Program Innovation
Reasons to create public-private affordable housing programs
In successful public-private affordable housing programs, government resources and rulemaking channel private-sector participants (both for-profit and non-profit, as appropriate) into delivering better quality affordable housing than available through either pure-government or pure-private-market approaches. New public-private programs must be custom-tailored to host country markets and affordable housing ecosystems.
Here are the elements in affordable housing program creation:
1. Needs analysis and diagnosis
Evaluating the host country environment, assessing its inherent capacity, housing needs, financing or affordability gaps, and overall housing finance ecosystem.
2. Stakeholder education
Working with stakeholders (a) to identify their goals, resources, constraints, concerns, and (b) to inform their thinking as to other models and program types used in the US and throughout the world, so as (c) to prioritize goals and establish stakeholder commitment to change.
3. Program conceptualization and design
Identifying key outcomes or outputs desired of an affordable housing program, tenure options, eligibility ranges, property types, development types, available resources, financial forms, operating requirements, regulatory schemas, and government contribution/ subsidy/ rulemaking.
4. Legislative advocacy
Reaching out to stakeholder constituencies to present a program concept, briefings to government (administrators and more importantly lawmakers) on program features and program benefits. Supporting intellectual infrastructure (papers, case studies, financial analyses, impact estimates, FAQs, program articulation). Real-time response (meetings, telephone calls, email exchanges) to amendments and evolving program features.
5. Coalition-building
Bringing together potentially diverse groups outside government in support of a consensus affordable housing program; seeking reconciliation among competing perspectives and interests. Focusing group effort on achievable group outcomes with benefits for all.
6. Pilot program experimentation
Creating a pre-enactment pilot program, on either a distributed or targeted basis. Developing early-form ventures designed to experiment with key program alternatives or to prove critical concepts.
7. Program implementation
After enactment, working with regulators or stakeholder groups to convert legislative mandates into program guidance, early-participant involvement, and stakeholder publicity to build program interest and program participation. Monitoring and support as early-participant properties move from concept to implementation and success.