permaculture Water Harvesting

Greenhouses and cold frames

STREET NETWORK ELEMENTS Traffic Patterns and controls

Poultry/ Animal husbandry

New Connections, track crossing

Ponds, Cisterns, and Wetlands

Slow Streets

Yardwall regulations

New Plazas

Composting

Bike and Pedestrian Routes

Irrigation Cash crops

Transit Oriented Development

ZONING ELEMENTS – Regulations Form based codes Allowable Uses/ Encouraged Uses Density Transfers

Stormwater infrastructure: arroyos, infiltration Wastewater treatment: constructed wetlands, living machines Neighborhood Energy: Solar, wind, biomass, alternative fuels

Xeriscape and permaculture

District heating and cogeneration

Greywater



27

Neighborhood Handbook

Solar Energy

Solar Hot Water; Photovoltaics.

a.

How it works

Photovoltaic panels convert sunlight to electricity. Electricity can be stored in batteries or sold to the power company Solar Collectors preheat domestic hot water, or bring heat directly into homes.

b.

The big idea

Solar energy, like other alternative energy sources, increases the independence of a household. Solar energy is free, but the initial purchase and installations can be quite expensive. The pay-off period is 5-15 years. After that time, the only cost is minimal ongoing maintenance.

Collectors also store power for later use.

Getting energy from a variety of sources increases household stability. As prices go up, or if energy supply became less reliable, an alternative energy source, even for just a portion of a household’s needs, would greatly reduce the impact.

c.

d.

How to make it happen

Photovoltaic installation is regulated by City codes, and should be done by professional plumbing contractors. Smaller photovoltaic systems can be installed by homeowners, but systems that connect to the main house wiring must be installed by an electrician. Interconnection to the power grid is regulated by the State and by PNM. Tax credits may be available for solar energy systems.

Related concepts

Passive Solar Design Wind Energy Biomass Energy conservation Break-Even Cost-The point at which the cost of a photovoltaic system, (and the electricity it produces) is equal to the cost of electricity from a traditional source plus the cost of delivering this electricity to the site.

Quotations and statistics

The President’s Advanced Energy Initiative and the 2007 Budget proposes a new $148 million Solar America Initiative (SAI) - an increase of $65 million over the FY06 budget. (U.S. Dept. of Energy)

Links, local contacts, more research

Questions

Santa Fe Chapter

Can I afford the up-front costs of solar panels? How long will it take to recoup setup costs?

Official Name: Santa Fe Solar Circle

Am I planning to stay in the house long enough to reap the benefits of the investment?

Chapter President: Miro Kovacevich, 505-217-8765, [email protected]

Which types of solar are best for me?

Chapter Vice-President: Leland Lehrman, 505-982-3609, [email protected]

Neighborhood Handbook

NEW MEXICO SOLAR ENERGY ASSOCIATION -http://www.nmsea.org/ -“The New Mexico Solar Energy Association (NMSEA) is dedicated to promoting solar energy and related sustainable practices.” Includes chapters across New Mexico:

28

Water Cisterns a.

How it works

b.

The big idea

Rainwater from roofs is stored in cisterns for use watering yards and gardens.

Water conservation reduces household costs and protects our community resources.

Roof run-off is diverted in gutters and downpipes. Cisterns can be barrels, waterproofed concrete, or buried plastic

Alternative water supplies help support more trees and plantings, that help to shade and cool our homes, and even entire neighborhoods.

Even very modest rains can produce significant supplies of water. More storage capacity will make infrequent rains last longer.

Cisterns don’t have to supply all your landscape water –even one barrel will provide a significant supplemental source.

c.

d.

How to make it happen

Consider the size of your roof and the size or demands of your yard and garden. Water barrels should be located where gravityfed hoses can reach watering areas. Buried cisterns keep water cooler and cleaner, but usually require pumps to pull the water out. Local programs sell cisterns at discounted prices

Related concepts

Water Harvesting – covers many strategies including cisterns, but often refers to capturing runoff from the ground in ponds , swales, or gravel-filled pits. Greywater – on-site treatment and re-use of domestic wastewater from laundry, sinks and showers Green roofs – topsoil and plantings that make use of rain water right where it falls- on the roof.

Links and Local contacts NM Water Connections: http://www. nmwaterconnections.org Homewise Watersmart financing Santa Fe Basin Water Association Andrea Streeper 1440 Notorious Way Santa Fe, NM 87507 Phone: 471-8526  Fax:  [email protected]

29

Santa Fe Watershed Association Paige Grant PO Box 31160 Santa Fe, NM 87594-1160 Phone:  505-820-1696  [email protected] www.santafewatershed.org Neighborhood Handbook

Home Occupation

Home office, workshop, studio

a.

How it works

A place to work in the home is becoming a very common neighborhood element.  A

room dedicated to work.

 A

suite with a separate entrance.

b.

Home occupation adds to neighborhood vitality.  Keeps

working adults in the area during the day.

 Extends

employment to mothers, disable, and elderly people.

 A separate building or outdoor work area.

Some people choose home occupation so they can stay close to family -- to care for children or elders, for instance. Others want to separate their work from their home life, with separate buildings or entrances.

c.

How to make it happen

Home occupation is regulated by city zoning codes to minimize impacts on residential life. Home occupations must not attract customers, or create noise or other neighbor impacts. Additional parking may be required. Number of employees.

The big idea

 Supports

entrepreneurs and business incubation, including non-profit and community-benefit enterprises.

 Helps

support homeownership by combining office costs in mortgage.

d.

 Supports

family businesses. Related concepts

Live-work: a dwelling with space for a more active business than home occupation allows (more employees, walk-in customers.) Corner store: A neighborhood- oriented retail space on a homeowner’s property. Depends on walk-in customers rather than a large parking lot.

Quotations, statistics and questions. How many sole proprietors are thre in the Triangle? How can we control undesirable home occupations? Where can home occupations move to when they grow into larger businesses? Should home occupation be more tightly regulated, or loosened to include more neighborhood enterprises?

Neighborhood Handbook

30

Second Dwelling Unit

Granny flats Accessory unit, mother-in-law suite. a.

How it works

A single-family house can have a second, typically smaller, dwelling on the same lot.

b.

The big idea

Accessory units can be for extended family, for live-in caretakers, or for rental income.

Accessory units can promote diversity, create affordable housing that is integrated in the community, help residents age in place, provide supplemental income to support homeownerships costs, accommodate households as they change or grow, support community security with residents on different schedules, reduce “braindrain” by housing adult children of residents.

Homeowner must live on the property. c. How to make it happen

d.

 a

separate structure, such as a cottage;

 attached,  over

such as a granny flat;

a garage or workshop.

Accessory units are permitted in most residential zones. Renting ? Potential impacts on neighbors should be considered. Parking, access, private outdoor space. Older residents may need to be on a ground floor.

Related concepts

Neighborhoods that provide housing for everyone who works nearby will create less traffic, and allow people to own fewer cars and save money for other uses. Tenant/ landlord relationships are often lowquality interactions; with accessory units they can be much deeper caring relationships, supporting family and community bonds.

Quotations, statistics and questions. Less than half of American households are traditional nuclear families. Should more accessory units be allowed, or fewer? Should the size be controlled more, or should larger dwellings be allowed?



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Neighborhood Handbook

Rowhouse Townhouse; attached dwelling a.

How it works

Typically identical houses are built in a line (or row) and share side walls with the houses next to them. Row houses can be built along an entire city block or in smaller numbers depending on available space and location.

b.

The big idea

Row houses are an inexpensive and spacesaving way to create affordable, high density housing. Some of the best examples of Row houses can be found in New York City where they are typically called ‘Brownstones’ and in Baltimore and Philadelphia. Rowhouses, or attached dwellings encourage affordability, smaller yards, and less maintenance, which in turn supports neighborhood businesses with good density; safer streets alive with pedestrians; density supports more parks.

c.

How to make it happen

Rowhouses are permitted in residential zones. Developers and homeowners should be made aware of the many benefits of rowhouses in terms of affordability and increased neighborhood density.

d.

Related concepts

Duplex – two separate housing units in one structure Townhouse – has party walls on each side Urban density – the density of homes within an urban area

Links, local contacts, more research Santa Fe Growth Management Project PO Box 2627 Santa Fe, NM 87504 Phone: 505-986-383 Fax: 505-986-0339 Email: [email protected] New Mexico Chapter, American Planning Association: http://www.nmapa.org/ Neighborhood Handbook

32

Bicycle Apartment a.

How it works

Housing designed for those who do not own an automobile. A bicycle apartment is an economical alternative to downtown housing which requires space for on-street or garage parking. Tenants in bicycle apartments save money without the financial burden of car ownership.

b.

The big idea

The majority of housing in America is designed with car owners in mind. What this means is wider streets, driveways, and garages , parking lots, or on-street parking. A bicycle apartment saves space and money by using underutilized parking and street space for more living space, commercial space, or community space. Bicycle apartments increase density, which helps create safer and more sustainable neighborhoods. They also keep young people who cannot afford an automobile in the community.

c.

How to make it happen

d.

Related concepts

Zoning should be changed to accommodate higher density and mixed uses.

Bike and Pedestrian Network – see card

A bicycle apartment is an unfamiliar concept to most developers. Marketing this idea to developers as a more efficient use of space and savings on infrastructure is essential.

Slow Streets – see card

Transit-Oriented Development – see card Community Gardens – see card Connectivity – see card

Costs for parking and wider roads can be diverted to create more pleasant public spaces, shade trees, and gardens in the community.

Quotations, statistics and questions.

Links, local contacts, more research

Number one strategy for reducing inactivity-related diseases: shifting from auto trips to walking and bicycling [Centers for Disease Control]

National Center for Bicycling and Walking (http://www.bikewalk.org/) The Active Living Resource Center (http://www.activelivingresources.org/)

Cyclists who ride sober, with the flow of traffic, using lights at night, are 99.999% likely to survive their rides [John Hopkins]

HEALTH AND COMMUNITY DESIGN: THE IMPACT OF THE BUILT ENVIRONMENT ON PHYSICAL ACTIVITY. by Lawrence D. Frank, Peter O. Engelke, and Thomas L. Schmid; Island Press, Washington, DC, 2003; 253 pp. (ISBN 1-55963-917-2)

Trimming one vehicle from your household, saves you $340/month [City of Seattle] Parking Costs: Cost to purchase and install one bike parking rack: $150. Number of bikes that can be parked in one car parking space in paved lot: 6 – 20. Estimated cost of constructing one car parking space in a paved lot: $2,200. Estimated cost of constructing one car parking space in a garage: $12,500 -[Seattle Bicycle & Pedestrian Program]



33

Neighborhood Handbook

Street Trees a.

How it works

Simply planting trees along any street can perform many functions: -Creates buffer between traffic and the sidewalk -Increases shade which decreases temperature

b.

The big idea

Urban landscapes to not have to be devoid of plant and animal life, and street trees are a simple way to create cleaner, more livable communities.

-Supports local wildlife -Calms traffic by tightening streets -Mitigates pollution and runoff -Increases property values c.

How to make it happen

d.

Related concepts

Group planting by a local community group or by the city.

Slow Commercial Street – see card

An important consideration is caring for and watering trees for the initial ‘startup’ years and selecting an appropriate species of tree is vital to the success of such programs.

Pocket Parks – see card

Open Space – see card Urban Ecology – an urban environment can sustain a natural ecosystem

Links, local contacts, more research

Quotations, statistics and questions. A report by the city of Boulder, CO “considered how city trees improve everything from quality of life to home values to infrastructure. For instance, citywide, an average tree soaks up about 1,271 gallons of stormwater annually, saving the city more than $500,000 in infrastructure costs… The analysis also showed each tree in Boulder is worth about $5 toward energy savings - about $175,000 citywide. How so? Just by doing what trees do, such as creating shade, foresters say. “

Neighborhood Handbook

Nature Conservancy 212 E Marcy St # 200 Santa Fe, NM 87501 (505) 988-3867

34

Trust for Public Land New Mexico State Office 1600 Lena St., Ste. C Santa Fe, NM 87505 505-988-5922

Shared Parking a.

How it works

Parking used for multiple, complimentary uses to reduce the overall number of necessary parking spaces in a community. Common combinations include office/ restaurant and commercial/residential parking which allow people to “park once” while making multiple trips. Shared parking saves space, which in turn reduces initial development and upkeep costs of residential or business centers. c.

How to make it happen

b.

The big idea

A great deal of space is wasted on parking due to antiquated and flawed building and zoning requirements that assume every business and residence must provide more parking than is necessary (or ever fully utilized). Shared parking reduces excessive waste of open space and land that could be better used for a variety of other purposes by assessing the parking requirements for an area (not just one business or residence) and providing an appropriate number of parking spaces. d.

Related concepts

Shared parking typically requires policy changes on the city level, but it can also easily be implemented by agreements between developers and land owners.

Connectivity – see card

Some of the best examples of shared parking use public parking facilities located within walking distance of clustered development.

Mixed Use – see card

Urban Heat Island – higher temperatures in urban and suburban areas resulting from excessive paving and little-to-no vegetation. Slow Commercial Street – see card Park Once - the concept that multiple trips can be completed by parking once and walking between shops, rather than moving your car after every stop. Clustered Development - Clustering many services in close proximity so that individuals can park once and use all available services.

Links, local contacts, more research Urban Land Institute – ULI.org Environmental Protection Agency’s (EPA) Heat Island Reduction Initiative (HIRI) - http://www. epa.gov/hiri/ Childs, Mark. Parking Spaces: A Design, Implementation, and Use Manual for Architects, Planners, and Engineers. McGraw Hill, 1999.



35

Neighborhood Handbook

Shared Street

Woonerf, lane

a.

How it works

A shared street is a space where pedestrians, automobiles and even playing children can mix safely. Sidewalk and road are combined in a suface that is pedestrian priority, and typically includes obstacles to easy through traffic. Physical design elements like bulb-outs, tree islands, and narrow travel lanes. Local behavior, like driving slowly, and active use of the street. Signage and education for outside drivers.

c.

How to make it happen

Some streets may carry too much traffic to be converted successfully. Neighbors must work to create desired design. Fire departments will have requirements, including through lanes and staging areas. Count the number of on-street parking spaces your street needs. Consider agreements with adjacent neighborhoods to respect eachother’s slow streets.

b.

The big idea

Historically, streets served many different purposes simultaneously. In the automobile era, cars have taken full priority over other users of streets. Reclaiming streets redistributes use of a public asset to people without cars, and to activities besides transportation. Reclaimed streets, together with parks and other public places, support affordable housing by making smaller houses and apartments more livable. Children who can move independently in a neighborhood are less at risk for obesity and mental health disorders. Active use of the street adds to informal security. d. Related concepts Yield street: a street so narrow that parked cars must be staggered, and drivers must yield to oncoming traffic. Road space reallocation: giving more space to pedestrians, bicycles and alternative transportation. Street reclaiming: Converting a street from a single-use automobile priority zone to many local community uses. Walkability.

Links, local contacts, more research Timothy Beatley, Green Urbanism; Learning from European Cities, Island Press, 2000. Street Reclaiming: Encouraging Community Interaction on Neighborhood Streets. TDM Encyclopedia, Victoria Transport Policy Institute. http://www.vtpi.org/tdm/tdm30.htm

Neighborhood Handbook

36

Slow Commercial Street a.

How it works

A slow commercial street provides safe shared access to shops, restaurants, and other businesses for pedestrians, cyclists, and cars to create a vibrant commercial area and make public streets safe and attractive places for a variety of activities. Slow Commercial streets include bike lanes, onstreet parking, wide sidewalks, shade trees, and public benches. c.

How to make it happen

Merchants association and city must coordinate to slow a commercial street. Through traffic should be maintained, just slower. On-street parking and frequent stop signs or lights are important to slow traffic and ensure pedestrian safety.

b.

The big idea

A street should be a safe and welcoming place for people to walk along, shop, and take part in the community. A slow commercial street is a type of street treatment that emphasizes access to local businesses and equality of all forms of transportation.

d.

Related concepts

Eyes on the street – originally coined by Jane Jacobs to describe the increased safety associated with more people and activities on city streets. TOD (Transit Oriented Development) – see card Shared Street – see card Street Trees – see card

Quotations, statistics and questions.

Links, Local Contacts, More Research:

How many lanes of through traffic are necessary?

Congress for the New Urbanism, CNU.org.

Are there enough active store fronts to support pedestrian activity? Is the street well-connected to residential areas and to alternate transportation?



37

Neighborhood Handbook

Bike and Pedestrian Network Bike and Pedestrian Network a.

How it works

b.

The big idea

A bicycle and pedestrian network is a system of routes including sidewalks, streets, trails, and dedicated bike lanes.

Walking and cycling is a simple, healthy and affordable transportation alternative to costly and polluting automobiles.

A network supports recreational, shopping, and commuting trips and is characterized by safe a and redundant routes.

A bike and pedestrian network is designed so that all trips can easily and efficiently start and end on foot or via bicycle. It makes walking and bicycling a viable alternative to driving and: -creates routes to and from destinations -makes routes safer and more convenient -makes bicycling and walking more enjoyable

c.

How to make it happen

Call for city action to create better, wellconnected sidewalks, bikeways, and multi-use paths. Identify and mark possible routes, improve surfaces, ramps, traffic crossings, landscaping, lighting, and restripping roadways.

d.

Related concepts

Connectivity – see card Slow Streets – see card Transit Oriented Development – see card

Quotations, statistics and questions. 60% of Americans lead completely sedentary lifestyles, and 40% are clinically overweight (1998 report of the American Medical Association) About 40% of all trips are shorter than 2 miles - a 10-minute bike ride or a 30-minute walk (1995 NPTS) 40% of U.S. adults say they would commute by bike if safe facilities were available (1995 Rodale Press Poll)

Links, local contacts, more research

A short, four-mile round trip by bicycle keeps about 15 pounds of pollutants out of the air we breathe. (WorldWatch Institute)

Bicycle Coalition of New Mexico – BikeNM.org

The cost of operating a car for one year is approximately $5,170 (AAA Mid-Atlantic) The cost of operating a bicycle for a year is only $120 (League of American Bicyclists).

New Mexico Department of Transportation - http://nmshtd.state.nm.us/ Walkinginfo.org

Are there any examples of existing or partial bicycle and pedestrian networks in your neighborhood? How many trips do you make to destinations that are near enough to walk to but lack safe, direct and pleasant bicycle or pedestrian routes?

Neighborhood Handbook

38

Bike Paths a.

How it works

Housing designed for those who do not own an automobile. A bicycle apartment is an economical alternative to downtown housing which requires space for on-street or garage parking. Tenants in bicycle apartments save money without the financial burden of car ownership.

b.

The big idea

The majority of housing in America is designed with car owners in mind. What this means is wider streets, driveways, and garages , parking lots, or on-street parking. A bicycle apartment saves space and money by using underutilized parking and street space for more living space, commercial space, or community space. Bicycle apartments increase density, which helps create safer and more sustainable neighborhoods. They also keep young people who cannot afford an automobile in the community.

c.

How to make it happen

d.

Related concepts

Zoning should be changed to accommodate higher density and mixed uses.

TOD (Transit Oriented Development) – see card

A bicycle apartment is an unfamiliar concept to most developers. Marketing this idea to developers as a more efficient use of space and savings on infrastructure is essential.

Bike and Pedestrian Network – see card

Bicycle Apartment – see card Slow Commercial Street – see card

Identify and utilize existing paths and spaces as possible routes for bike paths.

Quotations, statistics and questions.

Links, local contacts, more research

Bicyclinginfo.org – facts, figures, articles, links and a ‘bikeability checklist’ to rate how bikeable your community is.

Bicycle Coalition of New Mexico (bikenm. org)

Activetransportation.org – A site dedicated to active forms of transportation such as walking and bicycling.

New Mexico Cycling (nmcycling.org)



New Mexico Touring Society (http://www. swcp.com/~nmts/)

39

New Mexico State Bicycle and Pedestrian Coordinator Web: www.nmshtd.state.nm.us/ Tim Rogers NM Department of Transportation PO Box 1149 Santa Fe NM 87504-1149 (505) 827-0050 E-mail: [email protected]

Neighborhood Handbook

Commuter Train a.

How it works

Walking, driving or taking the bus to a high-speed train that rapidly, efficiently, and economically transports you to and from work every day. Commuter trains can connect centers within a city or multiple cities together, and often join together with local existing bus, rail, or subway lines at transit hubs to create complete transportation networks. c.

How to make it happen

Most transit dollars in the US go to new freeway construction, or road and freeway repair, by voting for public transportation initiatives, these resources can be better applied to healthier, safer, and cheaper modes of transit like the commuter train.

b.

The big idea

A high-speed, environmentally friendly and economical train that replaces your car for commuting daily to and from work. Commuter trains reduce congestion and commute times by allowing individuals to park and ride, or walk, cycle or take the bus to the train station that will then take them to work. Commuting by train also allows people to work, read, nap, or socialize during a commute that would normally be spent alone in a car. d.

Related concepts

bike station – bikestation.org – a supervised parking and service center for bicycle commuters usually located within transit terminals TOD (Transit Oriented Development) – see card Multi-Modal Transit – see card

Quotations, statistics and questions.

Links, local contacts, more research

Interstate traffic in New Mexico increased by 41% from 1991 to 2001 (American Indicators compiled by The Progressive Review)

New Mexico Rail Runner (http://www.mrcog-nm.gov/Rail_Runner.htm)

“A New Train network is the most effective way to curb sprawl, and goes hand in hand with smart growth, creating livable communities, economic sustainability, environmental protection, human rights, and sustainable community design. When planned together with compact, walkable forms of development, trains solve many serious problems facing society.”  -NewUrbanism.org

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Car Share a.

How it works

A single car can serve the transportation needs of many within a community; when one person leaves a car parked while they are at work, someone else can use It to run errands. Car share programs allow those who do not own a car to use one occasionally without having to either own or rent it.

c.

How to make it happen

Car sharing programs can be small-scale activities among a few friends and neighbors or as a city-wide program.

b.

The big idea

Car ownership is expensive  , and the more cars on the roads, the more traffic and pollution in the community. Car sharing mitigates many of these problems by making it possible for those who may only use a car infrequently to share one rather than own their own.

d.

Related concepts

Location Efficient Mortgage – mortgages adjusted depending on home location and walk/bikeability as opposed to car-dependence Multi-Modal Transit – see card

Quotations, statistics and questions.

Links, local contacts, more research

‘The day will come when the notion of car ownership becomes antiquated. If you live in a city, you don’t need to own a car.’ -William Clay Ford Jr., CEO, Ford Motor Company Ltd.

City Carshare (http://www.citycarshare.org/) CarSharing Network (http://www.carsharing.net/)

In the United States, car ownership is the second largest household expense (According to the Department of Labor’s Bureau of Research and Statistics).

New Mexico Carpool Ride Share (http://www.carpoolworld.com/carpool_list_cities. html?country_code=USA,US&country_name=UNITED_STATES&state_code=NM)

The number of vehicles in the US has increased at an annual rate of almost one and one-half times that of the total population since the late 1960s. (National Personal Transportation Survey, 1995)



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Neighborhood Handbook

Pocket Park a.

How it works

b.

The big idea

Unused railway lines, arroyos, former landfill sites, and unused agricultural land is transformed by the community into a small park.

A pocket park is an open space within the community, owned and managed by the community and is accessible to the entire community.

Pocket parks beautify the neighborhood and create a pleasant community space that can connect to bike and pedestrian paths, greenbelts, or other larger parks.

They provide open spaces for activities, as well as protect the local wildlife and landscape.

c.

d.

How to make it happen

Any unused or underutilized land in a neighborhood can become a pocket park. The most successful pocket parks use local plants and landscaping. Questions of ownership and land management must be addressed when selecting a site. Soil and water standards must also be considered if any portion of the park is to be used for growing fruits and vegetables.

Related concepts

Bike and Pedestrian Network – see card Connectivity – see card Open Space – publicly accessible land that is not built on Greenbelts – long ‘belts’ of undeveloped public land surrounding or running through an urban area

Links, local contacts, more research

Quotations, statistics and questions. -

People living in areas with few outdoor recreation facilities were more likely to be overweight (Catlin, 2003).

-

Children (especially boys) who walked to school were more physically active the rest of the day than those who were driven (Cooper, 2003).

-

Older women living within walking distance of stores, trails or parks had significantly higher pedometer ratings than women who did not. The more destinations that were nearby, the more these women walked (King, 2003).

Trust for Public Land (http://www.tpl.org/) New Mexico State Office 418 Montezuma Ave. Santa Fe, NM 87501 505-988-5922

*From: “Public Health and Open Space.” By: Betsy Severson (http://depts.washington. edu/open2100/Resources/5_New%20Research/public_health.pdf ) Neighborhood Handbook

City of Santa Fe Ordnance No. 2003.35 42

District Heating a.

How it works

A central boiler provides heat to a group of buildings, usually though piped hot water or steam. A central boiler can be much more efficient than many small boilers. District heat can be combined with cogeneration, making electricity from a steam turbine powered by the same boiler.

b.

The big idea

District heating supports affordable housing and business spaces by reducing utility costs, and eliminating purchase and maintenance of individual boilers. Several alternative heat sources can contribute heat to the system, increasing the resilience of the system as fuel supplies and prices change. District heating works well with renewable sources such as biomass, solar, and geothermal. District heating can give a community the ‘buying power’ to make use of alternative systems that are more effective at a larger-thanhousehold size.

c.

How to make it happen

District heat is easer in new construction, but can be retrofitted to an existing district. Consider the energy needs of the buildings to be supplied, and look at the times of day that each requires peak supply. Mixing residential and commercial can balance peak

d.

Related concepts

Biomass – the use of organic materials for fuel Geothermal – energy in the form of heat from within the earth Cogeneration: Cogeneration is the simultaneous production of heat and power in a single thermodynamic process. Almost all cogeneration utilizes hot air and steam for the process fluid, although certain types of fuel cells also cogenerate. (-http://www.energy.rochester.edu/) Community utilities – locally owned utility

Links, local contacts, more research

Quotations, statistics and questions.

A recent census by the Department of Energy found more than 30,000 district heating systems in the United States and there are thousands more throughout the world.(http:// www.energy.rochester.edu/)



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Community Gardens a.

How it works

b.

A shared plot of land where members of the community work together to grow fruits, vegetables, and herbs. The garden also beautifies a neighborhood and allows those who do not have enough space for a garden at their own home to cultivate their own plot.

The big idea Local food production makes a community sustainable because the community is no longer as dependent on outside food sources. Gardens also create healthier communities by providing inexpensive and readily accessible fresh fruits and vegetables.

The garden brings community members together and provides an educational experience for neighborhood children.

Community Gardens are based on a cooperative model.

Any additional crops produced at the garden and not used by the community can be sold at farmer’s markets to help sustain the garden. c.

How to make it happen

All a community garden requires is a suitable plot of land with adequate soil and water, and a few people to cultivate it. In some communities this requires a lease agreement and a committee, in others only a group of neighbors and an abandoned lot.

d.

Related concepts

Irrigation – to supply diverted water via pipes, ditches, etc… Cisterns – see card Compost – using household organic waste as fertilizer for gardening Greenhouses – a glass structure for growing plants

Quotations, statistics and questions. A study of a Chicago public housing development by University of Illinois researchers Frances E. Kuo and William C. Sullivan has found that apartment buildings surrounded by trees and greenery are dramatically safer than buildings devoid of green. The greener the surroundings, the fewer crimes occur against people and property.

Links, local contacts, more research:

  In Santa Cruz, CA the Homeless Garden Project raises vegetables, herbs and flowers on 3.5 acres. Daily, 25 garden workers eat lunch freshly made from the garden’s produce. The remaining vegetables are sold wholesale, distributed to their community supported agriculture (CSA) subscribers, and donated to a soup kitchen and an AIDS project. Their estimated annual income from all sales, including dried flower wreaths and other crafts as well as fresh produce, is $26,000.



Trust for Public Land New Mexico State Office 1600 Lena St., Ste. C Santa Fe, NM 87505 505-988-5922

-“Urban Agriculture and Community Food Security in the United States: Farming from the City Center to the Urban Fringe” Prepared by the Urban Agriculture Committee of the CFSC, February, 2002

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Transit-Oriented Development a.

How it works

b.

The big idea

Development built for pedestrians, public transit, and bicycling provides people more transportation options, increased density, and safer, less polluted communities.

Most development in the US has been built for the automobile., but with rising fuel prices, pollution levels, and expanding sprawl, this type of development has proven unsuccessful.

Residential, commercial, and public spaces are constructed within walkable distance to public transportation.

TOD focuses on building communities for pedestrians as well as making them wellconnected to public transportation.

Building for pedestrians means density (shorter trip distances) safety (more and wider sidewalks and crosswalks) and efficiency (making walking and public transit faster and more economical than automobiles).

Connectivity and walkability decrease dependence on automobiles and fossil fuels, as well as preserves open spaces around and within cities. And fewer cars mean less pollution and fewer traffic accidents.

c.

d.

How to make it happen

TODs usually require the cooperation of the city, the landowners, the transit authority, the neighborhood and developers. TODs must consider public benefits to be successful. Neighborhood and business groups must be actively involved to define local needs.

Related concepts

Multi-Modal Transport – see card Connectivity – see card Walkability – ability to safely and efficiently walk in a given area Mixed-Use Neighborhood Core – combining residential, business, and commercial uses in neighborhood centers.

Quotations, statistics and questions.

Links, local contacts, more research

Will a TOD increase liveability and affordability in the surrounding neighborhood?

New Mexico RailRunner Express - http://www.nmrailrunner.com/

Does TOD have a positive affect on the local economy?

New Mexico Department of Transportation - http://www.nmshtd.state.nm.us/ Transportation Equity Act for the 21st Century - http://www.fhwa.dot.gov/tea21/ Intermodal Surface Transportation Efficiency Act of 1991 - http://ntl.bts.gov/DOCS/ste.html Center for Tranist oriented Development, CTOD.org Congress for the New Urbanism, CNU.org



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Mixed Use Neighborhood Core a.

How it works

Neighborhood centers become safe and lively places when people can live, work, and shop in the same place. Typical mixed-use development consists of retail/business on the first floor of a building, and the upper floor(s) are residential units. Mixed-use is not limited to single buildings; often mixed use neighborhoods simply allow many land uses in close proximity. c.

How to make it happen

Development should be guided and directed by the community so support mixed use neighborhoods. Zoning laws must be changed to support multiple uses and greater density to improve walkability.

b.

The big idea

Mixed Use neighborhoods are one component of creating sustainable neighborhoods around a center which provides most daily needs for residents. Mixed Use means convenience as well as safety; by fostering active neighborhood centers, the presence of people and businesses (or “eyes on the street” at all hours) decreases crime. d.

Related concepts

Multi-Modal Transport – see card Connectivity – see card Walkability - ability to safely and efficiently walk in a given area “Eyes on the Street” - originally coined by Jane Jacobs to describe the increased safety associated with more people and activities on city streets. Transit Oriented Development – see card

Links, local contacts, more research Santa Fe County Land Use Department P.O. Box 276 102 Grant Avenue Santa Fe, NM  87504-0276 Phone:  505-986-6225 Fax: 505-986-6389

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Multi-modal Transit Hub a.

How it works

Connecting different types (multiple modes) of transportation to facilitate simple and efficient movement between modes and around a city. Walking, riding a bicycle, or driving to a train or bus station, and taking that to your final destination should and can be a simple, fast, and economical process.

c.

How to make it happen

Transit-oriented development (TOD) facilitates a physical infrastructure to support multi-modal transit. By designing and building for other types of transportation (both public and personal) a neighborhood becomes a more pedestrianfriendly and livable place.

b.

The big idea

Transit hubs and well-connected street systems allow multiple transit modes to come together and provide transportation options that are faster and more efficient than sitting in traffic and spending money on gas. Multi-modal transit works downtown and in suburbs; downtown people can easily walk to bus stations, or ride bicycles to the train station, and in suburbs park and ride lots can connect drivers to bus and train networks that will take them to jobs in town. d.

Related concepts

Connectivity – see card Bike and Pedestrian Streets – see card Transit Hubs – centers where one or many forms of transit meet to facilitate connections and transfers Park and Ride – locations where commuters can park their car and then board public transit Commuter Train – see card TOD (Transit Oriented Development) – see card

Links, local contacts, more research

Quotations, statistics and questions. -Transit investment has double the economic benefit to a city than does highway investment.

New Mexico Department of Transportation ‘Statewide Multi-modal Transportation Plan 2025’ (http://nmshtd.state.nm.us/upload/images/Long_Range_Planning_Section/ GuidingPrinciples/FulfillingNMDOTs_GuidingPrinciples.pdf )

-Transit can enable a city to use market forces to increase densities near stations, where most services are located, thus creating more efficient subcenters and minimizing sprawl.

National Transit Institute (http://www.ntionline.com/)

-Transit enables a city to be more corridor-oriented, making it easier to provide infrastructure.

Transportation Equity Act for the 21st Century (TEA-21) The Intermodal Surface Transportation Efficiency Act of 1991 (ISTEA)

-Transit enhances the overall economic efficiency of a city; denser cities with less car use and more transit use spend a lower proportion of their gross regional product or wealth on passenger transportation.  - Taken from Sustainability and Cities, by Newman & Kenworthy.

New Mexico Rail Runner (http://www.mrcog-nm.gov/Rail_Runner.htm)

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Form-Based Codes a.

How it works

b.

The big idea

To preserve a neighborhood or community’s character and allow for mixed use development, form-based zoning focuses on regulating the physical elements of buildings in the area.

Form based zoning is based on the idea that the defining characteristics of any community are it’s physical form, and that traditional use based zoning fosters unhealthy development.

In contrast, conventional zoning can be described as ‘use based zoning’ –focusing on the use of land and providing very little (if any) regulations concerning the style, size, and character of structures and development.

By regulating form and not function through zoning, suburbs, strip-malls, and sprawl can be reduced or eliminated because a physical separation of uses is not mandated by law.

c.

d.

How to make it happen

Related concepts

A cohesive community vision is essential to determine specific form based codes.

Mixed-Use Neighborhood Core – see card

These codes can then be applied within the community and direct new development or redevelopment.

Walkability - ability to safely and efficiently walk in a given area

Connectivity – see card

Links, local contacts, more research The Smart Growth Network; www.smartgrowth.org. Smart Code: http://www.placemakers.com/info/smartcode.html Santa Fe County Land Use Department P.O. Box 276 102 Grant Avenue Santa Fe, NM  87504-0276 Phone:  505-986-6225 Neighborhood Handbook

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Economic Toolbox o A CRC in the Triangle could serve a wide array of purposes and need not be restricted to workforce development. A current proposal for a Triangle CRC developed by the Triangle District Project Group also includes an immigrant resource center, city hall services, and support for community events, groups, associations, and institutions.

The Economic Toolbox focuses on the economy of the community. This toolbox contains very little information on existing programs that can be immediately used by businesses and households (which can be found respectively in the Business Toolbox and the Household Economics Toolbox) and is oriented toward the creation of new institutions in the Triangle. Community institutions are important because they can be used to manage the ways that the four factors of production – labor, capital, land, and entrepreneurship – are employed in the local area. The tools collected here are designed to reorient these four factors toward local households and small independent businesses, both of which must be at the heart of any economic development initiative in the Triangle.

•

o The Santa Fe One-Stop Career Center consolidates information on local workforce development resources. The One-Stop Career Center is located at 301 West Devargas and can be reached at 505-827-7434.

The institutions described in this toolbox reorient the factors of production toward local economic development by virtue of two characteristics: (1) they are structured to increase the opportunity and decrease the risk for local residents and businesses to gain access to resources and (2) they must be created and managed by community members. We believe that economic development should not jeopardize the character of local neighborhoods or be detrimental to residents’ quality of life and that the best way to ensure that economic development actually benefits the community is to give local residents and business owners control over local resources.

•

Community Development Financial Institutions (CDFIs) Community development financial institutions are designed to provide local businesses and residents with access to financial services at rates and quantities more favorable than those provided by conventional lenders. Because they are controlled largely by community members, CDFIs are more likely to engage in lending that contributes to the long-term health of the community rather than the short-term profits of the institution. This approach to finance centers on making sure everyone in the community has access to capital and is provided with the counseling and assistance needed to use it best. By offering consumer banking services CDFIs also give residents a way to make sure that their savings are reinvested in the community – helping to build and grow local businesses and serve the housing needs of local residents.

Workforce development is a fundamental component of most economic development strategies because a skilled workforce is necessary for business growth and is associated with higher productivity and higher wages. The concern here is with institutions that can further workforce development in the Triangle. However, because there are already a plethora of non-profit and government institutions and organizations providing workforce development services in Santa Fe, we suggest founding a resource center to channel these programs into the Triangle and make them more accessible to local residents and businesses (see below). Existing workforce development programs for businesses are listed in the Business Toolbox while those for individuals are listed in the Household Economics Toolbox.

•

Community Development Banks o Engage in lending and investment to small businesses, nonprofit community organizations, and housing developers.

Community Resource Center (CRC)

o Funded by member deposits.

o A community resource center consolidates all information on local workforce development and entrepreneurial development resources in one location.

o Although they are organized as for-profit corporations, community members serve on the corporate board and should make up the majority of stockholders.

o Maintains a library of resources that is available to the residential and business community, has staff that provides references to programs when requested, provides the initial forms and applications needed to apply to various workforce development programs, features conference space where community members can meet with staff from workforce development service providers, and contains a classroom/training space for in-house workforce development training.

o Provide mortgage financing, home improvement, commercial business, nonprofit, and student loans. Offer consumer banking services. •

Community Credit Unions o Provide affordable credit and retail financial services to credit union members and promote savings and ownership of assets in the community.

o Develop a wide range of partnerships with organizations involved in workforce/ entrepreneurial development in Santa Fe and help channel their services into the Triangle.

o Financed by deposits and funds from social investors.

o Nonprofit co-operative owned and operated by credit union members

o Gathers input from community members and facilitates better coordination of partner programs with the needs/desires of local residents and business persons.



Funding and Assistance o The sources of funding for a community resource center will largely depend on the specific functions of the center.

Workforce Development

•

Local Community Resource Centers

o Offer savings account, check cashing, personal loans, and home rehabilitation loans (consumer banking services)

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o Members have access to credit counseling and business planning •

income. WESST Corp. consultants work with loan recipients throughout the loan process. (505-474-6556; http://wesst.org)

Community Development Loan Funds

o Santa Fe Community Housing Trust offers a reverse mortgage program for the terminally ill, administers a homebuyer education program, and provides soft second mortgages and down-payment assistance to first-time homebuyers. (505989-3960; www.santafecommunityhousingtrust.com)

o Provide loans to small businesses, nonprofit community organizations, and social service providers. o Aggregate below market rate investments from foundations, corporations, banks, government funds, and individuals.

o Homewise Inc. provides homeowners with low interest loans for home maintenance, offers classes in homebuyer education, financial fitness, and home repair, operates a comprehensive Home Purchase Program that provides homebuyer counseling, a personal real estate agent, and access to below market rate interest loans (including soft second mortgages), and offers a land to home builder program in which people who own vacant land are assisted in building a reduced cost home. (505-983-6214; www.homewise.org)

o Nonprofit in which community borrowers and investors serve on the board and on loan committees. o Finance housing construction and pre-development as well as business start-up and expansion. Provide facilities loans. o Borrowers receive comprehensive guidance throughout the loan •

o Native American Lending Group, Inc. (NALG) provides loans, technical assistance and on-site, one-on-one trainings to Native American owned businesses. NALG’s services include individual counseling, group workshops and referrals to other technical-assistance organizations. (505-345-2985; [email protected])

transaction process.

Community Development Venture Capital Funds o Create jobs and entrepreneurial capacity by providing equity and debt with equity features to small businesses.

o There are many credit unions located in Santa Fe, including Guadalupe Credit Union, Del Norte Credit Union, Permaculture Credit Union, State Employees Credit Union, and Northern New Mexico School Credit Union.

o Funded by investments from foundations, individuals, corporations, and government. o Can be either for profit or nonprofit with varied community representation.

•

o Finance commercial equity investments and loans with equity features.

o CDFIs can receive federal funding and assistance by registering with the U.S. Department of the Treasury’s CDFI Fund. (202-622-8662; www.cdfifund.gov)

o Portfolio businesses receive extensive technical assistance. •

o CDFIs that provide small independent businesses with equity, venture capital or loans may be eligible to receive funds at favorable rates from the Federal Government by registering as Small Business Investment Companys (SBICs) with the New Mexico Small Business Administration. (505-346-7909; www.sba.gov/nm/ financing.html)

Microenterprise Development Loan Funds o Provide loans and technical assistance to very small businesses and self-employed individuals. o Funded by foundations and government.

o Nonprofit CDFIs that provide very small loans to small independent businesses may receive funds from the MicroLoan Program administered by the New Mexico Small Business Administration. Loans must be under $25,000 with an average loan size of $10,000 to be considered microloans. (505-346-7909; www.sba.gov/nm/ financing.html)

o Nonprofit in which borrower groups make lending decisions (peer lending). o Offer start-up and expansion loans to very small businesses.

o Borrowers receive training and technical assistance in business development. •

o The National Community Capital Association provides financing, training, counseling, and information services for all of the above types of CDFIs. (215-9234754; www.communitycapital.org)

Local CDFIs o The Santa Fe Small Business Community Loan Fund, headquartered in Albuquerque, provides loans to small businesses in Santa Fe (866-873-6746 www. nmcdlf.org/ sfloans.htm).

o The National Cooperative Bank offers funding, information services, and counseling to credit unions. (510-496-2200; www.ncb.coop)

o ACCION New Mexico provides loans to small independently owned businesses (800-508-7624; www.accionnm.org) o Women’s Economic Self-Sufficiency Team Corp (WESST) provides microloans, as well as business consulting and training, to women and minority owned businesses. Service fees are determined on a sliding scale that is correlated to

Neighborhood Handbook

Funding and Assistance

50

o A free guide for developing a CDC is available from the National Congress for Community Economic Development at www.ncced.org /mycdc.htm

Community Development Institutions (CDIs) While CDFIs offer the community a way to control finance in the local economy, community development institutions provide a way to manage land and labor. CDIs lease, manage, and/or develop residential and commercial property with the aim of creating jobs and providing local residents and business owners with affordable properties. •

•

o The British Government defines social enterprise as “…businesses with primarily social objectives whose surpluses are…reinvested for that purpose in the business or in the community, rather than being driven to maximise profit for shareholders and owners. Social enterprises tackle a wide range of social and environmental issues and operate in every sector of the economy.”

Community Land Trusts (CLTs) o Enables local control of area land and resources and provides affordable properties for homeowners, tenants, and businesses.

o Can be organized as a non-profit or for-profit and vary in the degree of community ownership and participation.

o Operate by buying land in the community and leasing it to residents and businesses at below market rates.

o Community Development Corporations often form social enterprises (sometimes called social purpose enterprises) to either help finance community development initiatives or deliver services to the community.

o Organized as a non-profit managed by a member elected board of directors. There are three kinds of directors on the board, each representing a different interest in the community. The first type represents people living or working on CLT properties, the second represents non-resident trust members, and the third represents the community at large. In addition, members are split into two voting groups: people who live on CLT properties and non-tenant community members.

o Social enterprises can work in a broad range of issues – economic development, education, the environment, health care, domestic abuse, etc. o The majority of social enterprises work to create jobs for or provide training to people that are traditionally discriminated against in the labor market – former prisoners, women, ethnic minorities, the disabled, etc.

o Land trusts usually use a long-term lease (the unofficial standard is 99 years) and restrict the deeds on properties so that: (1) the holder of the deed must live or work on the property and (2) the land must be sold back to the CLT at a predetermined resale formula.

•

o The Santa Fe Railyard Community Corporation intends to create an “inviting public space for recreational, social, artistic, and commercial activities” in the Santa Fe railyard (505-982-3373; www.sfrailyardcc.org).

o Land trusts capture the equity gain on property by taking it out of the market. By accumulating the increase in the money value of the land over time, the trust is able to build up capital reserves that can be used to purchase more land. The trust also has the option of using its equity as collateral for loans.

o The Northwest New Mexico Community Development Corporation focuses “on expanding funding available for business financing, housing, infrastructure, and other community development needs” in McKinley, Cibola, and San Juan Counties (www.epcog.org/nw/nw_com.htm).

o CLTs can buy either undeveloped land and plan to build on it or buy land with existing buildings. They are also capable of managing a building as rental housing or retail space.

o There are many other CDCs in New Mexico. A few examples include the Taos County Economic Development Corporation, the Laguna Development Corporation, and the Grater Espanola Valley Community Development Corporation.

Community Development Corporations (CDCs) o Primarily used to create housing and jobs by developing retail, commercial, and residential property. Also capable of providing social services and neighborhood planning.

•

Funding and Assistance o Community development institutions can receive federal funds and assistance by registering with the U.S. Department of Housing and Urban Development as a Community Housing Development Organization (CDHO) or by entering into the Self-help Ownership Opportunity Program (SHOP). (http://www.hud.gov/offices/ cpd/affordablehousing/programs/index.cfm)

o Organized as an incorporated non-profit.

o A large percentage of shareholders must live in the community. Community residents and business owners should constitute a majority on the corporate board. o Initial funding comes from foundations, individuals, and government. CDCs are capable of generating revenue and becoming financially self-sustaining in time.



Local CDIs o The Sawmill Community Land Trust in Albuquerque is currently working on a 27 acre community revitalization project with an emphasis on providing housing to low and moderate income families. (505-764-0359; www.sawmillclt.org)

o Each CLT has a different formula dividing the principal payments, down payments, and accumulated equity between the trust and the seller, but the goal of each resale formula is the same: to provide the seller with a profit and allow the trust to preserve affordable prices for future residents.

•

Social Enterprise

o The Institute for Community Economics (ICE) offers technical assistance to CLTs, manages a loan fund for community organizations, and has developed a national

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o Encourages investors to develop business management skills and knowledge of the local market. Both workers and consumers are often investors and business decisions must be crafted to balance the interests of the two groups.

network of land trusts. ICE also produces a number of books on how to start and manage a CLT. These are available at the ICE website. (413-746-8660; www.iceclt. org)

o Help build the tax and income base of local communities by anchoring capital locally.

o The Administration for Children and Families’ Urban and Rural Economic Development program awards grants to CDCs (contact Debbie Brown 202-4013446; http://www.acf.hhs.gov/programs/fbci/progs/fbci_ced.html)

•

o The Local Initiatives Support Corporation offers financing and technical assistance to CDCs. (212-455-9800; www.lisc.org)

o Created through a business pension plan that invests the majority of employee pension money back into the workplace. Allows workers the option of borrowing against future company earnings in order to buy company stock.

o Wall Street without walls offers financing and technical assistance to CDCs. (www. wallstreetwithoutwalls.com)

o For profit corporation in which employees become partial or full owners.

o The National Congress for Community Economic Development (NCCED) provides information and limited assistance services to CDCs. The NCCED also sells a number of guides on-line that address starting and managing a CDC. (202-2899020; www.ncced.org)

o Enables workers to accumulate assets by sharing in the equity of the company and reduces the chances of company closure or relocation. Provides a way for owners to sell their company and retire without worrying about the business being relocated away from the community it serves.

o The Enterprise Foundation provides assistance in finding and applying for community development funding. (995-0658; www.enterprisefoundation.org)

o Helps anchor capital in local communities. Maintains local employment stability and increases worker productivity by an estimated 4-5%.

Collaborative Business Models

•

When people collaborate to start a business they combine their resources and skills; giving the business a more solid financial base than any one person could muster and making each person’s talents more valuable by linking them with the others. When people use a co-operative business model, the profits and the costs of the business are diffused among the collaborators. This makes it less risky for each individual to get involved in starting the business.

o Businesses with ESOPs in Santa Fe include Los Alamos National Bank and Souder, Miller, and Associates. •

Funding and Assistance o The National Cooperative Bank offers funding, information services, and counseling to co-ops. (510-496-2200; www.ncb.coop) o The National Cooperative Business Association runs a comprehensive cooperative business development program (202-638-6222; http://ncba.coop) o The Cooperative Development Foundation oversees a number of grant funds, which it uses to advance cooperative development. (202-638-6222; www.cdf.coop)

Co-operatives

o The ESOP Association provides information resources and manages a national network of businesses with ESOPs. (202-293-2971; www.esopassociation.org)

o Enables a group to aggregate capital for business development, diffuse profits equally to each investor, and diffuse the burden of losses so that no one individual bears the entire risk of business failure.

o The Employee Ownership Foundation awards grants and provides assistance to businesses initiating or strengthening ESOPs. (202-293-2971; www.employeeowner shipfoundation.org)

o Financed by equal capital investment from each individual who is working to start the co-op. o For profit or nonprofit typically governed by an elected board. Each investor has an equal say in determining the board (one person, one vote). o A large number of different business types can be organized as co-operatives. A few of the most common types include purchasing, retail, agricultural production, grocery, housing, and electrical co-operatives.

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Local Collaborative Business o Co-ops in Santa Fe include the New Mexico Rural Electric Cooperative Association and La Montanita Coop Food Market.

Community development financial institutions (CDFIs) and community development corporations (CDCs) can actively seek to promote collaboration. Some methods for furthering collaborative businesses may include helping people find business partners, giving financial incentives for collaboration, providing workforce/entrepreneurial development programs aimed at collaborative business, or directly developing and managing collaborative businesses. •

Employee Stock Ownership Plans (ESOPS)

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Economic Modeling An economic model presents a vision of the future economy the community desires and a general map of how to get there. A good economic model helps people figure out what programs will benefit the local economy, how different vitalization measures fit into a common vision of the future, and why this vision is worth working toward. •

Clusters Arts & Culture Design Water Conservation & Clean Energy Technologies Medical Practitioners/Health Services (traditional and alternative) Hospitality Publishing New Media Retiree Services Information Technologies /Software Development Financial Services Food & Beverage Production Outdoor Gear & Apparel Private Education Biotech/Biomedical

‘Homegrown’ Business/Localized Economy o Aims to develop the economy by building on existing area businesses and encouraging neighborhood residents to develop new businesses. The homegrown model stands opposed to a strategy of providing employment opportunities by encouraging businesses established and headquartered outside the local economy to relocate or open a new location in the area. o The City of Santa Fe Economic Development Plan proposes a strategy of homegrown business development. o Uses local skills and knowledge to create an economy that is suited to the community rather than creating a community that is attractive to the economy. o Small businesses owned by community members are more likely to: purchase inputs from local businesses, fund neighborhood groups and events, respond to local consumer needs, and keep profits in the local economy. Large businesses that have already established themselves outside the community usually have preestablished contracts with their suppliers and expatriate a percentage of profits to wherever they are headquartered. o Ideally, new businesses that develop should provide goods and services that were formerly only available via non-local firms. This model seeks to substitute nonlocal businesses with locals in order to keep more money in the community and improve circulation of money in the local economy.

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Identified by SFEDI

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Identified by AE X X X

X

X

X X X

X X X X X

X X X X X

Local Economic Modeling o The city’s official Economic Development Plan can be obtained from the City of Santa Fe Economic Development Division. (http://www.santafenm. gov/community-services/community-development/EconomicDevelopmentGeneralInformation.asp)

Cluster Development o Aims at developing types of businesses that: (1) have been successful in the local economy and (2) benefit from an expanding local network of related businesses.

o The Santa Fe Alliance supports a model of homegrown independent businesses. Reports outlining this approach are available on the alliance website. (505-9895362; www.santafealliance.com)

o Termed “economic gardening” by Santa Fe Economic Development Incorporated (SFEDI), a strategy of cluster development involves: identifying what types of businesses are already thriving in Santa Fe; assisting existing entrepreneurs in identified clusters through specially designed development initiatives (low cost loans, workforce development initiatives, management counseling services, etc); promoting links between vertically and horizontally related industries; when appropriate, advocating district zoning and other measures aimed at developing a business type within a certain area; actively cultivating new entrepreneurs in identified clusters through training programs and business start-up aid.

o Santa Fe Economic Development Inc. (SFEDI) supports a model of cluster development. (505-984-2842; www.sfedi.org) o Although not a local institution, the New Economics Foundation has developed economic models for strategies oriented toward growing localized businesses. (www.neweconomics.org/gen)

o Generates a dynamic synergy in the local economy by creating a unique blend of institutions and skills suitable to specific types of business networks. o Below is a table that compares the Santa Fe clusters identified by SFEDI and the target industries identified by Angelou Economics (AE).



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Business Toolbox A healthy business community within the Triangle is a major asset to local neighborhoods. First, mixed-use areas (areas with both residents and businesses) foster local job creation and provide residents with nearby places to shop – saving them time and reducing transportation costs. Second, a thriving business community makes it easier to open new businesses nearby and encourages entrepreneurship. Third, independent business ownership is, for many people, an end in itself. Whether it is the pride of ownership, a greater degree of control over one’s own life, or some other elusive characteristic that makes owning one’s own business important to people, business ownership contributes to quality of life and should be supported.

CRS Taxpayers (free), Financial Literacy ($20), Payroll for Small Businesses ($20), Steps to Starting a Small Business ($20), Bookkeeping Basics ($40), IRS Taxes ($40), Quickbooks Pro ($99), Certified Bookkeeping ($995). (505-428-1343; www.nmsbdc. org/santafe) o The Santa Fe chapter of the Service Corps of Retired Executives (SCORE) offers free workshops and free seminar series for both for-profit and non-profit management (505-988-6302; www.santafescore.org/). o The Women’s Economic Self-Sufficiency Team Corp (WESST Corp) provides training to women and minority owned businesses. Service fees are determined on a sliding scale that is correlated to income. Examples of common workshops include: Evaluating Your Business Readiness, Setting Business Goals, Cost-Effective Marketing Strategies, Customer-Driven Enterprise, Business Plan Writing, Forging Alliances for Profit, and Should You Incorporate (505-474-6556; www.wesst.org).

The tools in this toolbox are designed to help existing business owners strengthen their businesses and to make it easier for new entrepreneurs to emerge from the community. In contrast to the Economics, Social, and Gentrification Management Toolboxes, this toolbox consists entirely of existing programs that business owners can immediately make use of rather than descriptions of new programs and institutions that community members could create. The tools cover workforce and entrepreneurial development, business consulting and technical assistance, finance, facilities/equipment, government contracting, and tax breaks and are oriented toward increasing the efficiency of small businesses. Associations for businesses (merchants associations and independent business alliances) are described in the Social Toolbox.

o Native American Lending Group, Inc. (NALG) provides on-site, one-on-one trainings to Native American owned businesses. NALG’s services include individual counseling, group workshops, and referrals to other technical-assistance organizations. (505-345-2985; [email protected]) o The New Mexico Economic Development Department’s Job Training Incentive Program funds classroom and on-the-job training for newly created jobs in expanding businesses. Businesses are eligible for JTIP if they manufacture or produce a product in New Mexico or if 60% or more of their revenues are a result of exporting services to out of state clients (contact Theresa Varela 505-8270323; http://www.edd.state.nm.us/index.php?/business/job_training_incentive_ program/.

Workforce and Entrepreneurial Development Workforce and entrepreneurial development programs help ensure that Santa Fe businesses are competitive enough to survive and thrive in the business world. While workforce development helps a business achieve a more productive staff, entrepreneurial development also helps business owners sharpen the skills they need to start, plan, and manage their business. Investing in workforce and entrepreneurial development is a key component of business development and growth. •

Business Consulting and Technical Assistance Business owners often face difficult managerial issues and technical problems that they lack expertise in but that require resolution. In these situations, the business consulting and technical assistance services of Santa Fe non-profits can help business owners decide what the best solution is by offering expert advice on the relevant issues. All of the organizations listed below offer these services at no cost.

Local Workforce and Entrepreneurial Development Programs o Santa Fe Community College (SFCC) offers customized training programs for business staff and for entrepreneurs. Programs can be designed as college credit, continuing education unit, or non-credit courses. Examples of entrepreneurial programs include: project management, coaching for employee success, managing change, strategic planning and thinking, team building, conflict resolution, leadership and supervision, customer service, workplace ethics, understanding workplace conflict, etc. Examples of staff programs include: accounting; emergency management; film production; hotel and restaurant management; media arts; Spanish for medical, human services, police and other specialized personnel; etc. SFCC also offers training in computer skills and software use. The programs are described as “cost effective” and the budgetary constraints of participating businesses are factored into the price of customized training programs (contact Jeanne-Marie Crockett, 505-428-1414; www.sfccnm.edu/sfcc/ pages/715.html).

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o The Santa Fe Small Business Development Center (SBDC) offers free management consulting to small businesses and people considering starting a business. SBDC advisors can also aid business owners with technical problems. (505-428-1343; www.nmsbdc.org/santafe) o The Santa Fe chapter of the Service Corps of Retired Executives (SCORE) offer free team business counseling sessions, specialized counseling, and e-mail counseling. (505-988-6302; www.santafescore.org/) o The Women’s Economic Self-Sufficiency Team Corp (WESST Corp) offers business consulting to women and minority owned businesses. (505-474-6556; www.wesst. org).

o The Santa Fe Small Business Development Center (SBDC) offers low-cost training courses to small businesses and people considering starting a business. Examples of workshops from the SBDC’s 2006 calendar of events include: Information for



Local Business Consulting and Technical Assistance

o Native American Lending Group, Inc. (NALG) provides business consulting and technical assistance to Native American owned businesses. NALG’s services

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o ACCION New Mexico provides loans to small independently owned businesses. (800-508-7624; www.accionnm.org)

include individual counseling, group workshops and referrals to other technicalassistance organizations. (505-345-2985; [email protected])

o The Santa Fe Small Business Development Loan Fund provides loans to for-profit small businesses, for-profit corporations wholly-owned by nonprofit corporations, nonprofits, and cooperatives. Loans range from $5,000 to $100,000; interest rates range from 6% to 8%; and loan terms range from 1 to 10 years. For every $25,000 borrowed the business must retain or create one job. Borrowers are provided with technical assistance and counseling throughout the loan process. (866-873-6746; www.nmcdlf.org/sfloans.htm)

Mentorships/Internships Mentorships and internships provide a valuable resource for businesses looking for new employees or interested in finding low-cost part-time employees. These arrangements allow employers an opportunity to ‘preview’ interns over the course of their internship (during which they are fairly low-cost) to see if they would be an asset to the business as an employee. Interns also benefit from this arrangement by gaining skills and experience in the workplace. •

o Native American Lending Group, Inc. (NALG) provides loans to Native American owned businesses. NALG’s other services include individual counseling, group workshops and referrals to other technical-assistance organizations. (505-345-2985; [email protected])

Local Mentorships/Internships o Santa Fe Economic Development Incorporated (SFEDI) administers a summer intern program. Students from public and private schools, as well as people reentering the workforce, are hired by SFEDI for 60 hours of work at a participating business (505-984-2842; www.sfedi.org/student.html).

o Women and minority owned small businesses may be eligible for loans from the Women’s Economic Self-Sufficiency Team (WESST) Corp. $200 to $5,000 loans are available to businesses that have been in existence for under 12 months; $200 to $35,000 loans are available to businesses that have been in existence for more than 12 months. Interest rates vary. Loans may be used for a wide variety of business expenses, but may not be used to refinance existing debt. WESST Corp. consultants work with loan recipients throughout the loan process. (505-474-6556; http://wesst.org/services/ financialassistance.html)

o The College of Santa Fe Service Learning program places students in internships with participating businesses, non-profits, and public schools. The college funds 50% to 100% of the intern’s pay for a maximum of 20 hours a week (contact Janice Zoller 505-473-6179; http://www.csf.edu/csf/services/experiential.html) o Santa Fe Community College administer Internship, Cooperative Education, and Service Learning programs. Internships and Service Learning placements are unpaid positions in which students earn college credits. The Cooperative Education program grants credits to students in paid positions related to their field of study (contact Martha Sorensen 505-428-1702; http://www.sfccnm.edu/ sfcc/ pages/317.html).

o The Enchantment Land Certified Development Company (ELCDC) provides small privately owned expanding businesses with loans that can be used for plant acquisition, construction, renovation or expansion, site improvements, acquisition of equipment, interest on interim financing, and soft costs essential to the project. ELCDC loans are fixed rate, long-term (10 to 20 years), and require low down payments. (505-843-9232; www.elcdc.com)

o The Institute of American Indian Arts Career Arts Development and Placement Center supplies students with information on available internships in the community. (505-424-2300; www.iaia.edu/college/whoweare-sa-ss.php).

o Under the Small Business Administration’s (SBA) 7(a) Loan Program, small businesses may receive guaranteed loans from participating private lenders. Businesses apply directly to the private lender for the loan, which is structured along 7(a) guidelines (and may have more favorable rates and terms than marketrate loans). If the lender perceives some weakness in the loan application, then they may seek an SBA guaranty on the loan. The guaranty assures the lender that the Government will reimburse a percentage of the loan if a payment default occurs. The borrower remains obligated for the full amount due. The only participating lender in Santa Fe is the Bank of Santa Fe, 241 Washington Avenue (505-984-0478). For a compete list of participating banks in New Mexico visit www. sba.gov/nm/nm_plp.html. The New Mexico SBA can be reached at (505)-346-7909 or online at www.sba.gov/nm.

Finance Access to finance is essential for business start-up and expansion (as well as for refinancing debt). Most of the lenders listed here could be described as unconventional lenders: they are non-profit companies focused on providing small business owners with access to credit. Some of these lenders focus on providing access to people with bad credit or no credit, while others focus on providing credit at better rates or over more favorable terms than conventional lenders. •

Local Sources of Finance o The Santa Fe Small Business Development Center helps businesses identify their financial needs and develop proposals required by financial institutions, but does not directly provide loans to businesses. (505-428-1343; http://nmsbdc.org/santafe/ index.html)

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o The Small Business Administration’s (SBA) 8(a) Business Development Programs [also known as section 8(a)] provides businesses owned by socially and economically disadvantaged individuals with: privileges when competing for government contracts; comprehensive management and technical counseling; and marketing assistance. In addition, businesses in the 8(a) program may be eligible for assistance in obtaining surplus government property and supplies, SBAguaranteed loans, and bonding assistance. In order to qualify for this program, a business must be owned by a “socially and economically disadvantaged individual.” For guidelines, see Small Disadvantaged Business Certification Program above (Contact the New Mexico SBA at 505-346-7909; www.sba.gov/nm: the official 8(a) Business Development Program web page is at www.sba.gov/8abd/ indexprograms.html)

Facility/Equipment Provision •

Local Facility/Equipment Providers o The Santa Fe Small Business Development Center offers free computer access and free internet access to small businesses. (505-428-1343; http://nmsbdc.org/santafe/ index.html) o The Santa Fe Business Incubator (SFBI) runs a tenant program for businesses housed in the incubator and an affiliate program for businesses located elsewhere that desire to make use of SFBI programs and facilities. The tenant program provides office and manufacturing space to businesses in the early phases of development. Services provided by the SFBI include: access to a business library and resource center; photocopier, fax, audio visual, and other equipment; receptionist and facility based services; high-speed internet access; conference and lunchroom facilities; and business advising/counseling services. Contact SFBI to determine what services and facilities are available to your business through the affiliate program. (505-424-1140; www.sfbi.net)

o The New Mexico State Purchasing Division (SPD) provides special assistance to small businesses and minority owned businesses competing for state contracts. The SPD provides an online “Guide for Doing Business With the State” at www.state. nm.us/spd/ spd_how.html. Vendors interested in registering with the SPD can contact Paula Salazar at 505-827-0474 or [email protected].

Government Contracting

Tax Breaks/Incentives

Government contracts can be an important source of business revenue and many Triangle businesses may be eligible for special privileges when competing for federal and state contracts. Both the Small Business Administration and the New Mexico State Purchasing Division have programs that benefit small businesses in the bidding process. Both organizations also maintain a heavy focus on making it easier for minority owned businesses to receive government contracts. •

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o The Homefield Advantage Program provides business owners with counseling on “tax-incentives, job-training reimbursements, and other programs to save money, hire new employees, and increase their business.” Counseling is tailored to each individual business. The program is administered by the New Mexico Economic Development Department. Contact Fabian Trujillo at 505-827-1734 or Fabian. [email protected]. The official website for New Mexico’s business incentive programs is ww1.edd.state.nm.us/index.php?/business/.

Local Government Contracting Programs o The Triangle has been classified as a Historically Underutilized Business Zone (HUB Zone) by the Small Business Administration (SBA). By registering with the SBA as a HUB Zone certified business, small businesses within the Triangle are given special advantages and priorities when bidding for federal contracts. To qualify for the HUB Zone program a business: (1) must be located in a HUB Zone (anywhere in the Triangle); (2) must be owned and operated by one or more U.S. citizens; and (3) must have a workforce composed of at least 35% HUB Zone residents. (Contact the New Mexico SBA at 505-346-7909; www.sba.gov/nm: the official HUB Zone web page is at https://eweb1.sba.gov/hubzone/internet/)

o New Mexico’s Child Care Corporate Income Tax Credit allows corporations that provide employees with licensed child care services for children under 12 a 30 percent deduction from eligible expenses on their corporate income tax liability. (800-374-3061; ww1.edd.state.nm.us/index.php?/business/C46/) o The New Mexico High Wage Job Tax Credit rewards manufacturing and non-retail services employers who create new jobs paying at least $40,000 a year by granting a tax credit amounting to 10% of the wages and benefits paid for each new job. A business must make more than 50% of its sales to people outside New Mexico and must have greater employment than the previous year in order to qualify. Employees who own more than 50% of the business or who are related to the business owner are not eligible. (800-374-3061; ww1.edd.state.nm.us/index.php?/ business/C46/)

o The Small Business Administration’s (SBA) Small Disadvantaged Business Certification Program provides businesses owned by socially and economically disadvantaged individuals with special privileges when competing for government contracts. The SBA presumes that certain groups, such as African Americans, Hispanic Americans, and Native Americans, are disadvantaged. However, the SBA does have a provision which allows individuals who are not members of a presumed group to enter the program if they can present evidence that they are disadvantaged because of race, gender, physical handicap, or residence in an environment isolated from the mainstream of society. (Contact the New Mexico SBA at 505-346-7909; www.sba.gov/nm: the official Small Disadvantaged Business Certification Program web page is at www.sba.gov/sdb/ indexaboutsdb.html)



New Mexico Tax Breaks/Incentives

o New Mexico authorizes a number of industry specific tax incentives. The targeted industries are: aerospace, agriculture, distilling and brewing, film, manufacturing, renewable energy, and technology/research and development. For a full listing of these incentives visit ww1.edd.state.nm.us/index.php?/business/C45/. To receive counseling on the incentives that are right for your business contact Fabian Trujillo at 505-827-1734 or [email protected].

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Home Economics Toolbox Household economics deals with household or family incomes and expenditures as opposed to business or community economic processes (which are respectively the subjects of the Business and Economic Toolboxes). Household economics strategies aim to improve quality of life by reducing the amount of household spending on essential home and family costs (such as food and medical coverage) and increasing the amount of household income. By putting more money into individual’s hands, these strategies allow families a choice between a higher level of household savings or increased spending on goods and services.

filing the application; a Social Security Number for all household members; and one of the following from the past 12 months: (1) highest gas or electric bill for 30 day’s of service, (2) account history printout from a propane company, or receipts for two propane fills with the fewest days in between, (3) a receipt for a wood purchase, (4) a disconnect notice or the cost of starting utility service at your home (505-827-1932; www.state.nm.us/hsd/ liheap.html). o Weatherization assistance in Santa Fe is provided by PNM and the Siete del Norte Community Development Corporation. PNM provides customers with free weatherization kits (1-800-687-7854; www.pnm.com/customers/wx_kits. htm). The Siete del Norte Community Development Corporation administers the federal and state Weatherization Assistance Program (WAP) in Santa Fe. This program provides assistance to low-income homeowners who want to make their homes more energy efficient. Assistance can be used for a wide range of repairs and improvements (1-888-619-8721; www.nmmfa.org/myHome/SpecialNeeds/ consWAP.htm).

Quality of life is highly subjective and different people will have varied preferences in regard to household economics strategies. Money and quality of life are not interchangeable and individuals may reject some strategies for improving savings and incomes on the basis of personal values or preferences. This toolbox attempts to cater to a wide array of preferences by providing a number of different types of strategies in each section.

Basic Home Costs

o Aid for equipping homes with sustainable technologies is provided in Santa Fe through the Local Energy Assistance Program (LEAP). This program was designed and is implemented by Local Energy, a Santa Fe non-profit. LEAP not only focuses on more conventional weatherization, but also installs technologies that make use of renewable local energy resources such as solar and wind energy (982-9800; www.localenergy.org/projects_localEnergyAssistProj.htm).

Reducing the amount of regular daily or monthly spending on basic household necessities like energy and food gives people a greater opportunity to accumulate savings. This improves household stability by making it easier to weather a temporary loss or reduction of income or a sudden increase in the cost of living. In addition, increased savings may also afford people new opportunities – they can be used to invest in a home, start a business, or send kids to college. •

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o There are several approaches to reducing the cost of food for a household: (1) subsidizing food purchase (Food Stamps), (2) directly providing free or low-cost groceries (food banking), or (3) increasing the amount of food that people grow at home or in the community (urban agriculture/community gardening).

o The costs of heating, cooling, and providing electricity to a home are a large component of most people’s living expenses. o There are three basic approaches to reducing the burden of monthly energy bills: subsidizing the bill itself, weatherizing the home so that it uses less energy, or equipping the home with sustainable technologies that use low or no-cost renewable energy.

o All three approaches to reducing the cost of food are unstable: (1) subsidies are dependant on government funding, which is subject to change; (2) providing lowcost groceries is typically dependant on the willingness of businesses in the food industry to provide donations; and (3) growing food is dependant on the weather. A combination of these three strategies is perhaps the most reliable approach to ensuring an adequate supply of affordable food.

o Subsidies, weatherization programs, and sustainable technology programs all receive government funds. Subsidies are directly administered by the State of New Mexico, but weatherization and sustainable technology programs are administered by local non-profits receiving government funding.

o One strategy for furthering urban agriculture is to form community gardens and greenhouses. Starting and maintaining community gardens is also a community building activity and is described fully in the Social Toolbox.

o Subsidies are a patchwork solution to energy costs: they reduce the monthly cost of utility bills temporarily through payment assistance. Weatherization and equipping homes with sustainable technologies are more long-term solutions: these programs reduce the total amount of high-cost energy the household requires. •

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Local Food Programs o Subsidies for food are provided by the New Mexico Human Services Department, which administers the federal Food Stamp program in New Mexico. Food Stamps are given to individuals who can then use them to purchase food from grocers and supermarkets. Eligibility for food stamps is dependant on income level and on what an individual owns (land, vehicles, savings, etc,). (1-800-609-4833; www.state. nm.us/hsd/isd.html)

Local Energy Assistance o Subsidies for household energy bills are available through the New Mexico Human Services Department’s Low Income Home Energy Assistance Program (LIHEAP). To qualify for assistance, a household’s monthly income must be at or below the program’s income guidelines (which are updated annually and are available online). Applicants to LIHEAP require: Proof of household income; an ID for the person



Food

o There are several organizations in Santa Fe that provide free groceries: Bag n’ Hand Pantry at St. John’s United Methodist Church (982-5397); Bienvenidos (986-0583);

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and Food for Santa Fe (no phone; 1222 Siler Road; gives out food every Thursday from 7:00am to 9:00am).

o Information on housing is listed in the Gentrification Management Toolbox.

o There are no local urban agriculture assistance/education programs. •

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Health/Medical Coverage

o Tax assistance is offered by non-profit organizations and is usually restricted to certain populations (such as seniors or low-income households).

o State and federal government health insurance programs exist to help ensure that low-income households, seniors, children, and people with disabilities have adequate affordable medical coverage.

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Local Tax Preparation Assistance o The University of Florida Law School VITA, located at Santa Fe Community College, provides free tax assistance to students and low-income individuals (505-392-8835).

Local Medical Coverage Programs

o TaxHelp New Mexico offers assistance to students, seniors, and low-income households (505-224-4TAX).

o Early Head Start and Head Start are federal programs that aid pregnant women and young children in receiving adequate medical attention and education. The over-riding goal of the Head Start program is to provide low-income families with resources that will help ensure healthy childhood development and school readiness. For Early Head Start contact Presbyterian Medical Services at 1-505-9825565. For Head Start contact Presbyterian Medical Services or the Santa Fe Head Start Administration at 1-505-954-4601 (www.acf.hhs.gov/programs/hsb/).

o The American Association of Retired People offers tax preparation assistance to seniors (1-888-227-7669). o YWCA of the Middle Rio Grande helps low-income individuals locate nearby free tax preparers (1-800-219-3999).

o The New Mexi Kids Program, administered by the Medical Assistance Division of the New Mexico Human Services Department, provides no or low-cost health coverage to children and teens. Households with an income of 185% or less of the Federal Poverty Guidelines receive free coverage while households with an income between 185% and 235% receive low-cost coverage. New Mexi Kids can be used to supplement existing coverage. On applying for this program a family must present: proof of past four weeks of income (if working), the child’s Social Security number, proof of any existing health insurance for the child, and proof of the child’s age (1-888-997-2583; http://www.state.nm.us/hsd/mad/ OtherDocs/NewMexikids. htm).

Care for Children and the Aging People with families have to work extra hard to provide for family members who cannot work – namely children and the aged. The need to earn a living and support family members makes it much more difficult to spend time with them and look after them – and children and the aged are the groups in society that often need the most attention and care. While child care services, after school programs, and services for the aging are certainly no substitute for care from a family member, they can help relieve some of the pressure on working members of the family by easing their responsibility to provide care personally. •

o Medicaid is a federal and state health insurance program for low-income individuals. There are 34 categories of eligibility for Medicaid. Some of the most common categories listed by the New Mexico Medical Assistance Division include: “individuals receiving Supplemental Security Income (SSI); families in the Temporary Assistance to Needy Families (TANF) program; poverty level women and children, and persons residing in long term care facilities.” Medicaid can be used to supplement existing health insurance. Some recipients of Medicare may also qualify for Medicaid (505-827-1932; http://www.state.nm.us/hsd/ mad/GenInfo. htm).

Child Care Services o Child care is essential for many families and the costs of child care services in Santa Fe are high (anywhere from $100 to $400 a week). Services for infants are particularly costly and difficult to find. o There are many different routes to developing a low-cost child care program in the Triangle. Possible options include: supporting the growth of informal networks of families who develop revolving schedules for child care; aiding a local resident (primarily through grant-writing) in developing a for-profit or non-profit low-cost child care program; partnering with the government and non-profit entities to create a day-care center in a local community center; using a social enterprise to fund a low-cost (ideally, free) day-care center in the Triangle; or lobbying the city and the state to create a child care program in the Triangle.

o Medicare is a federal health insurance plan available to people receiving Social Security benefits or Social Security disability payments. Medicare can be used to supplement existing health insurance. Some Medicare recipients are also eligible for Medicaid (1-800-771-1213; http://www.oknmmedicare.com/).

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Tax Preparation Assistance o The tax code is complex. Assistance with filing taxes can help people take full advantage of all the credits and exemptions they are entitled to.

o Medical coverage is essential for families. People facing a serious illness, injury, or disease have little option but to seek professional health care, the cost of which can be exorbitant.

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Housing

o Because state law limits home day-care providers to two children under the age of two at a time, pursuing a day-care center may be more useful than promoting home day-care in the Triangle.

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seniors an opportunity to connect with others in the community and share their wisdom.

o Information on day-care regulations and a comprehensive list of Santa Fe County day-care providers is available on the New Mexico Kids website – a subdivision of the state Children, Youth, and Families Department. (www.newmexicokids.org/ resource/centerprovider/viewcenter.cfm?id=27).

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o The City of Santa Fe Division of Senior Services (DSS) administers a large number of programs for seniors. These include: senior centers, the Family Caregiver Support Program, the Foster Grandparent Program, home management, the Inter-Generational Program, nutrition, an Outreach Program, a Preventive Health Program, a Respite Program, the Retired and Senior Volunteer Program, Safe Kids/ Safe Seniors, the Senior Companion Program, the Senior Olympics Program, and transportation services. Each of these is described below.

o The New Mexico Child Care Services Bureau provides child care assistance to families with children between the ages of 6 weeks and 13 years. Eligibility is determined primarily by income and family size. Applicants must have: a completed a child care application, identification for adult household members, verification of income/employment or school attendance, proof of residence, birth or baptismal certificates for their children, and Social Security cards for all family members. Information on the program is available on the New Mexico Kids website (www.newmexicokids.org/resource/ earlycare/childcare). The Santa Fe Child Care Assistance Office can be reached at 505-827-4282. •

o Senior centers are a hub for senior services and activities. There are 8 senior centers in Santa Fe: the Mary Ester Gonzales Senior Center (1121 Alto Street, 9554721), the Pasatiempo Senior Center (664 Alta Vista, 955-643), Ventana de Vida Santa Cruz (1500 Pacheco Street, 955-6731), Villa Consuelo Senior Center (1200 Camino Consuelo, 474-5431), El Rancho Senior Center (SFC 101 D, 455-2195), El Dorado Community Center (1 Hacienda Circle, 466-1949), Luisa Senior Center (1522 Luisa Street, 955-4717), Rio en Medio Senior Center (El Alto Lane, Rio en Medio; 988-3053).

Funding and Assistance o The Santa Fe Children and Youth Commission awards grants to programs that “strengthen families and help young children get off to a good start.” (http://www. santafenm.gov/community-services/community-development/ChildrenAndYouth. asp)

o The Family Caregiver Support Program provides counseling, training, and information services to family caregivers (contact Theresa Gabaldon, 955-4745).

o The Finance Project provides consulting, technical assistance, and training to public and private programs that “benefit children, families, and communities.” The Finance Project specializes in helping program leaders secure funding and develop financing strategies (www.financeproject.org).

o The Foster Grandparent Program allows low-income seniors an opportunity to serve as ‘grandparents’ in the classroom. This program also helps to supplement seniors’ incomes (contact Melanie Montoya, 955-4761). o Home management services provide free in-home light cleaning and cooking services to Santa Fe residents over the age of 60 (contact Theresa Gabaldon, 9554745).

o Child care online provides extensive information resources, including information on grants and loans, for parents, child care businesses, and organizations involved in child care (www.childcare.net). •

o The Inter-Generational Program co-ordinates interview sessions between seniors and youth in which individuals share their life experiences with each other (contact Lupita Martinez, 955-4725).

Services for the Aging

o Services to aging members of the community can make it easier for people to “age-in-place.” In other words, basic services like transportation and nutrition and more specific services like home health care can help the aging members of the population continue living in their homes rather than moving to special care facilities that are often removed from the community.

o Nutrition: lunch is offered at each of the senior centers in the city Monday through Friday. Meals-On-Wheels are available to homebound seniors (contact Ron Vilapando for nutrition, 955-4710; contact Juan Apodaca for Meals-On-Wheels, 9554748).

o In addition to service provision, some senior members of the community may also be aided by programs that help people supplement their income. Because many seniors live on a fixed income, rising property taxes and a rising cost of living may frustrate a desire to age in place. Three of the programs described in the below Local Services for the Aging section help people supplement their income: the Foster Grandparent Program, the Senior Companion Program, and the Senior Employment Program. However, seniors may also want to explore reverse mortgages and property tax valuation limits, both of which are described in the Gentrification Management Toolbox.

o The Outreach Program provides information to individuals on available senior services and helps people develop a care plan that is right for them (contact Theresa Gabaldon, 955-4745). o The Preventive Health Program provides educational sessions designed to help seniors monitor their health and find ways to manage difficulties (Lupita Martinez, 955-4754). o The Respite Program is designed to help the primary caregivers of individuals diagnosed with Alzheimer’s or Dementia Related Disorders. The program provides supplementary companionship, light cleaning, memory exercise, and minor nonmedical personal care services (contact Theresa Gabaldon, 955-4745).

o Aging members of the community have a lifetime of experience, knowledge, and skills and are valuable assets. The Foster Grandparent, Inter-Generational, Retired and Senior Volunteer, and Senior Companion programs are designed to allow



Local Services for the Aging

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o The Retired and Senior Volunteer Program seeks community volunteers for a variety of sites (contact Kristin Slater-Huff, 955-4760).

makes use of the college’s resources, lobbying the city to expand the ESL classes offered at the Santa Fe Community College to multiple locations, and establishing an ESL program headquartered at a community facility.

o Safe Kids/Safe Seniors provides workshops and information designed to promote accident prevention (contact Ron Pacheco, 955-4754).

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o The Senior Companion Program seeks individuals who are 60 years of age or over to provide companionship to homebound seniors. Participants receive a stipend that helps supplement income (contact Melanie Montoya, 955-4761).

o The Santa Fe Community College offers free ESL classes (505-428-1356; www. sfccnm.edu) o Literacy Volunteers of Santa Fe provide a wide range of ESL programs – including one-on-one tutoring, workplace tutoring groups, neighborhood (in home) tutoring groups, family literacy projects (at Aqua Fria, Salazar, and Sweeney Elementary Schools), and computer assisted learning (at Aqua Fria Elementary) (505-428-1353; www.lvsf.org)

o The Senior Olympics Program is a program of physical activities for men and women over 55 years of age. Seniors compete according to age and ability categories (contact Ron Pacheco, 955-4754). o Transportation services are available Monday through Friday for grocery shopping, doctor appointments, and social service agency appointments. Transportation reservations must be made at least 24 hours in advance (contact Daniel Allen or Fran Rodriguez at 955-4700).

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o The Program for All-Inclusive Care for the Elderly (PACE) integrates care, medical, and transportation services into a single care plan. Participants must be at least 55 years old and must qualify for nursing home care according to Medicaid criteria (contact Crystal Mata, 1-866-451-2901; e-mail [email protected]).

o The U.S. Department of Education provides grants for adult literacy through the Migrant Education Program – Even Start. Children’s literacy programs can receive funding through Early Reading First grants. Information on available funding can be found in the departments Guide to Education Programs (http://web99.ed.gov/ GTEP/Program2.nsf ).

o The Disability and Elderly Waiver Program allows people who qualify for the Medicaid institutional level of care to receive comprehensive home care (contact Alice Maes, 1-866-451-2901; e-mail [email protected]).

o The Office of English Language Acquisition provides information on government ESL programs and features a database of literacy grants and funding resources (www.ncela.gwu.edu).

o The Senior Employment Program helps people over 55 who are not receiving Social Security income find part-time on-the-job training (1-866-451-2901).

o ESLgold provides free English teaching and learning materials to students and teachers of ESL (www.eslgold.com).

o Open Hands Inc. provides adult day care, home safety assessment, medical equipment loans, home visits, yard work and home chores services, home weatherization, and Radon testing to seniors (505-428-2320; www.openhands.org)

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Adult/Ongoing Education

o Adult education typically refers to educational programs designed to supplement or replace a high-school education. In contrast, ongoing education refers to programs that are designed to provide skills related to a college degree.

Workforce Development for Individuals Whereas the Business Toolbox provides information on workforce development programs that can be used by business owners, this section concerns programs individuals can enter into to improve their work-related skills. By providing people with access to new skills, workforce development allows people greater employment opportunities.

o Community colleges and local universities provide adult education and ongoing education programs. •

Local Adult Education Programs o The Adult Basic Education program at Santa Fe Community College (SFCC) provides free instruction in reading, writing, math, GED preparation, and English as a Second Language.  Adult Basic Education services are open to all community residents who are no longer enrolled in a public high school program (505-4281356; www.sfccnm.edu/sfcc/pages/572.html).

English as a Second Language (ESL) o The ability to speak and read the English language makes workers more competitive in the labor market and is a generally useful skill. o Communities in the Triangle may either decide to begin a new ESL program or seek to make existing programs more accessible to the neighborhood. o Potential venues of action include: promoting existing ESL programs, getting Literacy Volunteers of Santa Fe to become more involved in the Triangle, engaging in a partnership with the College of Santa Fe to establish an ESL program that

Neighborhood Handbook

Funding and Assistance o The New Mexico Coalition for Literacy awards grants to literacy programs for operating assistance, training and technical assistance, and teaching materials (http://nmcl.org/grants.htm).

o The New Mexico Aging and Long-Term Services Department offers several programs for seniors, all of which are described below.

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Local English as a Second Language Programs

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Local Ongoing Education Programs o Santa Fe Community College offers two ongoing education programs designed for working adults: the Continuing Education Unit (CEU) and the College for Working Adults (CWA). The CEU is used to record student completion of continuing education courses, but is not an academic credit. A CEU transcript is available after the completion of a CEU course (505-428-1676; www.sfccnm.edu/ sfcc/pages/572. html). o The College for Working Adults is designed for people who work full-time. Participants earn a degree in two and a half years. The CWA program offers Associate of Arts degrees in Business Administration, Teacher Education, Human Services, and Southwest Studies; and an Associate of Applied Science degree in Business, Office and Information Technology (contact Lou Schreiber at 505-4281617 or [email protected]; www.sfccnm.edu/sfcc/ pages/572.html). o The College of Santa Fe offers part-time and evening and weekend programs for a number of different bachelors and masters degrees (505-473-6177; www.csf.edu/ csf/ewsf/index.html). o The New Mexico Academy of Healing Arts offers part-time and weekend education programs in massage and bodywork (1-888-808-5188; www.nmhealingarts.org/ programs/continuinged.html).



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Counter-Gentrification Toolbox Homeowners

Gentrification is the process by which low-income residents in an area are displaced by an influx of high-income residents. Although the causes and effects of gentrification are widely debated, the process is generally associated with quickly rising property values over a short period of time. Because property taxes rise along with property values, a sharp increase in value can raise people’s cost of living and effectively force them to move somewhere cheaper and less desirable. And, because some of the costs of property taxes are passed on to renters, gentrification can affect tenants as well as homeowners. Another concern that is highly relevant in a mixed-use area like the Triangle is the effect of gentrification on small businesses. It is important to note that rising property taxes are not the only cause of gentrification. Indeed, when property values are rising quickly in a community, deteriorating properties in need of rehabilitation, property speculation, and the profit opportunities available to property owners can all serve to contribute to gentrification.

The rising property values that accompany gentrification can be a blessing or a curse for homeowners. Residents who wish to sell their homes are able to gain more profit as a result of rising values, while those who wish to remain in the community may become costburdened by increasing property taxes and, in a worst case scenario, be displaced from their homes. Displacement often means moving to a less desirable part of town farther from the city center and from areas of job creation. Furthermore, displaced residents are prevented from sharing in the benefits of community revitalization efforts and, for many, moving away may also disrupt family and community relationships. While gentrification management strategies cannot stop property values from rising, they can dampen the amount of property speculation in the community and reduce the cost-burden of rising property taxes for homeowners at risk of being displaced.

The City of Santa Fe Consolidated Plan 2003-2008 identifies gentrification of existing housing stock as one of the major barriers to fair housing in Santa Fe. According to the Consolidated Plan, many people in Santa Fe are under financial pressure to sell their homes: “For some, rising property values and their corresponding property tax increases make selling necessary, especially for the children of homeowners who inherit property and for elderly residents who are no longer able to maintain their homes. For others, their only housing choice is to relocate in the outskirts of the city or leave the city altogether. The gentrification of older, historic neighborhoods has resulted in the gradual undoing of the economic and racial mix of Santa Fe.”

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Rehabilitation Assistance o Homeowners who do not have the time, money, or energy to maintain their homes may be pressured to sell them. Older homes inhabited by elderly or lowincome residents are particularly at risk for this kind of displacement. o The most common form of home rehabilitation assistance is through a community non-profit that incurs some or all of the cost of maintenance and implements the needed repairs.

The Triangle neighborhoods are in danger of becoming gentrified. As property values continue to rise in Santa Fe, and as other neighborhoods closer to the city center become gentrified, properties within the Triangle will become increasingly attractive to speculators. Strategies for neighborhood revitalization can also spurn gentrification by making neighborhoods a more attractive place to live – thereby raising the property taxes that must be paid on a parcel of land. Because much of the neighborhood planning process revolves around revitalization, neighborhood groups may want to make gentrification management a top priority to ensure that revitalization efforts are paced with gentrification management strategies.

o Community groups and organizations, such as neighborhood associations, could offer rehabilitation assistance via an informal system of volunteers who help elderly neighbors do some of the work required for maintenance. •

Local Rehabilitation Assistance o Homewise Inc. provides homeowners with an income under $76,000 with low interest loans for maintenance and with counseling on available contractors. Loans are available for roof repair, stucco, new windows and doors, more efficient cooling and heating, electrical or plumbing repairs, water-saving appliances, and handicap modifications (505-983-6214; www.homewise.org).

To maintain values of diversity and fairness in housing it is necessary to follow a strategy of neighborhood revitalization without displacement. While some degree of gentrification is perhaps inevitable, a number of mechanisms and strategies can be used to better manage this process and expand the amount of people for whom home sale is a choice rather than a necessity. The goal behind gentrification management is not to ensure that all current residents stay in the neighborhood, but to ensure that they can choose to if they so desire.

o Open Hands Inc. provides home safety assessment, yard work and home chores services, home weatherization, and Radon testing to senior citizens (505-428-2320; www.openhands.org). •

Reverse Mortgages o A reverse mortgage allows homeowners to receive money from the equity in their home. With a reverse mortgage the borrower receives a payment (or payments) from the lender based on the value of their home equity. o The borrower maintains control of their home and doesn’t have to pay back the money for as long as they live. The loan is paid off when the homeowner either dies or moves and the home is sold. o Reverse mortgage programs are typically restricted to people who are 62 and over and whose mortgages are paid in full.



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o The Department of Housing and Urban Development (HUD) requires that applicants for reverse mortgages receive financial counseling. Most providers of reverse mortgages will have a list of HUD certified and supervised financial counselors.

Renters and Landlords When property taxes rise, landlords pass some of the cost onto tenants in the form of increased rent. A common estimate is that 20% of the price of rent is due to the cost of property taxes. Rents may also increase along with property values not as a result of property taxes, but because of the landlord’s recognition of the increased value of his or her real estate. In addition to displacing renters because they are charged higher rents, rising property values can persuade some landlords to sell their properties to developers, who are likely to then re-develop the land as a for-sale home, not as rental units.

o About 56% of all owner-occupied households in the Triangle are not mortgaged, which suggests that there are many homeowners in the area who could be eligible for reverse mortgage programs. •

Local Reverse Mortgages

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o Santa Fe based mortgage lender John L. Ruybalid offers reverse mortgages to residents age 62 and over who have mortgages that have been paid in full (or with a very low mortgage balance remaining) (505-690-1029; www.loansantafe.com).

o Families making less than 50% of the area’s median income level are eligible to receive a tenant based voucher from the Santa Fe Civic Housing Authority (SFCHA). Income limits for the program are set annually by the Department of Housing and Urban Development, but (at the time of this writing) have not yet been determined for 2006.

o Wells Fargo provides reverse mortgages to homeowners who are 62 or older (Saint Michaels Wells Fargo, 505-474-8926; www.wellsfargo.com) o The Santa Fe Community Housing Trust offers a reverse mortgage program for the terminally ill (505-989-3960; www.santafecommunityhousingtrust.com). •

o After applying for and receiving the voucher, tenants are responsible for finding a housing unit that meets HUD’s housing quality standards and whose owner is willing to participate in the voucher program.

New Mexico Property Tax Breaks and Exemptions

o The SFCHA then sets a payment standard for the unit and pays the difference between 30% of the family’s income and the payment standard. A family may choose a unit with a higher rent than the payment standard and pay the owner the difference (Santa Fe Civic Housing Authority, (505) 988-2859; www.hud.gov/ offices/pih/programs/hcv/tenant.cfm).

o Tax preparation assistance is listed in the Household Economics Toolbox.

o Head of family exemptions: A Head of the Family is a New Mexico resident who is either: (1) married; (2) is a widow or widower; (3) is furnishing more than one-half the cost of support of a relative; or (4) is a single person. A qualifying New Mexico resident is entitled to exempt up to $2000 from the taxable value of residential property. The Head of Family exemption must only be applied for once to be received in subsequent years (New Mexico County Assessor, (505) 986-6300).

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Landlord Assistance – HUD Project Based Vouchers o Project based vouchers allow participating landlords to receive competitive market rate rents while housing low-income families.

o Veteran exemption: The New Mexico Veterans Commission issues certificates to eligible veterans. The certificate exempts $2,000 of the taxable value of a residential property and must only be applied for once to be received in subsequent years (New Mexico Veterans Service Commission, (505) 827-6300).

o The Santa Fe Civic Housing Authority (SFCHA) issues project based vouchers to property owners who either rehabilitate housing units or set-aside a portion of the units in an existing development for affordable rentals. To qualify for project based vouchers, rehabilitation must cost at least $1,000 per unit.

o Disabled veteran exemption: The New Mexico Veterans Commission issues certificates to disabled veterans that exempt their principle place of residence from property tax.  The disability must be totally service related and the veteran must have been “honorably discharged” (New Mexico Veterans Service Commission, (505) 827-6300).

o The owner of the units screens families on the SFCHA waiting list and selects a tenant. o The landlord may charge up to 110% of the established fair market rents for the county. The fair market rents for Santa Fe County in 2006 are as follows: $693 for a 1 bedroom apartment, $843 for a 2 bedroom, $1,103 for a 3 bedroom, and $1,319 for a four bedroom. The Department of Housing and Urban Development sets new fair market rents each year.

o 65 or over valuation limitation: Residents who are 65 or over with a modified household income under $18,600 are eligible for a valuation limitation. This means that the assessed value of the property cannot be raised as long as the resident qualifies.  Valuation limitations must be applied for annually (New Mexico County Assessor, 505-986-6300).

Neighborhood Handbook

Tenant Assistance – HUD Tenant Based Vouchers

o After a rent is set the SFCHA pays the owner of the units the difference between 30% of family income and the gross rent for the unit (Santa Fe Civic Housing Authority, 505-988-2859; www.hud.gov/offices/pih/programs/hcv/project.cfm).

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Lease-Purchase Home Ownership Arrangement/Rent-to-Own Programs o Lease-purchase home ownership agreements occur when a non-profit housing developer (such as a community development corporation or community land trust) purchases a home in the community and leases it to a low-income family at an affordable rent. After an arranged period of time, this family is given the first option to buy the home.

The vast majority of Santa Fe’s existing programs to promote affordable housing are designed to aid first time homebuyers. Programs for homebuyers are most often focused on low-income households. Because they help low-income families invest in homes in the community, homebuyer programs can be a valuable component of gentrification management.

o Non-profit developers often purchase homes for lease-purchase agreements that are in need of rehabilitation. By repairing these homes and renting them out, nonprofits increase the supply of housing in the community.

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o Buying a home can be a complicated, costly, and time consuming process. Homebuyer education aims to make this process more transparent to potential homebuyers.

o Lease-purchase agreements can be made more effective by linking participants to services that help them accumulate savings to finance homeownership. These services may include financial counseling, workforce development programs, and programs designed to reduce cost of living (such as child care assistance).

o Basic education on the local real estate market, the parties to a home sale, mortgage types, financing options, closing costs, post-sale maintenance, and continued financing can help ensure that people buy the home that is right for them at the most affordable cost.

o Lease-purchase agreements not only expand opportunities for homeownership, but also allow residents who may otherwise be displaced to remain in the community. This strategy can be combined with an information campaign to inform local residents of its availability and can be designed to allow neighborhood residents the first option to apply for the arrangement. •

Homebuyer Education

o Community non-profits typically administer homebuyer education programs through evening and weekend classes and workshops, but community groups and organizations are also capable of organizing homebuyer education campaigns in their neighborhoods.

Limited-Equity Housing Cooperatives/ Leasehold Cooperatives

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o When the tenants of a privately held building are facing eviction due to sale or redevelopment, they can form an association to purchase the building and turn it into a limited equity housing cooperative.

Local Homebuyer Education Programs o The Santa Fe Community Housing Trust administers a homebuyer education program that consists of three classes covering the entire home-buying process. Classes are once a week on Thursday evening for three weeks. The program is offered each month (505-989-3960; www.santafecommunityhousingtrust.com).

o Each member of the cooperative owns an equal share in the value of the building or the land. Resale restrictions are built into the deed to limit the value or the potential for inflation in the value of each member’s share.

o Homewise Inc. offers classes in homebuyer education, financial fitness, and home repair. Homebuyer education classes are taught in both English and Spanish. Classes are offered monthly on a revolving basis (505-983-6214; www.homewise. org).

o A limited-equity housing cooperative is owned by the residents, with resale restrictions built into the deed or other government documents to limit the value or the potential for inflation in the value of each member’s share. o To keep members costs lower, leasehold coops typically only own and hold title to either the land or the building. If the members of the coop choose to own and hold title to the land, then they give a non-profit developer ownership of the building through a long-term lease. If the members own the building, then they give a community land trust ownership of the land through a long-term lease. The terms of these leases allow the cooperative to control management and future use of the property.

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Soft Second Mortgages o Soft second mortgage programs reduce the cost of financing home purchase and expand opportunities for homeownership. o These programs supplement a conventional mortgage with a second, subsidized mortgage designed to allow low-income households a better chance of qualifying for a mortgage. o Soft second mortgages are typically subsidized by public funds that allow participants to either pay only the interest on the second mortgage or to pay back the loan with no interest.

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Local Soft Second Mortgage Programs o The Santa Fe Community Housing Trust offers soft second mortgages to first-time homebuyers. The loans carry no interest and are repaid upon the sale of the home (505-989-3960; www.santafecommunityhousingtrust.com).



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o Homewise Inc. operates a comprehensive Home Purchase Program that provides homebuyer counseling, a personal real estate agent, and access to below market rate interest loans (including soft second mortgages) (505-983-6214; www. homewise.org). •

Non-Profit Housing Production and Management Community housing non-profits can help manage gentrification by assisting those facing displacement and by developing homes and apartments that are affordable for moderate and low-income households. While this section addresses gentrification management programs and strategies exclusively for housing non-profits (individual residents do not have access to these programs), most of the programs for residents described in the above homeowner, renter and landlord, and homebuyer sections can be administered by non-profits. Different types of housing non-profits (such as community land trusts and community development corporations) are described in the Economic Toolbox.

Down-Payment Assistance o Making a down payment (paying the principle owed on a mortgage) for a new home requires a large lump sum of cash. Some who would otherwise be able to afford a home are not able to pay such a large amount of money at once. Downpayment assistance provides funds to homebuyers in order to overcome this obstacle.

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o By directly controlling land in the community, housing non-profits can help increase the chances that community members will have a say in local development projects. Land-ownership gives a non-profit the ability to reject private development projects that would require the non-profit owned land.

o Down-payment assistance is typically offered by government entities or community non-profits. •

Local Down-Payment Assistance

o There are two basic types of land control strategies: targeted land control and block-for-block. Under a targeted land control strategy a non-profit buys and holds land in the areas of the community that are most likely to be redeveloped and gentrified. Blocks or neighborhoods with a comparatively high level of low-income households, tenants, or elderly residents are all typical target areas for non-profits using this type of strategy.

o The Santa Fe Community Housing Trust offers down-payment assistance to homebuyers (505-989-3960; www.santafecommunityhousingtrust.com). •

Sweat Equity Homebuilding Program o Homebuilding programs provide assistance to people who wish to become homeowners by increasing their opportunities to build their own home.

o Under a block-for-block land control strategy a non-profit takes on a goal of owning one piece of land on each block in a neighborhood. Block-for-block control is most useful for opposing large-scale redevelopments of community land and reducing speculative pressure.

o “Sweat equity” is typically used by homebuilder programs to reduce the cost of the home. Sweat equity refers to the participation of the future resident in the building process for a required number of hours. o Sweat equity homebuilding programs are administered by non-profit housing developers. Programs in which the non-profit holds the title to the land and leases it to the resident, but which give the resident ownership of the building, further reduce the cost of homeownership.

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o Affordable supportive housing allows seniors to live independently in an environment in which support services such as cleaning and transportation are readily available.

Local Sweat Equity Homebuilding Programs o Santa Fe Habitat for Humanity runs a sweat equity program. To qualify, applicants must be legal residents who have lived in Santa Fe County for at least one year and who earn between 30% to 50% of the area’s median family income. Accepted applicants are required to contribute 500 hours of sweat equity toward the new home, which is sold to them by Habitat for Humanity once construction is complete (505-986-5880; www.sfhfh.org).

o As long as the housing project continues to serve low-income seniors, the nonprofit does not have to pay back the HUD capital advance for up to 40 years. o Rental assistance makes up the difference between the operating cost for the project and the tenants rent. Rental assistance contracts are initially signed for 5 years and can be renewed upon expiration (Santa Fe Civic Housing Authority, (505) 988-2859; www.hud.gov/offices/hsg/mfh/progdesc/eld202.cfm).

o Homewise Inc. offers a land to home builder program in which people who own vacant land are assisted in building a reduced cost home. To be eligible for the program, applicants must make 80% of the area median income or less. Program participants are required to contribute sweat equity to the new home (505-9836214; www.homewise.org).

Neighborhood Handbook

Elderly Assistance – HUD Section 202 o The Section 202 program provides eligible non-profits with: (1) interest-free capital advances to finance the acquisition, rehabilitation, or construction of supportive housing for low-income seniors and (2) ongoing rent assistance to ensure that the housing units remain affordable.

o Homebuilding not only enables more people to become homeowners, but also expands the stock of affordable housing in the community and prevents vacant land from being redeveloped into luxury housing. •

Land Control

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o A right of first refusal policy could be made more effective and more fair by requiring tenants to speak to a financial counselor before reaching a decision. Financial counseling could be offered by a neighborhood non-profit or could be provided through a partnership with an existing housing non-profit (such as the Santa Fe Community Housing Trust or Homewise Inc.).

Disability Assistance – HUD Section 811 o Like Section 202, Section 811 provides assistance to non-profits that develop or acquire affordable rental units with support services for the tenants. However, Section 811 helps provide affordable rental units to people with physical or mental disabilities rather than the elderly. o The Section 811 program provides eligible non-profits with: (1) interest-free capital advances to finance the acquisition, rehabilitation, or construction of supportive housing for low-income persons with disabilities and (2) ongoing rent assistance to ensure that the housing units remain affordable.

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o For those tenants that are displaced by new development, the cost of finding new housing and relocating to another part of town can be significant. Tenant relocation assistance aims to lessen the cost burden of displacement through a direct subsidy to the tenant.

o As long as the housing project continues to serve low-income persons with disabilities, the non-profit does not have to pay back the HUD capital advance for up to 40 years.

o Assistance is typically provided by local government, but could also be provided by a community non-profit.

o Rental assistance makes up the difference between the operating cost for the project and the tenants rent. Rental assistance contracts are initially signed for 5 years and can be renewed upon expiration (Santa Fe Civic Housing Authority, (505) 988-2859; www.hud.gov/offices/hsg/mfh/progdesc/disab811.cfm).

o Some relocation assistance laws mandate that the owner of the property undergoing redevelopment pay for part of the cost of tenant relocation. However, this can be an over-burdensome cost for small landholders and may only be appropriate in areas dominated by large landholders and property speculators. o Programs typically require that tenants document the cost of relocation to qualify for assistance. The amount of assistance a tenant can receive is usually capped.

Legal Strategies Local laws and city ordinances can help slow the pace of change in gentrifying neighborhoods and minimize resident displacement. However, legal strategies are also the least accessible tool in a neighborhood effort to manage gentrification. Community groups can lobby city councilors for new city ordinances, but have few (if any) other options for seeking changes in local law. •

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Limited Condominium Conversions o When rental housing is converted into condominiums, tenants are displaced and higher income residents are introduced to the neighborhood. o There are a number of ways a city ordinance can limit condominium conversion, from preventing it outright to mandating that some of the profits of condominium sale are reinvested in the neighborhood.

Local "one-for-one replacement" Ordinance o A local one-for-one replacement ordinance mandates that any developer who buys land in the community and redevelops it for higher end use must fund the creation of an equal amount of low-income housing in the same neighborhood.

o Some examples of existing laws that limit condominium conversion can be found in San Francisco and New York City. For brevity, only the more strict San Francisco law will be examined here (below). Information on the New York City laws can be obtained at www.oag.state.ny.us/realestate/conversion.html.

o Local one-for-one replacement strategies help to suppress real estate speculation in the community, dampen the prospects of widespread, rapid redevelopment of neighborhood properties, and ensure that the area maintains a mixed income population.

o In San Francisco, where there is a very high rate of condo conversion, building owners must enter an annual lottery that limits the number of buildings that can be converted into condominiums each year. The lottery is biased so that buildings from which an elderly, disabled, or terminally ill tenant has been evicted within the last two years have a much lower chance of winning. Furthermore, buildings that are selected in the lottery must adhere to legal standards of tenants rights which reguire that: 1) all renters must have an opportunity to buy their unit, 2) all nonpurchasing renters get a one-year rent-controlled lease, and 3) all senior or disabled renters get life-time rent-controlled leases.

o Local one-for-one replacement strategies are in place in parts of Manhattan and in the Coastal Zone of California. •

Tenant Relocation Assistance Ordinance

Right of First Refusal o Through these policies, property owners who plan to sell their property must first offer to sell it to tenants or community development corporations. o Right of first refusal policies are usually applied only to specific types of buildings in an area (such as multi-family housing). o Most right of first refusal policies have restrictions that exempt certain types of property sales. For example, the city of Baltimore has a policy in which property owners must first offer to sell to tenants unless they are selling to a relative or to a government agency.



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o Local organizations can make alliances with related organizations at a local, city, regional, and national level.

Inner Strengths of the Community Several case studies have linked the ability of communities to successfully manage gentrification with the degree of trust and cooperation within those communities. A NeighborWorks America© study of five neighborhoods undergoing gentrification in 3 different American cities (“Managing Neighborhood Change: Best Practices for Communities Undergoing Gentrification”) identified “four key determinants that affect a community’s ability to manage change: 1) community cohesiveness, 2) community collaborations, 3) community building and organizing and 4) an articulated response to gentrification.” (68) •

o One purpose of the ‘local examples’ and ‘funding and assistance’ components of the handbook’s toolboxes is to provide a database of information that can be used by residents and local organizations to identify potential partners for collaboration. •

o Community organizing involves mobilizing local residents to address a particular issue that is broadly affecting the neighborhood (such as poverty, drug use, or undesirable development).

Community Cohesiveness/Community Building o Community cohesiveness suggests a degree of trust and respect between neighbors. Cohesiveness does not mean ‘sameness,’ but a willingness to listen to others opinions and work together to address issues affecting the neighborhood. Cohesiveness can in a sense be defined as a level of care for one’s neighbors and community.

o Organizing not only helps build community cohesiveness, it can also help educate residents about changes occurring in the neighborhood and empower them by providing a venue in which they can use and develop their leadership and political skills. o A well organized community can help shift the power dynamics of local politics – making the community a cohesive entity that politicians and developers are forced to acknowledge and negotiate with.

o Interaction between residents is fundamental for this level of care to develop and, although it may arise naturally over time, community building activities can help people interact more often and develop a cohesive community. o Community building brings residents together for a specific activity or event.

•

o Some mechanisms for community building are outlined in the Social Toolbox section of the planning handbook and include: general guidelines for community events, community gardens, neighborhood beautification projects, and collective purchasing. The process of community planning itself is also a community building activity.

o The foundation for a community’s response to gentrification is widespread community knowledge of how the process is affecting local neighborhoods. Educational work can be integrated into community building, collaboration, and organizing initiatives. o Sequencing strategies to minimize displacement is an important part of implementing gentrification strategies. Communities often prioritize strategies that help the groups most vulnerable to displacement: the elderly (or others on a fixed income), low-income households, and tenants.

Community Collaborations o Collaborative community relationships can occur: 1) when residents work together within an institution or organization, 2) when organizations work with local residents who are not members of the organization, or 3) when different organizations in the area work together toward a common goal.

o Implementing strategies to manage gentrification may require community members to develop new community organizations or non-profits. Community development corporations, community land trusts, and community development financial institutions (found in the Economic Toolbox) are often developed as a response to gentrification.

o Community collaborations aid in community cohesiveness by bringing people together to address issues. Collaborations also help people/organizations combine resources and coordinate strategies for maximum effectiveness. o The idea that collaboration is an end in itself suggests that community organizations should try and reach out to as many local residents as possible – regardless of their income level, length of residence, political affiliation, sexual orientation, ethnicity, or any other characteristic. o Some common types of organizations that function only as a result of resident collaborations are included in the Economic Toolbox and Social Toolbox sections of the planning handbook.

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An Articulated Response to Gentrification o An articulated response to gentrification not only suggests that neighborhood residents are knowledgeable about change in the community, but also implies that neighborhood organizations and non-profits work together to develop and implement specific strategies to manage gentrification.

o Community building can take many forms and can be creatively implemented. For example, neighbors in the Martin Luther King Historic District of Atlanta have tried to create a more cohesive community by meeting in a local park every Saturday for coffee and pastries. •

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Social Toolbox Social Toolbox

a unified organization capable of interacting with other local associations, foundations, and government.

The Social Toolbox is concerned with community activities that fundamentally require people to get together face-to-face, self-organize, collectively make decisions, and act on them. These activities, then, are seen as social because the important (as opposed to administrative) decisions are made through interaction and discussion with other community members rather than through deferment to position or to experts. Some of the tools from the Economic Toolbox (community development institutions, community development financial institutions, and cooperatives) and from the Planning Toolbox (community gardens) could be placed into this section – and we did include carsharing here, which is often done through a cooperative model – but these tools are primarily economic or planning related, despite the social element. Many of the tools in the Gentrification Toolbox could also be placed in the Social Toolbox, especially those in the section titled Inner-Strengths of the Community (which includes tools such as community organizing and community building), but – because of their quintessential role in gentrification management – we felt it important to place these tools in the context of gentrification.

o Examples of typical neighborhood association goals: neighborhood crime watch, traffic calming, lobbying for zoning changes, neighborhood beautification, etc. o Well established neighborhood associations are able to provide services to local residents (Brighton Beach Neighborhood Association, NY) and may spawn new types of resident focused institutions in the community (Marquette Neighborhood Association, WI) •

o Allow tenants a venue for community building, collective lobbying, and a voice to advocate renter’s rights and take action against negligent or irresponsible landlords. o Helps ensure that tenant’s rights are respected and presents a way for renters to participate in neighborhood planning on equal grounds with homeowners (who are likely to dominate a neighborhood association) and businesses (who are able to organize in a merchant’s association).

Community Associations Community associations allow a group of community members to find a collective vision of the neighborhood, address grievances they have with development trends, and work together to move in positive directions. Neighborhood, tenant, merchant and independent business associations all share a common organizational form with two characteristics:

•

o Gives area businesses a formal structure capable of interacting with foundations, other local associations, and government. o Merchants associations are based on an alliance of many different business types located in the same area whereas business associations (such as the Santa Fe Association of Realtors) are based on an alliance of businesses that provide the same types of goods and services.

2) Written by-laws outline the policies by which the association can make decisions. Generally, they include the name, address and purpose of the group; membership qualifications; a list of officers of the association, their powers, responsibilities and length of time to be in office; a list of the standing (regular) committees; how committee chairs will be elected; the criteria for establishing ad hoc committees; whether or not committee chairs as well as association officers will serve on an “executive committee,” whether or not meeting will be conducted by parliamentary procedure; how frequently membership meetings will be held; who can call meetings; how and when notification of meetings to the general membership will take place; definition of a quorum; how voting will take place, and how the by-laws can be amended.

o Examples of typical merchants association goals: rezoning, traffic calming, street and sidewalk improvements, common marketing, community events, local business networking, etc. o Merchants associations can also offer services to local businesses (business counseling, workshops, etc.), acquire and manage businesses, set up co-operatives (typically advertising cooperatives), assist local workers in finding employment in member businesses, and create (or lobby for the creation of ) institutions and programs that aid local businesses (business incubators, special tax breaks, etc.).

Neighborhood Association

o A merchants association in the Triangle will be aided by the business networking and common marketing initiatives of the 2nd Street Experience.

o Allows residents a venue for community building and enhances the political power of local residents through collective lobbying.

•

o Helps ensure that local development is ‘community friendly’ because: (1) the city is obligated to notify a neighborhood association of any upcoming development initiatives in the area; giving residents a chance to be proactive in opposing undesirable projects; (2) neighborhood associations are able to lobby for special criteria for business development in their area; sending businesses a clear message of what types of firms are acceptable to the community and what types will be fought against and protested; and (3) a neighborhood association presents



Merchants Association o Enables business collaboration in common initiatives and political lobbying.

1) A democratic model with elected officers and an elected president serving on a ‘Steering Committee’ or ‘Board of Directors.’

•

Tenant Association

Independent Business Alliance (IBA) o An association open to all members of the community. Enables business and resident collaboration in common initiatives and political lobbying. o Engage primarily in common marketing, promoting a culture of local consumption, and lobbying local government.

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o Although they include local residents, IBAs are primarily focused on strengthening the business community. While an IBA is a reasonable alternative to a merchants association, the model does not address resident and tenant concerns well enough to serve as an alternative to a neighborhood or tenant association. •

o A Noise Permit is required for loud events (music, protest, etc.). This permit can be obtained by contacting Barbara Lopez at the Community Services Department (955-4601). o A Picnic License is required if alcoholic beverages are going to be served at your event. This permit can be applied for by contacting Barbara Lopez at the Community Services Department (955-4061).

Local Community Associations: o 103 neighborhood associations are registered with the City of Santa Fe Planning Division.

o A Street Closure Permit is required if your event is going to require closing down a public street. This permit includes the permit for noise and can be applied for by writing a letter of intent to Barbara Lopez at the Community Services Department.

o There are 5 neighborhood associations in the Triangle: Hopewell/Mann St. Housing, La Canada Neighborhood, Casa Linda NA, Pacheco Street Neighborhood Alliance, and Young Park Neighborhood Association.

o A Group Use Permit is required if private businesses (vendors) will be selling goods at your event. This permit must be applied for through the City Manager’s Office nine months in advance of the event.

o There are many active business associations in Santa Fe, but only one merchants association: De Vargas Center Merchants Association.

o Outreach/promotion is extremely important to a successful community event. An event, fundamentally, needs attendants. Some methods for event promotion include: creating flyers or posters and distributing them at public places, putting up flyers in local businesses, door-to-door promotion, advertising in local newspapers, contacting local newspapers so that you appear in the community events section, and putting up signs on consenting resident’s properties.

o The Santa Fe Alliance, a local IBA, has grown tremendously in the last few years and is a registered member of the American Independent Business Alliance. •

Funding and Assistance: o Neighborhood associations can register with the City of Santa Fe Planning Division to receive official recognition. The division is required to notify registered associations of any new development projects in the neighborhood. (www. santafenm.gov/planning-land-use/index.asp)

o Sponsorship/fundraising can be a highly important component of a community event (depending on its size and cost). For small events, fundraising may simply consist of collecting a small fee from everyone involved or holding a bake sale or a collective yard sale. Larger and more expensive events may require soliciting sponsorships from local businesses and even creating and selling event related items (coffee mugs, t-shirts, posters, etc.). In some cases it may be productive for event organizers to find a non-profit agency to act as their fiscal agent so that they can acquire funding from the city and/or from grant foundations.

o The Community Associations Institute (CAI) offers books, seminars, workshops, and research to members of its national network of associations. (703-548-8600; www. caionline.org) o The National Civil League provides technical assistance and leadership training to community associations. (303-571-4343; www.ncl.org)

o Some examples of community events include: parades, street fairs, barbecues or picnics, sporting events, public art, music, poetry, or movies, pancake breakfasts, coffee in a park or other public space on weekends, neighborhood clean-up projects, community gardens, discussion groups, and kids jacket swaps.

o The American Independent Business Alliance (AMIBA) manages a national network of IBAs and provides information resources, counseling, and how-to guides to members. (406-582-1255; www.amiba.net

Community Events

Carsharing

Community events, as a category, encompasses a great number of activities – from parades to neighborhood cleanups to kids jacket swaps – and is one of the most basic, yet important social tools. Whether it is intended by the organizers and participants of a community event or not, such an event is also usually a community building activity (see Gentrification Toolbox, Inner-Strengths of the Community).

Carsharing gives people the freedom to drive without the full cost-burden of owning a car. While private carsharing companies have done quite well in cities like Portland and Boston, carshares can also be organized as non-profits or cooperatives. •

o Organizing a community event regularly requires: permits, outreach/promotion, and sponsorship/fundraising.

Carshare o The Victoria Transportation Institute defines carsharing as “an automobile rental service intended to substitute for private vehicle ownership…Vehicles are rented by the hour, located near residences, and require minimal effort to check in and out…Carsharing gives consumers a practical alternative to owning a personal vehicle that is driven less that about 6,000 miles per year.”

o There are several different types of permits you may need – a brief description of each is in the following four bullets. With the exception of the Group Use Permit (see below) all permits should be applied for at least one month before the event.

o May be organized as non-profits, for-profits, or cooperatives.

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o Programs vary widely in size: the smallest program in America (Ann Arbor, MI) has 6 people sharing one vehicle while the largest (Boston, MA) has 10,000 members sharing 250 vehicles. o A carshare program in the Triangle could save residents thousands of dollars in transportation costs and serve as a model for a citywide carshare. o Partnering with the City of Santa Fe to develop a carsharing program would make the program eligible for a greater number of grants from the Environmental Protection Agency and the Department of Transportation. •

Local Carshare Programs: o There are no existing carshare programs in New Mexico.

•

Funding and Assistance o The Carsharing Network provides information resources and how-to guides on starting and managing a carshare (www.carsharing.net) o The Surdna Foundation awards grants for transportation and urban/suburban land use projects that reduce vehicle miles traveled (www.surdna.org) o The Transportation Air Quality Center hosts a Transportation-Related Grants Database (yosemite.epa.gov/aa/grants.nsf ). o The Max and Anna Levinson Foundation awards grants to ecologically progressive 501(c)(3) programs (www.levinsonfoundation.org) o The PNM Resources Foundation awards grants to 501(c)(3)s focusing on education, environment, or economic vitality (http://www.pnm.com/foundation/home.htm).



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The Local Economy Model Economic Modeling

quality of life. This, however, simply changes the question to: ‘What makes up quality of life?’ The two most obvious answers are time and money – which almost everyone wants more of. More time and money are only valuable, of course, as a means to other things, and are perhaps best seen as helping to expand the scope of individual choice and capability. More often than not, people value more free time because it allows them to strengthen their connection to friends, family, and community, and this kind of social involvement can be seen as an end in itself. Most people value their families and care about their communities, and opportunities to be more active and involved are an important part of quality of life. This is not to downplay the role of money and the related concern of access to credit – as these directly affect an individual’s access to good and services and opportunities for education, homeownership, or business ownership – but income is best seen as simply one aspect of overall quality of life. In addition to time, money, and family and community invlovement, personal safety and security, self-respect, and physical environment all contribute to the overall state of someone’s quality of life or prosperity.

This section introduces our economic model. An economic model, in its most basic sense, has three parts: an analysis of the current state of the economy, a theoretical version of how the economy could best function (the model), and a program or set of actions that will transform the current economy into the model. Our model – the Local Economic Development model – is concerned with increasing the value of the economy to the community in the long-term. Our model stands apart because of its holistic, place-based approach to economic development. It differs from more standard economic prescriptions because it: •

Maintains a focus on healthy households as well as successful businesses

•

Recognizes the economic significance of non-cash activities

•

Is concerned with the effects of economic activities on the livelihoods of others (externalities)

•

Views the displacement of residents and businesses as a sign of economic failure rather than development (real economic development benefits the people living in the community)

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Focuses on harnessing local capital and capabilities as key elements in economic development as opposed to focusing on attracting capital investment from large firms

•

Balances efficiency with concerns for fairness and community involvement in the economy

•

Is concerned with mutuality and inclusive decision-making as opposed to opportunism

While prosperity focuses on quality of life, stability is concerned with how changes in the economy and community affect people’s lives. Maintaining stability in a local economy means preparing for change and finding ways to manage economic changes so that their negative effects are minimized while their positive effects are maximized. For example, maintaining stability in a community where jobs are lost because of a declining business or industry may mean either offering the recently unemployed training for available jobs or creating new jobs through business development. Stability in a local economy does not mean that things do not change – change is inevitable in all communities – but that processes of change do not occur suddenly and drastically and are managed to minimize the potential harm they can cause.

Economic History

The Local Economic Development model draws on the work of many economic thinkers, both new and old. A few of the most influential include Aristotle, Pope Leo XIII, J.M. Keynes, Herman Daly, Wendell Berry, Michael Shuman, and Amartya Sen. We have also been influenced by the work of organizations such as the New Economics Foundation and Civic Economics. The common threads linking this diverse array of thinkers are a focus on the importance of community and a concern with making markets (the economy) better serve human values and needs. Following in these footsteps, we believe that a community should actively manage the local economy in order to minimize the harm of economic change and maximize the value of the local economy to the community. This is not an advocation of 'the community as dictator,' but a call for heightened community participation and choice in the directions of economic change. We believe our model can serve two purposes: (1) to influence individual spending habits and (2) to initiate community actions that alter the structural conditions confronting local economic agents (individuals). Different spending habits and new community actions are ultimately aimed at increasing the prosperity and stability of local households and businesses – a process that can be defined as Local Economic Development.

With prosperity and stability in mind, we can begin to examine the history of the Triangle’s economy as a first step toward understanding the present. The broad ‘periods’ of economic history outlined below are general patterns and there will be some degree of overlap between the trends in each period. In the period before World War II, the Triangle was a sparsely populated collection of neighborhoods. Many families engaged in agriculture, both for home use and for sale. There were few businesses serving the area during this time, and people had to travel into town to acquire goods and services. Following the second World War, the population of the Triangle increased and neighborhoods began to become more dense. Throughout the 1950s and ‘60s and into the early ‘70s neighborhood businesses like grocery stores and corner stores sprang up to serve the growing community. In addition, industry and manufacturing operations located along the rail line, taking advantage of the still abundant open land and of the area’s connectivity to markets. Agriculture diminished during this time period, but was still a common practice for local families. During the late 1970s, ‘80s, and early ‘90s the population continued to grow and neighborhoods became more defined and dense. However, many small businesses providing essential goods in the Triangle began to close down as they lost customers to larger operations. In addition, industry and manufacturing operations also closed down or relocated to take advantage of areas with lower costs for doing business. Agriculture

Prosperity and Stability If the goal of the Local Economic Development model is to bring greater prosperity and stability to the residents and entrepreneurs of the community, then these concepts need to be defined and specified. The easiest way to define prosperity is to identify it with a high



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also became less prominent during this period as land became more scarce and families gradually became more reliant on wages to provide for subsistence.

that circulates within a community is multiplied as it is exchanged from person to person in successive rounds of spending. This tendency of money to multiply spending as it circulates is called the multiplier effect.

From the late 1990s to the present, the population of the Triangle has continued to grow along with the population of Santa Fe. As a result of high costs of living in other parts of the city, the Triangle has maintained its traditional character as an area for working and middle class families. In addition, low costs have attracted many small and start-up businesses, which located alongside the few businesses that have maintained a presence in the Triangle for decades. Industry and manufacturing still exist to some degree, but have a greatly diminished presence. The same can be said for agriculture, which has been phased out during the gradual ‘urbanization’ of the Triangle neighborhoods. This paints the basic picture of the Triangle today as a mixed use neighborhood where working and middle class households coexist alongside mostly small businesses.

The multiplier effect occurs most rapidly and most effectively in small scale economies. The economy of the Triangle can be by no means purely self-enclosed, but it can benefit from localizing to the greatest practical degree. Localizing means directing consumer spending to local businesses and business spending to local suppliers, business service providers, and workers – thereby increasing the local circulation of money and enhancing the multiplier. From the perspective of practical degrees or levels of localization, it makes the most sense to prioritize the neighborhood or community scale and then to look to the city and then to the state as economic scales that should be prioritized to get the maximum benefit from the circulation of wealth. From a trade perspective, the goal is to maximize the amount of money entering the economy from larger scales and minimize spending that leaves the economy by channeling it into circulation within the community. We will return to this topic to explore ways of 'plugging the spending leaks' that funnel money out of the local economy.

Circulation of Wealth The history of the economy gives us a basic understanding of the current situation. However, an analysis requires that we also examine the flow or cycle of wealth. Money does not just enter into or leave an economy, but circulates within it – passing from person to person in a cycle of exchange. A basic cycle of wealth operates something like this: •

Local businesses receive revenue from consumer spending. Revenue is used to pay wages, replenish stock, pay overhead costs (such as rent/mortgage payments and utility bills), and reinvest in the business. The remaining money is taken in by the business owner as profit.

•

Business revenue that is used to replenish stock and acquire business services (such as custodial work or consulting) is paid to other businesses that produce goods for retail and to services that cater to business needs. In turn, these 'secondary' businesses have expenses of their own: wages, raw material or stock, overhead costs, and reinvestment.

•

The profits of business owners and the wages of employees are translated into family incomes. Household spending covers essential goods and services (like food, rent/mortgage payments, and healthcare) and non-essential goods and services (like entertainment). Spending feeds back into businesses that provide these goods and services, becoming revenue.

•

Income is typically not simply used for consumer spending, but is used to contribute to household savings as well. Savings enter financial institutions (like banks or credit unions) and add to the pool of locally available capital (money). Financial institutions then channel some of this capital back into the community by providing businesses and residents with loans.

Factors of Production While the cycle of wealth gives us some idea of how money moves through the economy, an analysis of the local ‘factors of production’ (in other words, the elements needed for business development) helps us understand the economic constraints and prospects facing local households and businesses. The three traditional structural conditions (factors of production) affecting or constraining business development and individual choice and oppotunity are land, labor, and capital (credit). The characteristics of these three factors at the neighborhood scale are highy influenced by market dynamics that operate on a city-wide scale. Land, labor, and capital – and how their characteristics in the Triangle are affected by the larger city-wide context – are discussed below.

The cycle of wealth described above occurs at many different scales: neighborhood, city, state, region, nation, and globe. The concern here is the neighborhood or community scale – the scale appropriate to the Triangle. At such a local level, of course, the circulation of wealth is not self-contained. Instead, a large amount of money enters and leaves the neighborhood economy because locals necessarily transact with people in other parts of the city, state, nation, and world to get the goods and services they need. After recognizing the necessity of trade, however, it is also valuable to recognize that increasing the degree to which money circulates at a more local scale brings benefits to the community. Spending

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•

The availability and price of land and facilities is a crucial factor in determining what types of businesses and households thrive in a local economy. In the Triangle, the relatively low price of property (compared with other parts of Santa Fe) and the small size of lots and buildings has made the area particularly suitable for small start-up businesses and working/middle class families. The strong real estate market of Santa Fe, however, has shown a consistent trend of raising property values in historically working class neighborhoods in the city, thereby displacing the original residents and replacing them with higher income households (a process known as gentrification). Another set of factors that affect the price of land and the types of uses it is appropriate for is location and transportation connections. The proximity of the Triangle to downtown Santa Fe and its connection to many main roads leading into and out of town facilitates business to market delivery, gives downtown and south side shoppers (and workers) access to Triangle businesses, and grants Triangle residents access to businesses in other parts of town. This proximity and connectivity to downtowm also makes the Triangle a likely site of rising property values.

•

The skills, availability, and wages of employees (labor) has a large effect on the prospects of doing business in a place. From an employer standpoint, a labor market is most reasonably concieved at a city or county-wide level because it is typical for employees to commute to work from other neighborhoods. The

neighborhood scale can be important, however, because people living in the same area often have similar opportunities for pursuing education and training programs. Moreover, because governments, private schools and universities, and large citizen groups are typically the principle source of initiating, administrating, and funding education and training, decisions regarding how accessible education facilities are in relation to a specific neighborhood usually take place at a scale of politics much larger than neighborhood politics. Access to education is important not only as an end in itself, but also as a route to more choice in employment and higher wages. •

Leaks can occur at any place in the circulation of wealth through a local economy and may be the result of either consumer or business spending. Plugging the leaks (a term borrowed from the New Economics Foundation) refers then to identifying places where money leaves the local economy and finding ways to change patterns of spending so that it remains in circulation and enhances the local multiplier effect. In markets where very little money is retained locally due to resources that can only be obtained from distant places, such as transportation, it may be desirable simply to reduce consumer spending so that people have more money to spend on other things. It is important to stress here that a local economy at the scale of the Triangle cannot be purely self-contained. The idea behind plugging the leaks is not to attempt to cut the economy off from the rest of the world (let alone the rest of the city). Rather, spending leaks should be thought of as practical opportunities to increase the benefits of the economy to the community. The model of a self-contained economy where money perpetually circulates is simply used to call attention to these opportunities (spending leaks) – and to show that changing spending habits so that more money circulates within the local economy directly benefits area businesses and residents. Economist Michael Shuman addresses this issue quite well in his book Going Local:

Capital (or credit) is another element that is important to business development and growth (and for opportunities for homeownership). Access to credit is important because very few people can afford the costs of starting or expanding a business or buying a home with their personal funds. Finance, however, is another element of the economy that is not self-contained at a neighborhood scale. The financial market, and the rates and terms of local lenders, is largely affected by trends in the region, state, and nation. Moreover, individual financial institutions (like banks or credit unions) rarely operate at a neighborhood scale. Rather banks accumulate savings from many branches and make loans to businesses and residents in many different locations.

It’s easy to dismiss the principle of self-reliance by pointing to many complex products that communities cannot manufacture on their own. The goal of a self-reliant community, however, is not to create a Robinson Crusoe economy in which no resources, people, or goods enter or leave. A self-reliant community simply should seek to increase control over its own economy as far as is practicable. It should try to encourage local investment in community corporations, and local consumption of goods made or services delivered by them. These community corporations, in turn, should be encouraged to hire local workers and use local inputs for production. This strategy maximizes the number of dollars that circulate within the community, which in turn pumps up its levels of employment, business, income, and wealth. (original emphasis, page 49)

Although the economy of the Triangle is constrained by the larger context of the real estate market, location and connectivity, educational opportunities, politics, and finance, local efforts can transfrom the conditions of land, labor, and capital in the community: •

The real estate market can be affected through the emergence of community development institutions that can buy and manage land, such as community development corporations or community land trusts.

•

Location and connectivity (as well as the types of activities land can be used for) can be influenced by neighborhood planning.

•

Educational opportunities can be enhanced by educational outreach programs .

•

Political descion-making can be influenced at a municipal scale by active community associations such as neighborhood associations, merchant associations, and business alliances. Because political decisions can potentially impact many of the other elements of the economy discussed here, influence on political decision-making is particuarly important to neighborhood efforts to manage the economy.

•

Capital or credit can be made more widely available to local entrepreneurs and residents through the formation of community development financial institutions, such as community development banks and microenterprise development loan funds.

While plugging the spending leaks of the economy is certainly aided by (and requires) individuals to change their spending habits, active community associations and institutions are also essential. Individuals are limited in their possible choices by the structural conditions of land, labor, and capital – conditions that community institutions can alter. Indeed, the main role of community institutions is to alter the structural conditions of the local economy so as to expand the range of feasible choices available to individuals. Reframing this statement in the language of Nobel Laureate economist Amartya Sen: community institutions represent a social commitment to individual freedom. As a simple example, the emergence of a community development bank alters the structural conditions under which people have access to capital (often by reducing risk through offering lower interest rates), allowing a greater number of people the opportunity to purchase a home or start a business. The following section examines some of the biggest spending leaks in the Triangle’s economy and suggests some actions that could help to plug them. This section maintains the dual focus of this model on changing individual spending habits as well as initiating community actions.

Plugging Leaks

One of the most evident leaks in our economy is transportation. A large amount of consumer spending goes into motor vehicles and very little of it is retained locally. Reducing the amount of driving time area residents regularly engage in would result in savings on fuel, prolong the ‘life-span’ of vehicles, and may even reduce the number of vehicles a household requires – effectively putting more money into residents’ pockets. It

‘Leaks’ in an economy occur when spending results in money leaving the community. In an economy with no leaks, money would circulate perpetually – consumer spending would be translated into business revenue, which would flow back to consumers through payment of wages, which is translated back into business revenue through consumer spending, and so on. The main benefit of circuation, as was noted earlier, is the multiplier effect.



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Modeling and Community Action

is clear here that changes in individual spending habits are important: people can choose to spend less on transportation by choosing to walk or bicycle more often. However, the structural constraints that make such a choice feasible or practical are equally clear: if streets are unpleasant or dangerous or if the businesses where people work or shop are distant, then walking has little appeal. Community initiatives and institutions, however, can alter these structural conditions. Community planning can make streets more pedestrian friendly; neighborhood and merchants associations can work to make streets more safe; and community development institutions (CDIs) and their financial counterparts (CDFIs) can work to develop more local businesses to serve area neighborhoods. By reducing transportation costs and by creating a greater number of local businesses, this set of strategies helps to prevent money from leaving the local economy and channels it back into circulation in the community.

The Local Economic Development model presented here consists of preliminary considerations, and much more work needs to be done before a complete model is assembled. Economic modeling can be seen largely as a challenge – a call to action. By analyzing the current state of the economy and the risks and opportunities contained in likely paths of change, an economic model presents a forecast of possible futures for an economy. Moreover, a model suggests paths of action that can manage change and shape the future. This is an ambitious project, and it requires the active participation of community members to be realized. An economic model does not dictate what people should or should not do, but attempts to provide them with a set of possible actions and their likely consequences. And, because many ‘programs of action’ can only be effective through a concerted effort, the actions that people are able to choose and pursue are quite often limited by the preferences of others. What is vital then, in choosing a given action, is discussion among community members – an open discussion in which people try to figure out where their values or interests line up (as well as where they differ). Engaging in this type of discussion in the first place, however, requires a good deal of both respect and optimism. Respect acknowledges that we will not agree on everything, but must work together. Without this basic level of respect a discussion quickly turns into a stubborn shouting match when people come into conflict. Optimism is required because people must believe (1) that discussion can result in finding some common ground and (2) that such common ground can be the basis for practical, positive courses of action. An economic model can serve as a guide or a tool in these discussions (and, in a best case scenerio, can inspire optimism and activism). But the real worth is to manage the present with an eye on the consequences this has for the future. That task must be left to the people most directly involved in and affected by community life and economy – the people of the community themselves.

Another leak in our economy is energy spending. Heating and cooling costs for homes and businesses draw a large amount of money out of the community. Changes in individual spending habits in this context mean that people should invest more money in the energy efficiency of their homes so that they are able to save more on energy bills in the long-term. Community institutions and associations can aid in this process by developing programs that make home weatherization or the acquisition of alternative energy technologies less costly and more accessible. CDIs and CDFIs can go even further by enabling more renters to become homeowners – making a long-term investment in a home more practical. It is even possible for these types of institutions to lead an initiative for developing community based power generation (such as a biomass generator). Food spending can also be seen as a leak in the local economy. Because much of the business spending of the supermarkets themselves goes to distant agribusinesses, consumer spending on groceries has a somewhat limited effect on the local economy. Moreover, because there are few independent grocers, a percentage of supermarket profits are also expatriated from the local economy to corporate headquarters.

Optimism, community vision, planning, and community action all contribute to a community’s ability to manage neighborhood change and the local economy. Optimism is perhaps the most critical factor – for if people do not believe that any good can come of community efforts, then no one will step up to the plate to try and manage the forces of neighborhood change in the first place. The term ‘community vision’ often seems to suggest that peole in a given community all see things the same. The meaning of community vision employed here is rather that people in a given community come together to discuss how processes of change are affecting them and to develop ways to manage change. Because it poses questions about the character and the future of a neighborhood, planning can be seen as a step toward developing community vision. A plan can put a community’s vision into words, but community visioning must be an ongoing process. Finally, visioning should culminate in community action – action that helps realize the vision. The very idea of community mangement of the economy implies an active community and cannot be realized without it.

Changing individual spending habits in relation to food is particularly difficult. Independent grocery stores and food products from New Mexico farms are often substantially more expensive than chain stores and out of state products – although they do lead to greater economic impact and a healthier local economy. In the long run, we believe that the economic benefits of localizing food production outweigh the costs of more expensive locally produced food, but we recognize the difficulty that making this transition entails for the present. Plugging the leaks in food spending, although difficult, is not an insurmountable problem. One possible solution is offered by reducing spending in other areas (like transportation and energy) – freeing up more money for localized food spending. More household gardens offer another possible solution because growing food reduces the amount of money people must spend on food. Going beyond individual choices, community associations and institutions can also work to localize food spending. Community gardens require less time per person than home gardens and have the same positive effects. CDIs and CDFIs can promote the development of independent grocers that carry a mix of locally produced and out of state food products. Finally, associations and institutions can promote food cooperatives – which reduce the cost of food products to members by allowing them to collectively purchase food in bulk.

Neighborhood Handbook

The toolboxes of this handbook contain information on different types of programs and institutions that can be used for Local Economic Development. While the Business Toolbox and the Household Toolbox are aimed at existing programs that can be used by individuals, the Economic Toolbox and the Social Toolbox contain information more focused on possible programs and institutions that could be developed through community action. The Gentrification Management Toolbox contains a mix of theses two types of programs and institutions. By seizing on the tools that are collected in this handbook, the

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communities of the Triangle can actively manage the local economy – building a more prosperous and stable future.



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How Triangle District Project Initiatives Help to Implement City Economic Development Objectives City Objectives:

Workforce

Entrepreneurship

Sites and infrastructure

Community Development

Marketing

Education:

Business incubator

Water conservation and clean energy capital

Business friendly City Hall

Roles for organizations

Goal setting

Economic development ‘brand’

Support City staff

Study target audiences

Arts and culture in economic development

Local media

Parents; Support schools Workforce: Training programs

Training Motivate new business Support existing businesses

One-stops

Public Housing Asset Mapping Neighborhood Associations Newsletter

Business Community Merchants Associations Identity Campaign

Local Economic Development Modeling and Analysis Toolbox

Neighborhood Planning Community process Overlay zoning Toolbox

Young creatives

Internal marketing External campaigns

Other colleges Public Housing initiatives bring forward agents and build groups from underserved populations

Asset Mapping inventories neighborhood skills, needs and opportunities.

Asset Mapping identifies environmental resources and needs.

Asset Mapping inventories neighborhood skills, needs and opportunities.

Newsletter promotes local businesses

Newsletter raises awareness of water and energy issues and solutions.

Neighborhood Associations and newsletter help publicize and refine workforce programs. Area Merchants Associations involve entrepreneurs in Workforce Development, including identifying needs, mentorships, and sponsoring local one-stops. Identity campaign is an outreach partnership with College of Santa Fe Local colleges participate in Modeling and Analysis Modeling and Analysis identifies needs and opportunities Economic Toolbox serves as an educational resource for potential and existing Workforce Development resources.

Merchant Associations host education, training and technical assistance programs; interface with government and non-profits. Identity campaign brings cluster concept to local marketing and business incubation.

Modeling and Analysis identifies needs and opportunities; builds clusters.

Merchant Associations can help identify sites and infrastructure needs. Identity campaign spotlights water and energy firms in the area.

Modeling supports feasibility of start-up water and energy enterprises.

Economic Toolbox serves as an educational resource for potential and existing Entrepreneurial Development resources.

Community process increases communication among potential workforce partners.

Neighborhood plan strengthens commercial and retail environments.

Neighborhood planning finds appropriate locations for needed programs.

Zoning overlays can support local business preferences, such as parking and signage. Supports affordable space for businesses.



Work with county Convention center

Community college

Project Initiatives: Community Organizing

Infrastructure for creative activities

Neighborhood plan integrates water and energy initiatives into commercial districts and residential neighborhoods. Creates vibrant mixed use environments that support creative enterprises. Toolbox includes water and energy strategies for businesses and residents.

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Outreach initiatives bring forward community priorities to city staff and facilitate implementation of City initiatives.

The Newsletter is a new local media, with a very close focus. Newsletter supports internal marketing.

Asset mapping identifies arts and culture businesses, facilities and organizations Newsletter promotes local culture and emerging artists and other creatives Identity campaign emphasizes the several arts and culture clusters present in the district, and the supportive environment for creative start-ups.

Econ. Modeling and Econ. Toolbox are designed to further the organic growth of small independent businesses from within the community. Econ. Modeling emphasizes smart growth strategies in target industries identified by SFEDI and the Econ. Dev. Plan. Neighborhood Plan brings forward community priorities to the City. Neighborhood plan is a needed interface between community needs, the City, and developers.

Merchant Associations build capacity to define and promote local commercial districts. Identity campaign contributes pieces of Santa Fe’s identity, supports internal marketing and promotes a “buy local” consumer culture. Modeling and analysis helps to balance internal and external marketing priorities. Toolbox includes community supported strategies for sustainable economic growth.

Neighborhood Plan promotes the community’s own vision of its future; claiming part of the city’s image and success as its own.

Neighborhood plan promotes local arts and culture initiatives and the businesses that support them.

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Triangle Demographic Data Appendix A – Triangle Census Data

Triangle: 1990

The below appendix contains data on the Triangle taken from the Census. Statistics for the Triangle from 2000 are compared with data from the 1990 Census. To contextualize statistics from the Triangle, they are compared to 2000 statistics for Santa Fe as a whole.

Tenure Occupied housing units -Owner-occupied housing units -Renter-occupied housing units

At the end of the appendix are a list of topics for which we could not find Triangle specific data. This data is more generalized and is taken from a number of sources (which are listed in each entry).

Ethnic\Racial Diversity Ethnicity Total Population Hispanic or Latino White (non-Hispanic) American Indian Asian or Pacific Islander Some other race African American

•

•

Triangle: 1990 3,454 2,357 906 124 38 15 14

% 100 68.2 26.2 3.6 1.1 0.4 0.4

Triangle: 2000 3,541 2,460 824 87 74 23 16

% 100 69.5 23.3 2.5 2.1 0.6 0.5

Santa Fe: 2000 62,203 29,744 29,300 1,019 797 98 341

100 47.8 47.1 1.6 1.3 0.2 0.5

According to the 2000 Census, the Triangle’s population is: 69.5% Hispanic or Latino, 23.3% White (non-Hispanic or Latino), 0.5% Black or African American, 2.5% American Indian, 2.1% Asian or Pacific Islander, and 0.6% “some other race.” Hispanics, American Indians, and Asian or Pacific Islanders make up a greater percentage of the Triangle’s population than of Santa Fe’s. Santa Fe is 47.8% Hispanic, 1.6% American Indian, and 1.3% Asian or Pacific Islander (see above information for the Triangle). Non-Hispanic Whites make up less of a percentage of the Triangle’s population than of Santa Fe’s. The city as a whole is 47.1% white (see above information for the Triangle).

•

Blacks or African Americans make up an equal percentage of the Triangle and Santa Fe’s population: 0.5%.

1377

83

27519

405

29.4

16012

58.2

899

70

972

70.5

11507

41.8

-Not mortgaged

189

Median (dollars)

197

Median (dollars)

%

29.9

646

Gross Rent Specified renter-occupied housing units --Less than $200 --$200 to $299 --$300 to $499 --$500 to $749 --$750 tp $999 --$1000 or more No cash rent

This section contains statistics on housing, homeownership, and rent.

Santa Fe: 2000

%

384

Median (dollars)

Selected monthly owner costs as a percentage of household income in: Less than 20 percent 20 to 24 percent 25 to 29 percent 30 to 34 percent 35 percent or more Not computed

Gentrification



1283

Mortgage status and selected monthly owner costs Specified owner-occupied 323 housing units -With a mortgage 134 41.4 --Less than $300 0 0 --$300 to $499 18 13.4 --$500 to $699 71 52.9 --$700 to $999 41 30.5 --$1000 to $1499 4 2.9 --$1500 to $1999 0 0 --$2000 or more 0 0

%

•

Triangle: 2000

%

58.5

436

43.5 5.9 0 18.5 19.2 51.6 4.6 0

196

56.4

212 34 28 0 73 0

89 42 264 341 157 37 44 555

4654

34.2

1999 61 9.7 8 0 21 0

974 20.5 4.6 44.5 27 1.6 0 1.5

65.7 0.4 2 5.9 15.3 21.6 11.4 9.1

273

1999 66.2 4.9 3.4 6.5 18.8 0

8929 53 278 797 2077 2930 1555 1239 1177

240

885 182 41 394 239 15 0 14

151 9 0 28 29 78 7 0

13583

1054

1989 214 16 11 21 61 0

347

7100 1681 1254 853 2675 120

52.3 11.6 9.2 6.3 19.7 0.9

11454 9.1 4.3 27.1 35 16.1 3.7 4.5

636 284 1455 3908 2911 1788 472

5.6 2.5 12.7 34.1 25.4 15.6 4.1

707

Neighborhood Handbook

•

o The number of rents between $200 and $299 was relatively stable.

Only 30% of Triangle residents are homeowners (70% renters). In Santa Fe, 60% of all residents are homeowners (40% renters).

•

The ratio of homeowners to renters in the Triangle was stable between 1990 and 2000. There was a 0.5% decrease in homeownership and a corresponding increase in renters.

•

According to the UNM Bureau of Business and Economic Research (Mitchell, Jeffrey and Lee A. Reynis. “The Economic Importance of Arts and Cultural Industries in Santa Fe County.” November, 2004.):

o The increase in the number of rents above $500 was astronomical. Rents between $500 and $749 increased by 43% (from 264 to 341); between $750 and $999 by 1,047% (from 15 to 157); between $1,000 and $1,499 from 0 to 37 (no percent change); and those above $1,500 by 315% (from 14 to 44). o Between 1990 and 2000 the median rent in the Triangle has increased by 27.3% (from $436 to $555). •

o The real cost of housing in Santa Fe is increasing at almost 3 times the national rate. o Wages in Santa Fe are 20% below the U.S. average but the cost of housing is 53% higher than the national average. •

18.3% of all householders (homeowners and renters combined) in the Triangle moved into their home before 1969, 3% moved in between 1970 and 1979, 9% moved in between 1980 and 1989, 14.8% moved in between 1990 and 1994, 30.6% moved in between 1995 and 1998, and 24.3% moved in between 1990 and March 2000.

Homeownership •

Between 1990 and 2000, the cost of monthly mortgage payments in the Triangle increased substantially. o The percentage of owner-occupied homes with monthly owner costs below $500, as well as the percentage of homes with a cost between $500 and $1000, decreased by over 50%. o Homes with monthly costs below $500 fell from 13.4% of all mortgaged owneroccupied homes in 1990 to 6 percent in 2000. o Homes with a monthly cost between $500 and $1000 went from constituting 84% of all mortgaged homes in 1990 to 38% in 2000. o Homes with a monthly owner cost of over $1000 increased dramatically. While only four homes had a mortgage of over $1000 in 1990 (a mere 3% of all homes with a mortgage), the number had increased to 85 by 2000 (56.4% of the total). o The median monthly owner cost of a mortgaged home increased by 61.3% between 1990 and 2000 (from $646 to $1054).

•

Median monthly homeowner cost in Santa Fe ($1177) is 10.5% higher than median monthly homeowner cost in the Triangle ($1054). There is a $123 difference between the two.

Rent •

Rents became significantly more expensive in the Triangle between 1990 and 2000. o The number of rents under $200 declined by 48.9% (from 182 to 89) and those between $300 and $499 by 67% (from 394 to 164).

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Median rent in Santa Fe ($707) is 21.5% higher than median rent in the Triangle ($555). There is a $152 difference between the two.

Employment, Income, and Poverty Triangle: 1990 Employment status Persons 16 years and over In labor force Employed Unemployed Not in labor force Class of Worker Employed persons 16 years and over Private wage and salary workers Government workers Self-employed workers Unpaid family workers

2431 1810 1674 136 621

Triangle: 2000

%

2661 74.4 68.8 5.5 25.5

1674

1731 1578 153 930

Santa Fe: 2000

% Poverty Status in:

65 59.3 5.7 34.9

34033 32461 1542 16891

66.8 95.38095 4.530896 33.2

65.7

1266

80.2

21125

65.1

426 122 25

25.4 7.2 1.4

144 168 0

9.1 10.6 0

7101 4084 151

21.9 12.6 0.5

1999

Households

1289

1374

259 218 360 178 173 87 6 8 0 0

20.1 16.9 27.9 13.8 13.4 6.7 0.4 0.6 0 0

275 112 258 230 241 174 52 23 4 5

20 8.1 18.7 16.7 17.5 12.6 3.7 1.6 0.3 0.3

2606 1615 3672 3793 4615 5123 2839 1787 708 735

26522

40392

Family households

837

825

15009

--Less than $10,000 --$10,000 to $14,999 --$15,000 to $24,999 --$25,000 to $34,999 --$35,000 to $49,999 --$50,000 to $74,999 --$75,000 to $99,999 --$100,000 to $149,999 --$150,000 to $199,999 --$200,000 or more --Median household income (dollars)

161 142 158 130 158 74 6 8 0 0 21444

164 71 132 131 167 120 25 10 0 5 32063

19.8 8.6 16 15.8 20.2 14.5 3 1.2 0 0.6

933 692 1681 1818 2416 3163 1922 1344 511 529

9.5 5.9 13.4 13.8 16.8 18.6 10.3 6.5 2.6 2.7

557

289 629 168

Families

837

--Below poverty level

235

With related children under 5 years --Below poverty level

23.6

46.6

37.7

464

305

222

245

220

51.4

159

48.7

109

97

66

2098

17.2

1401

15.7

2805

16.9

1425

9.5

Not Available 43.8

1098

14.9

Not Available 64.3

630

24

3252 39.4

737

22.7

Not Available 58

85 85.2

9.2

15009 29.6

167 48.8

774

Not Available 27.1

276 45.3

10.9

Not Available

247 54.9

5267

Not Available

502 38.2

12.3

8741 13.2

825 28

102 87

48

819 26.7

209 102

24.7

626

236 107

635

7439 49,395

901

302 166

32

363 23.5

549 210

1,114

61805

2,565

765

--Below poverty level

With related children under 18 years --Below poverty level

31

1,115 520

1999

3481

2,356

Unrelated individuals

Female householder, no husband present --Below poverty level

85

1,077

71

With related children under 5 years --Below poverty level

49705

3471

301

With related children under 18 years --Below poverty level

6.2 4.6 11.2 12.1 16.1 21.1 12.8 9 3.4 3.5

1999

--Below poverty level

Related children 5 to 17 years --Below poverty level

27493

1989

Persons 65 and over

Related children under 18 years --Below poverty level

1999

19496

19.2 16.9 18.8 15.5 18.8 8.8 0.7 0.9 0 0

Persons 18 years and over --Below poverty level

32461

1101

1989

Persons for whom poverty status is determined --Below povery level

50924

1578

Income in: --Less than $10000 --$10000 to $14,999 --$15,000 to $24,999 --$25,000 to $34,999 --$35,000 to $49,999 --$50,000 to $74,999 --$75,000 to $99,999 --$100,000 to $149,999 --$150,000 to $199,999 --$200,000 or more --Median household income (dollars)



%

654

30.3

Not Available 77.6

317

51.5

Neighborhood Handbook

Employment, Income, and Poverty

Transportation

•

The unemployment rate for the Triangle in 2000 was 8.8% - nearly double the 4.5% unemployment rate for Santa Fe as a whole.

•

Of the Triangle residents that commute to work: 90% drive, 3.6% use public transportation, 3.9% walk, and about 2.2% used other means.

•

A household in the Triangle is nearly 2 times more likely than the average Santa Fe household to earn an income under $15,000 and is 1 1/3 times more likely to earn an income between $15,000 and $35,000.

•

•

Gasoline prices have increased locally by $0.97 over the past year. Mark Sardella of Local Energy estimates that the total annual fuel bill for Santa Fe drivers will increase by $75 million this year. ( Sardella, Mark. “Community-Based Energy; A Return is Long Overdue.” Sun Monthly. Permanent Press Inc. pg 30, Issue 266, Nov. 5th 2005.)

An equivalent percentage of the Triangle’s and Santa Fe’s populations earn between $35,000 and $50,000.

•

The total annual fuel bill for residents in the Triangle will increase by an estimated $3,450,000 and individual households with vehicles will pay an additional $2,906 a piece in annual fuel costs.

•

•

An average Santa Fe resident is 1 ½ times more likely to earn $50,000 to $75,000 a year than a resident of the Triangle, 2 ½ times more likely to earn $75,000 to $100,000, 4 times more likely to earn $100,000 to $150,000 a year, and 9 times more likely to earn more than $150,000.

Water •

The Triangle features a particularly high level of poverty – nearly three times the Santa Fe average. o 12.3% the total population of Santa Fe lives below the federal poverty level compared to 32% in the Triangle.

Average household water use in Santa Fe is 1000 gallons per person per month (12,000 gallons per person per year).

Energy •

Fossil fuel energies have experienced substantial prices increases over the past year: 31% for crude oil, 50% for heating oil, 52% for gasoline, and 108% for natural gas. (Sardella, pg 30)

•

Natural gas price increases will add $14 million to the annual heating bill of Santa Fe residents. Businesses that use natural gas will pay 60% more for fuel this year. (Sardella, pg 31)

o 3,900 Santa Fe businesses employ fewer than 20 people, almost 5 times the number of all other companies in the city combined.

•

The estimated annual heating bill for residents in the Triangle using natural gas will increase by approximately $546,000.

•

78% of Santa Fe’s workforce is employed by small businesses (Santa Fe Economic Development Inc.)

•

Each of the 906 households in the Triangle that uses natural gas will pay an estimated additional $602 a year in heating costs.

•

A study conducted by Civic Economics in Chicago in 2004 (“The Andersonville Study of Retail Economics”) found that:

Local Business/Local Economy •

According to the Angelou Economics’ report “Cultivating Santa Fe’s Future Economy” (which has been adopted by the city as Santa Fe’s official Economic Development Plan): o 85% of Santa Fe businesses employ fewer than 20 people and 90% of these small businesses are locally-owned

o For every $100 spent with a chain firm, only $43 stayed in the Chicago economy. For every $100 in consumer spending with a local firm, $68 stayed in the Chicago economy. Nearly 60% more money stayed in the city economy when consumers spent at local businesses instead of chains. o For every square foot occupied by a local firm, local economic impact is $179. For every square foot occupied by a chain firm, local economic impact is $105. Local businesses create 70% more local economic impact than chain firms.

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