HomeMy WebLinkAboutSKHHP Advisory Board Agenda Packet 6.6.24
SKHHP Advisory Board
June 6, 2024, 3:30 – 5:30 PM
Zoom Meeting
Zoom Link: https://us06web.zoom.us/j/89734407973?pwd=cnlISFU4dXFJaFN5TGIwTWlxZHlNZz09
Meeting ID: 897 3440 7973
Password: 981696
Phone: 253-215-8782
Time Agenda
3:30 Welcome / Introductions / Opening
Introduce Jeff Tate, Interim SKHHP Executive Support
3:40 May 2, 2024 Meeting Minutes
3:45 Executive Board Liaison Update
3:50 2025 Work Plan Overview: Goal 2
4:10 2024 Work Plan Action Item: Executive Board Presentation – Update
4:25 Black Home Initiative (BHI): Land Distribution Strategy
5:00 Updates / Announcements
• Covington Comprehensive Plan Open House: June 12 at 5:30 PM
• Sound Transit – Federal Way Downtown Station TOD survey open until
June 17, 2024
5:10 Closing
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SKHHP Advisory Board Meeting
May 2, 2024
MINUTES
I. CALL TO ORDER
Dorsol Plants called the meeting to order at 3:33 PM.
ROLL CALL/ESTABLISHMENT OF QUORUM
Advisory Board members present: Tina Narron, Uche Okezie, Olga Lindbom, Rumi Takahashi,
Kathleen Hosfeld, Kent Hay, Ashley Kenny, Menka Soni, Maria Arns, Andrew Calkins, Hamdi
Abdulle.
Other attendees: Claire Vanessa Goodwin, SKHHP; Dorsol Plants, SKHHP; Ali Sheibani,
Habitat for Humanity; Marissa London, Habitat for Humanity; Peter Orser, Black Home Initiative;
Matt Hoffman, Black Home Initiative.
II. APRIL 4, 2024 MEETING MINUTES
Tina Narron motioned to approve the April 4, 2024 minutes, seconded by Kathleen Hosfield.
(10-0)
III. EXECUTIVE BOARD LIAISON REPORT
Dorsol Plants reviewed the remaining Executive Board meetings, and the Board member
requested to attend them on behalf of the Advisory Board. He asked for a volunteer to fill in for
June, and Maria Arns volunteered. The Program Coordinator will reach out two to three weeks
before the Executive Board meeting to confirm your availability. Please respond as soon as
possible so SKHHP staff can work to find a replacement if you are not available.
Rumi Takahashi asked if the meetings were from 1:00 to 3:00 PM. Dorsol Plants confirmed that
was the time for the meeting.
Claire Goodwin provided a brief update from the April Executive Board meeting, which was an
action-filled meeting. There was a presentation from about seven South King County planners
on their work to develop subregional preservation strategies and incorporate them into their
Comprehensive Plans. This work started in September, and the material was reviewed by the
Executive Board with the intent of the document to facilitate discussion and encourage the
jurisdictions to take items that work best for their communities. SKHHP will examine the
Comprehensive Plans for throughlines to see where subregional collaboration would be helpful.
The Executive Board adopted the 2025 Work Plan and Budget and the 2024 Housing Capital
Fund guidelines. SKHHP has $4.1 million available in capital funding this year. Claire Goodwin
encouraged the Advisory Board to help raise awareness about the funds available and provided
a link to the information on the SKHHP website.
Menka Soni joined the meeting at 3:44 PM.
IV. 2024 WORK PLAN ACTION ITEM: EDUCATION AND ENGAGEMENT –
ADVISORY BOARD EXPERTISE SURVEY
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Dorsol Plants informed the Advisory Board of the results of the expertise survey, to which
eleven out of fourteen Advisory Board members responded.
Question 1:
Question 2:
Question 3 asked for additional suggestions or areas of expertise the Advisory Board may be
willing to share. Answers included: LISC has a program that supports Black developers working
in the affordable housing space, Early project feasibility, essential information, and effective
partnering, If possible, I'd really like it if I (or a colleague) could present on Homelessness
Prevention and Rental Assistance, Happy to talk about HCVs, other federally-subsidized
Page 3 of 7
housing programs, if I am available, and Helping determine who needs a shelter bed versus a
hotel room. Connecting people to detox and or clean & sober housing. Navigating the DSHS
systems.
After reviewing the answers and previous discussions, Dorsol Plants felt that there was
alignment between the Advisory and Executive Boards to better understand what is and isn't
working in the system to move our neighbors from homelessness to housing. He suggested
trying to layer the topic of "Providing Supportive Services" with the topic of "Housing Referral"
from both the city and nonprofit perspectives.
Dorsol suggested holding a planning meeting in July since the July Advisory Board meeting was
canceled. This would be a small group of board members interested in physically presenting at
the Executive Board meeting. The small group would bring their plan to the August Advisory
Board meeting so that every member could contribute feedback or suggestions. Dorsol Plants
acknowledged that the plan may seem ambitious, but the Advisory Board has the time and
expertise to provide an excellent briefing.
Kent Hay and Rumi Takahashi expressed support for the plan.
Dorsol Plants asked for volunteers to make up the small group and reminded the Advisory
Board that the group could not be a quorum of the full Advisory Board.
Kent Hay volunteered.
Olga Lindbom said she would volunteer but needed to know the date.
Ashley Kenny volunteered but noted being out of town on August 16.
Maria Arns volunteered to participate.
Claire Goodwin suggested moving the presentation from August to July to accommodate Board
members who can only attend in July.
Hamdi Abdulle asked if the presentation would occur at one Executive Board meeting or
multiple. Dorsol Plants responded that the discussion in April recommended smaller
presentations over numerous sessions, but for the first presentation, Dorsol Plants suggested
focusing on one meeting.
Hamdi Abdulle said she would like to participate in the presentation.
Olga Lindbom said the August date would be difficult, but she would be available to present in
July.
Claire Goodwin confirmed that the July Executive Board meeting was on July 19.
There was consensus among the Advisory Board to hold the presentation on July 19.
Rumi Takahashi asked how long of a presentation or discussion it might be. Dorsol Plants had
initially thought of holding a sixty-minute presentation, but the Executive Board briefings usually
are thirty to forty minutes. Claire Goodwin added that depending on the type of presentation
would determine the length; if there were more interactive elements, the presentation would
need to be longer than if it was just a briefing.
Page 4 of 7
Rumi Takahashi asked if there was a way to tie the briefing into the affordable housing tour in
September by including a location with supportive services. Dorsol Plants confirmed that one of
the tour locations provides some level of supportive services.
Dorsol Plants mentioned that he had initially planned to present in August so that the
presentation could be completed in July and brought before the Advisory Board before the
presentation. Since the July Advisory Board meeting was canceled, there would not be an
opportunity for the whole Advisory Board to review the presentation before the Executive Board.
He suggested scheduling a meeting before the end of May and bringing some materials to the
June Advisory Board meeting.
Kent Hay felt it was acceptable for the small group to prepare the presentation.
Kathleen Hosfeld asked if the presentation could be emailed out for review after it’s developed.
Dorsol Plants confirmed that it could.
Tina Narron suggested that the small group feel free to contact other Board members if they
begin working on the project and realize they need greater support.
Dorsol Plants said the Advisory Board would prepare a presentation on "The Homelessness to
Housing System" for the July 19 Executive Board meeting from 1:00 to 3:00 PM. A small group
of volunteers will meet in June to prepare the presentation. Dorsol Plants read the volunteers
list, including Kent Hay, Olga Lindbom, Ashley Kenny, Hamdi Abdulle, Menka Soni, and Maria
Arns. Claire Goodwin added that Kathleen Hosfeld and Rumi Takahashi were interested, and
Dorsol Plants responded that more than 7 Board members would trigger a quorum. Ashley
Kenny suggested asking volunteers who wanted to be in the main group and who would serve
as a backup to avoid triggering a quorum.
Dorsol Plants confirmed there was consensus for the plan and that a survey would be sent out
to schedule a day and time for the small group to meet.
V. HABITAT FOR HUMANITY SEATTLE-KING & KITTITAS COUNTY: 3 DOORS OF
PARTNERSHIP PROGRAM
Ali Sheibani, Director of Homeowner Services from Habitat for Humanity, presented on the 3
Doors of Partnership Program. The 3 Doors of Partnership Program intends to provide
affordable homeownership opportunities to the employees serving the community in King
County. As the name suggests, there are three pathways by which a service provider
organization can partner with Habitat for Humanity. The first door is the "Pipeline Partnership,"
designed to support individuals "who serve humanity" to access homeownership; the frontline
staff working with clients who love the city and county but can't afford to live here permanently.
Due to the commitment and sacrifice of the staff, Habitat for Humanity has created a referral
program for partner organizations that will provide additional application points and allow
referred staff to apply 30 days before the public. In addition, pipeline partners will receive
information sessions and assistance when completing the application process. Habitat for
Humanity serves households at 80% AMI and below, meaning a yearly income of $110,950 for
a family of four.
The second option is "Program Partnership" so that Habitat for Humanity can also serve as a
resource for the clients being served in programs. While homeownership may be a challenging
pathway for a client, clients must be aware of all available options. This will better prepare them
Page 5 of 7
to advance to their ideal housing goal. Through program partnerships, Habitat for Humanity will
better learn what resources and support a client might need, such as financial counseling, to
move into housing stability. The goal is for this approach to be entirely customizable and aimed
at meeting the specific needs of the community each organization is serving.
The last option is "Project Partnership," aimed at organizations considering developing land into
affordable housing. The intention is to support organizations through the entire development
process or where the organization identifies needing the most support. This could include
identifying funding sources, establishing stewardship aspects of the home, or supporting the
whole project from start to finish. The 3 Doors of Partnership aims to provide safe, stable, and
reliable housing for everyone.
Ashley Kenny asked if there were materials or flyers available to share. Ali Sheibani provided
the website information and will send flyers to SKHHP staff for distribution.
Uche Okezie asked what the responses from Community-Based Organizations have been so
far. Ali Sheibani responded that there have been some responses at different levels; some
partners are interested in learning all the nuts and bolts, and others seek specific expertise.
Uche Okezie asked if there was a formal program or if it was based on the individual response.
Ali Sheibani confirmed a formal program, and Rebecca Wold is the current point of contact.
Uche Okezie suggested connecting with other organizations that are doing similar work so that
resources could be shared between providers.
Olga Lindbom asked if the "Pipeline Partnership" details were on the website. Ali Sheibani said
the information isn't promoted on the website, but he will send additional information specific to
the pipeline.
VI. 2025 WORK PLAN OVERVIEW: GOAL 1
Dorsol Plants informed the Advisory Board that the 2025 Work Plan and Budget was adopted
on April 19, 2024. Over the next few months, each SKHHP member's legislative body will adopt
the 2025 Work Plan and Budget. SKHHP staff will focus on one of the goals from the Work Plan
for ten to fifteen minutes at each Advisory Board meeting to prepare for the upcoming year.
Dorsol Plants continued with Goal 1 of the Work Plan, which focuses on the Housing Capital
Fund. Almost every action related to this goal is the highest priority as our region continues to
need capital funding. Most of the work related to Goal 1 is the responsibility of SKHHP staff.
Each year, the program coordinator collects information from the WA State Department of
Revenue and coordinates with each city to receive its Housing Capital Fund contribution.
Additionally, Action Items 2 and 3 are related to developing contracts and coordinating with
government staff to implement the Advisory and Executive Board’s Housing Capital Fund
recommendation. Action Items 4 and 5 are where the Advisory Board begins to factor into Goal
1. The Advisory Board's feedback is essential to developing the annual Housing Capital Fund
guidelines, and it is the Advisory Board's primary responsibility to make recommendations to the
Executive Board on how funds should be directed in South King County. Advisory Board
members have also attended meetings with SKHHP staff to attempt to encourage further private
and public investment in our area.
Claire Goodwin framed the conversation by acknowledging the new Advisory Board members
and wanting to provide a more holistic understanding of SKHHP’s work. At the April Advisory
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Board meeting, some Board members said it would be helpful to have a deeper understanding
of the work plan, which guides us. The work plan really is the guiding document, and any work
outside what is detailed in the work plan is a lower priority throughout the year.
Claire Goodwin continued that Action Item 1, which is to pool resources for the Housing Capital
Fund, is the most critical element in the work plan. Without the pooling of funding, Goal 1, which
funds the expansion and preservation of affordable housing, would not exist. This year, SKHHP
added two new sources of revenue by receiving a contribution from the City of Maple Valley and
the City of SeaTac. The hope is to continue adding new sources of revenue next year as well.
Action Item 2 is administrative contracting and takes up significant staff time. Regarding Action
Item 3, the Advisory Board recommends projects to fund the Housing Capital Fund, and the
Executive Board adopts the recommendation. The process still needs to be completed there as
SKHHP staff must seek concurrence from every jurisdiction funding the Housing Capital Fund.
SKHHP staff presents to ensure buy-in and provide detailed information to each of the partners,
which is required as part of the formative ILA. Action Item 4 is related to managing the Housing
Capital Fund round. It includes a lot of work by staff behind the scenes, such as developing
application materials, raising awareness of the funds, supporting the adoption of the guidelines,
and facilitating a thorough review of each application. Action Item 5, related to increasing
investment, has been work supported by the Advisory Board, and SKHHP staff will ensure the
board continues to be included when opportunities like this arise.
Dorsol Plants continued by pointing out that action is just motion without purpose and
accountability. It's important to know that SKHHP's work has the desired impact. Indicators are
tied with each Action Item to show whether an action was effective and successful. Indicators
include tracking the number of housing units built or preserved with the support of the Housing
Capital Fund. Others include monitoring the amount of funds being pooled and new funding
sources added to the Housing Capital Fund. Finally, there is an indicator to ensure geographic
diversity in the selected projects. Dorsol Plants informed the Advisory Board that geographic
diversity often comes up during presentations for the Housing Capital Fund as elected officials
want to know when an SKHHP-supported project may appear in their jurisdiction.
Claire Goodwin added that indicators were a new element first added to the 2024 Work Plan
and Budget and are indicators of SKHHP's progress toward the goal. These elements are easy
to compare year after year and serve as a good talking point for anyone wanting to talk about
SKHHP's work. The indicators will be reported annually as part of the SKHHP annual report.
Hamdi Abdulle asked how many completed housing units SKHHP has funded. Claire Goodwin
responded that 2022 was the first round of the Housing Capital Fund, and two projects were
funded. One of those projects is under active development, and SKHHP will likely close on the
contract in the fall due to last-minute changes and Claire Goodwin's maternity leave. SKHHP
has funding commitments on six total projects across the two years of the capital fund. Hamdi
Abdulle continued that it was necessary to provide family-sized housing as part of affordable
housing development in South King County. Rumi Takahashi added that there had been a focus
on development around the number of units instead of the number of people and suggested that
there could be an indicator related to the number of people housed to understand better the
number of units being provided. Kathleen Hosfeld said that the affordable housing conversation
is often focused on rentership and as a solution to homelessness, which has the unintended
consequences of prioritizing units that serve individuals who usually make up the 0-30% AMI
Page 7 of 7
demographic, but there is a need to have a conversation that affordable homeownership is a
cost-effective solution to the housing crisis. Rumi Takahashi added that micro-housing has been
a solution to house more people through cost-effective strategies.
VII. SOUTH KING COUNTY AFFORDABLE HOUSING PRESERVATION
STRATEGIES UPDATE
Dorsol Plants provided a brief update on work that SKHHP facilitated with our SoKiHo group.
SoKiHo is a monthly meeting held by SKHHP of the long-range planners from the SKHHP
members. Starting in September 2023, SoKiHo developed subregional preservation strategies
to tie into the Comprehensive Plan updates required by the end of 2024. The Subregional
Preservation Strategies document was included in the agenda packet.
The Subregional Preservation Strategies are a subregional approach to housing preservation,
which has been a high priority for SKHHP since at least 2021. This document guides cities in
adapting and implementing based on their unique needs, and SKHHP will help with subregional
coordination. The strategy focuses on preserving existing affordable housing because South
King County is at high risk of losing it.
Dorsol Plants provided some brief guidance on reading the document. Like the work plan, the
strategy is broken out into separate goals. Underneath each goal are suggested policies that a
jurisdiction could consider incorporating into its housing element. This format aligns with the way
the Comprehensive Plan is laid out.
VIII. UPDATES & ANNOUNCEMENTS
Dorsol Plants informed the Advisory Board that Maju Qureshi has resigned from the SKHHP
Advisory Board. Multi-Service Center has an alternate, Cobie Sparks-Howard, who will serve on
the Advisory Board in her place.
HDC's Affordable Housing Week will be from May 13 to 17, and several unique events related
to affordable housing in King County will be held. Dorsol Plants will email the Advisory Board
with information about the various events.
Claire Goodwin reminded the Advisory Board that this was her last meeting before maternity
leave. She will return in October and is excited to begin the 2024 Housing Capital Fund review
process. Jeff Tate, former Community Development Director for the City of Auburn, will fill in
during Claire Goodwin's absence.
IX. CLOSING/ADJOURN
The meeting was adjourned at 4:54 PM.
June Meeting
Dorsol Plants, SKHHP Program
Coordinator
June 6, 2024
SKHHP Advisory Board
2025 Work Plan Review
2025 Work Plan Goal 2: Develop policies to
expand and preserve affordable housing.
Actions Priority of Actions
••• = Higher
•• = Medium
• = Lower
6. Facilitate implementation of any subregional housing preservation strategies.•••
7. Facilitate technical assistance and updates to the Affordable Housing
Inventory Dashboard.
•••
8. Build relationships with developers to learn from their perspective the ways to
encourage housing development, especially affordable housing.
••
9. Convene land use planners to increase coordination and collaboration on
housing policy and planning.
•
10. Develop SKHHP Executive Board briefings on key housing and
homelessness topics, especially as they relate to the goals of the work plan.
•
2025 Work Plan Goal 2: Indicators
Indicators
Number of subregional housing preservation strategies facilitated or supported
Successful update of data to the Affordable Housing Inventory Dashboard
Number of relationships built with developers
Number of Executive Board briefings on key housing and homelessness topics
2024 Work Plan Action Item: Executive
Board Presentation
Steps Out of Homelessness -Ideal
Individual or Family Becomes Homeless
Service Provider Support
Emergency Shelter/Safe Parking Site
Transitional/ Supportive Housing
Market Rate/Permanent Supportive Housing
Rapid Re-Housing Program
Steps Out of Homelessness - Reality
Individual or Family Becomes Homeless
Service Provider Support
Emergency Shelter/Safe Parking Site
Transitional/ Supportive Housing
Market Rate/Permanent Supportive Housing
Individual or Family Becomes HomelessRapid Re-Housing Program
Income
Shock
Breaking the Cycle
Individual or Family Becomes Homeless
Service Provider Support
Emergency Shelter/Safe Parking Site
Transitional/ Supportive Housing
Market Rate/Permanent Supportive Housing
Individual or Family Becomes HomelessRapid Re-Housing Program
Income
Shock
Suggested Solutions
Rental Assistance
Prevention Programs
Payee Services
Affordable Homeownership as a Tool for Stablization
2024 Work Plan Action Item: Executive
Board Presentation
Topic: Practical Solutions to Stop the Cycle of Homelessness
When: July 19, 2024
1:00 PM to 3:00 PM
Audience: SKHHP Executive Board
Update on Land Acquisition
Efforts to SKHHP Advisor Board
June 6, 2024
Senior Planner
Maul Foster &Alongi, Inc.
Matt Hoffman
Presented by
Land Identification Strategy Project Team
Black Home Initiative Network
as part of the
Homeownership Rates in Seattle-Tacoma-Bellevue,
1960-2022
Source: Carr, J.H., & Zonta, M. (2023). 2023 State of Black homeownership in the Seattle-Tacoma-
Bellevue, WA, MSA. National Association of Real Estate Brokers Board of Directors.
The percentage of Black
homeowners in the Seattle-
Tacoma-Bellevue metropolitan
area has declined dramatically
since passage of the Fair
Housing Act in 1968, steadily
widening the gap between Black
and white homeownership rates.
Non-Hispanic white households
Black households
BHIN Land Acquisition Team
29
Housing (un)Affordability Disproportionately Harms People of Color
BIPOC1 homeownership rates lower
at every income level
WA homeownership rates by race & income
53%
47%
White 68%
American Indian &
Alaskan Native
Hispanic or Latinx
Black or African American 35%
WA homeownership rates much
lower for people of color
WA homeownership rates by race
(% change
since '10)
+2%
Asian 63% +3%
+6%
+5%
+2%
48%
64%
31% 31%
16%
46%
52%
48% 49%
61% 66%
74% 84%
64% 73% 69%
<80% AMI 81-100% 101-150% >150% AMI
Zinta AMI
Non-Hispanic Black or African American
Hispanic or Latinx
Non-Hispanic Asian
Non-Hispanic White
14%7%
20%
42%
White Asian Hispanic Black or
or Latinx African
American
WA All Races:
15.80%
Disparities in net worth: 42% Black,
20% Hispanic HHs have 0 net worth
% of WA households with zero net worth by race
These disparities create a negative, reinforcing cycle2
1. Black, Indigenous, and people of color 2. See, for example, "Racial Wealth Divide In Seattle" by Prosperity Now; or "The Racial Wealth Gap Is the Housing Gap" by WA Office of the Lieutenant Governor
Denny Heck (2021)
Source: U.S. Census Bureau ACS 1-year, 2019; BCG analysis
Boston Consulting Group “The Conspicuous Crisis” January 2023
BHIN Land Acquisition Team
Mar. 2021
Convening To Explore
Concept (Washington
Roundtable and Washington
Bankers Association)
Mar. 2021
Summit to Launch
Development of Seven Point
Plan to Increase Black
Homeownership
Center for Community
Investment (CCI) selects Civic
Commons to convene 3-year
greater Seattle effort
July 2021 Sep. 2021 Oct. 2021
Core Team of Seven
Community Leaders Has
Inaugural Meeting
Seven Point Plan Released
Mar. 2022
Formal announcement of
Black Home Initiative (BHI).
BHIN Land Acquisition Team
Provisional Result The opportunity to own a home, and the potential benefits of that asset, are
available to low- and moderate-income Black homeowners who desire it.
Key Performance
Indicator
Number of new Black homeowners who have appropriately affordable
mortgages and safe, durable, healthy homes.
Ultimate Desired
Impact
The reduction of racial inequity and an increase in intergenerational Black
household wealth.
BHIN Land Acquisition Team
Constraints to sustaining
increased scale
Time
Accelerated
traditional
building
New
approaches
#
h
o
m
e
s
b
u
i
l
t
Hurricane
Multiply and sustain scale
with new approaches
#
h
o
m
e
s
b
u
i
l
t
Time
BHIN Land Acquisition Team
How can we
significantly
scale the
number of Black
homeowners in
order to achieve
our shared
priority?
Increase
Supply of
Affordable
Homes to
Purchase
Increase
Number of
New
Mortgage-
Ready Black
Households
and Sustain
Existing
Increase
Community
Engagement
and Aligned
Actions
Increase Funding
Increase Buildable
Land Inventory
Improve Outreach
and Support
Improve Lending
Practices and
Products
Align Philanthropy
Increase &
Incentivize
Collaboration
Product & Sales Types, Land Trusts, Co-ops, Condos etc.
Joint Ventures b/w For-Profit and Nonprofit Developers
Underwriting Requirements, SPCPs & Loan Officers
Community-based Outreach Initiatives
Elevate a Data Driven Shared Priority and Goal
Adopt & Advocate for a Homeownership Policy Framework
Catalog and Elevate Promising Practices in Collaboration
Weave Together Network Engagement
The Comprehensive Focus:
BHI’s Issue Tree
Increase Black-Led
Developers and
CBOs
Predevelopment Grants and Loans
Underutilized Public and Faith Entity Owned
Debt-Remediation. IDAs, and Down-Payment Assistance
Change Funding Systems and Requirements
Construction Lines of Credit, New Market Tax Credits etc.
Launch and Fund Capacity-Building Initiatives
Diversity Production
Future High-Capacity Transit Sites
Coordinated Intake, Assessment and Support
Align Policies
Pipeline:
Supply
and
Demand
Enabling
Environment:
Aligned
capacity
and actions
BHIN Land Acquisition Team
Landscape Analysis for Each
Market: South Seattle, South
King County, Northern Pierce
County (Thurston?)
Inflow Sources
New TOD Legislation
Policy Related
HUD SHOP Funds
Surplus property
disposition policies
by market
Zoning/density
legislation
Increase WSHFC Land
Acquisition Program Fund
for Homeownership
Acquisition Threshold and
Optimal Criteria
Catalog BHI Developers and
Their Capacity by Market
Housing Benefit
District legislationRedi Funds Increased for
TOD Sites
Acquisition Resources
Comprehensive Land
Acquisition Plan/
Strategies for Pipeline
(use initial Seven Point Plan as baseline)
Determine Best Acquisition,
Holding and Distribution
Strategy (i.e.community
clearinghouse or intermediary)
CDLAP
Land Acquisition
Campaign
BHI: Increasing Inventory of Buildable Land
Tolemi
Mapping
Tool
Privately Held Land
-Private households
-Developer portfolios
Surplus and Underutilized
Public Land
Faith Entity Owned Land
Tolemi Platform --Under Development
BHIN Land Acquisition Team
Pipeline Details (approved by Core and Full Teams)
DRAFT Threshold Criteria
Affordable homeownership homes (units) located in South Seattle, South King County, or North Pierce County.
Affordable to Black households 50-120% AMI
Homes can range from single detached (likely preservation) to multi-unit buildings but must be of durable and healthy
quality and to the extent viable-achieve high levels of sustainability
Mortgages must be issued with affordable terms and not exceed industry standards for front and back-end debt to
income ratios.
BHIN Land Acquisition Team
1,500 by geography:
500 Tacoma/Northern Pierce County
500 South King County
500 South Seattle
1,500 by developer/type:
500 Faith Community partnerships conveyed via land trust(s)
300 Limited Equity Co-operatives
400 Non-profit developers such as HFH affiliates and Community
Land Trusts either with or without joint ventures with private sector
300 Private market developers no restrictions other than focused on
Black homebuyers
Pipeline Details (approved by Core and Full Teams)
Potential Breakdown of Line-of-Sight Goals:
To accomplish the target of 1,500 new low and medium income Black homebuyers in 5 years and doubling that to 3,000 in ten requires a goal
of approximately 2,000 units worth of land acquired at the end of 5 years.
1,500 by income:
600 50-80% AMI
500 80-100% AMI
400 100-120% AMI
2,000 by source for land:
___Public surplus and underutilized land including
utilities, school districts etc.
___ High-capacity transit sites (housing benefit districts)
500 Faith owned land
___ Private market purchases, joint developments
___ Acquisition-rehab preservation
BHIN Land Acquisition Team
Where are we now?
•Web-based tracker tool to add projects
•Project level information is confidential until it is in for permit
BHIN Land Acquisition Team
Where are we now?
Total Units in Project Pipeline Units in Project Pipeline Assuming a 55% Participation
Participation Rate Participation Rate
BHIN Land Acquisition Team
Where are we now?
* Captured assumes 55% of homes built are sold to new Black homeowners
Units in Tracker Sou
t
h
S
e
a
t
t
l
e
Sou
t
h
K
i
n
g
C
o
u
n
t
y
Tac
o
m
a
/
N
o
r
t
h
e
r
n
Pier
c
e
C
o
u
n
t
y
Tota
l Curr
e
n
t
Dist
r
i
b
u
t
i
o
n
Targ
e
t
Dist
r
i
b
u
t
i
o
n
By Type
Faith/land trust 339 0 0 339 24%33%
Limited Equity Co-op 68 123 0 191 13%20%
Non-profit 384 148 175 707 50%27%
Private 0 27 162 189 13%20%
Total 791 298 337 1,426
By income
Under 80%691 273 227 1,191 84%40%
80% to 100%0 0 110 110 8%33%
100-120%0 0 0 0 0%27%
Unknown Income Target 100 25 0 125
Total 791 298 337 1,426
Current Distribution 55%21%24%
Target Distribution 33%33%33%
Recall from the last slide:
•Goal is 1,500 new Black homeowners
•@ a 55% participation rate we need land
for 2,727 units.
•Current gap is 1,301 units.
•This table shows distribution is off.
•MORE LAND NEEDED IN SOUTH KING
BHIN Land Acquisition Team
Issue: DPA Needs by Home Price and AMI
South Seattle/King County
244,055$ 70%80%90%100%110%120%
$400,000 $37,235 $24,000 $24,000 $24,000 $24,000 $24,000
$450,000 $79,464 $36,817 $27,000 $27,000 $27,000 $27,000
$500,000 $126,922 $80,515 $31,561 $30,000 $30,000 $30,000
$550,000 $185,489 $130,585 $73,820 $33,000 $33,000 $33,000
$600,000 $244,055 $175,877 $122,346 $79,912 $36,000 $36,000
$650,000 $302,622 $234,444 $166,266 $125,916 $73,554 $39,000
Ho
m
e
p
r
i
c
e
AMI
BHIN Land Acquisition Team
Issue: Majority of Home Sales are for over $650k
BHIN Land Acquisition Team
BHIN Land Acquisition Team
Campaign Framework Illustration
Land
Clearinghouse
SellersBuilders
Public
Faith/NPO
Private
…and broker?
…and buy and hold?
BHIN Land Acquisition Team
Land Acquisition Campaign Workshop (held May 8)
Workshop Objectives
•Messaging: Develop a land acquisition outreach playbook.
•Tools: Create a toolbox for securing land.
•Direction: Define the function of the intermediary in the process.
Outcomes
•Helpful messaging input
•Direction on search needs
•Need for:
•Acquisition support for BIPOC developers in BHIN
•Land acquisition revolving loan fund
•Land banking entity
BHIN Land Acquisition Team
What ideas do you have for helping SKHHP’s Executive Board,
staff, and member jurisdictions with finding AND securing land
for ownership product?
What can BHI do, working with SKHHP, to get new
homeownership product on the ground?
Discussion
BHIN Land Acquisition Team
blackhomeinitiative.org
The initial focus
of the BHI Network,
and the shared
priority of its
partners, is increased
homeownership
among low- and
moderate-income
Black households in
South Seattle, South
King County, and
North Pierce County.
CommonsCivic civic_commons
@CommonsCivic civic-commons
Closing the
racial wealth
divide through
homeownership
Connect with
About This WorkBlack Home Initiative (BHI) is a community-led
network formed and continuously woven by
recognized Black changemakers in the public,
private, and nonprofit sectors. The network targets
racial inequities at the core of the homeownership
ecosystem. Civic Commons is honored to support
the BHI Network as convenor and facilitator.
BHI believes breakthrough success will only
come from:
• Bringing together and unifying those
who make decisions for, and carry out
the work of, many relevant sectors,
• Elevating the voices of community
members impacted by that work, and
• Combining the depth and breadth of
their diverse experience, expertise, tools,
resources, and commitment.
Why Here?
HistoryDiscriminatory housing practices such as
redlining and restrictive covenants have
a long history in the Seattle-Tacoma region.
Their lingering harms, including our stark racial
wealth divide, are exacerbated by a shortage
of affordable housing, red-hot growth, and the
aggressive gentrification displacing long-time
residents from historically Black neighborhoods.
Homeownership Gap Local ImpactTogether, the partners and investors of
the BHI Impact Network target results
that go beyond individual projects to the
systems level. They want to change the very
structure of opportunity in our region.
Their work focuses on three key areas:
1 Increasing the supply of ownership
homes available to purchase in South
Seattle, South King County, and North
Pierce County.
2 Supporting Black households with
low and moderate incomes who
want to buy a home, helping them
complete the process and obtain
an appropriate mortgage.
3 Overcoming the fragmented
“homeownership ecosystem” of public,
private, and nonprofit organizations.
Prosperity Now (n.d.) Prosperity Now Scorecard custom reports [American
Community Survey (ACS) 2021 data set]. Retrieved November 17, 2023
from https://scorecard.prosperitynow.org/reports#report-data-table
Homeownership rate
in Tacoma
32%
of Black households
60%
of white households
Homeownership rate
in Seattle
22%
of Black households
49%
of white households
William Wright/King County Housing Authority
A Case
Statement
Black Home Initiative A Case Statement2
We live in a region that has created
prosperity for many residents but left
Black communities behind on every
pillar of well-being, economic prosperity,
health equity, legal justice, education,
and civic engagement. It is time to
activate the right levers that will change
outcomes for the better in our Black
communities. We also know that when
we all do better, we all do better.”
— ANDREA CAUPAIN SANDERSON
Co-Founder and Co-Executive Director,
BIPOC ED Coalition of Washington State
“
A Case Statement Black Home Initiative 3
Introduction to
Black Home Initiative
T he wealth gap between Black and white households in Washington state is stark. The disparity
is a direct consequence of intentional barriers erected by historical structural racism and by current
institutional policies and practices that perpetuate this history. These injustices suppress both the
generational wealth-building of households of color and the economic vitality of our entire state.
Black-white wealth gaps in King and Pierce counties are strongly related to a persistently discriminatory homeownership
system. Contributing factors are many and layered across time. These include the lingering effects of historical redlining,
disinvestment, and restrictive covenants as well as the biased appraisal and lending, aggressive gentrification, and
displacement imposed upon communities of color today.
Homeownership offers a uniquely powerful tool for generational asset-building. But our region’s housing system has ensured
that access to those benefits has been disproportionately denied to Black families. The percentage of Black homeowners in
the Seattle-Tacoma-Bellevue MSA has, unfortunately, declined dramatically since passage of the Fair Housing Act in 1968,
thus steadily widening the Black-white homeownership gap.1,2
Permanently transforming that reality requires disruptive change on a systemic scale. No single organization or
sector can do it alone, nor can separate efforts targeting individual aspects of the housing ecosystem. In response,
Black changemakers across our region have come together around a comprehensive and bold shared priority that
breaks with traditional approaches to affordable homeownership. This broad, dynamic, multisector network is
Black Home Initiative (BHI).
1. Carr, J.H., & Zonta, M. (2023). 2023 State of Black Homeownership in the Seattle-Tacoma-Bellevue, WA, MSA. National Association of Real Estate Brokers Board of Directors
2. ECONorthwest (2023, January 27). Redlining and Wealth Loss: Measuring the historical impacts of racist housing practices in King County, WA. Prepared for King County Wastewater
Treatment Division. Retrieved from https://econw.com/project/redlining-and-wealth-loss-measuring-the-im pacts-of-racist-housing-practices-in-king-county-wa
Black Home Initiative A Case Statement4
Prosperity Now (n.d.) Prosperity Now Scorecard custom reports [American Community Survey (ACS) 2021 data set]. Retrieved November 17, 2023 from https://scorecard.
prosperitynow.org/reports#report-data-table
“As a community, we unfortunately don’t have a lot of things that we can pass on
generationally because a lot of them were stolen from us. But the legacy that I have
in my family— of an education, of homeownership and of family togetherness
and resiliency— is what I want to pass on to the future. And homeownership is
part of that.”
— MICHELLE Y. MERRIWEATHER
President & CEO, Urban League of Metropolitan Seattle
In Washington state
Challenge Seattle and Boston Consulting Group (BCG). (2023, January). The conspicuous crisis:
Addressing housing affordability in Washington. Retrieved from https://www.challengeseattle.com
42%
of Black households
14%
of white households
have zero net worth
&
Homeownership rate
in Seattle
Homeownership rate
in Tacoma
22%
of Black households
49%
of white households
32%
of Black households
60%
of white households
The Need for Black Home Initiative
A Case Statement Black Home Initiative 5
20%
30%
40%
50%
60%
70%
1950 1960 1970 1980 1990 2000 2010 2019
Ho
m
e
o
w
n
e
r
s
h
i
p
R
a
t
e
BLACK
BIPOC
OTHER
WHITE
Adapted from ECONorthwest (2023); see above
NOTE: “BIPOC” encompasses all non-white racial categories, while “Other”
encompasses all racial categories except for white and Black.
Homeownership and
Intergenerational Wealth Loss
• Individual Black households lost an estimated $105,000 - $306,000 in potential wealth
• Other non-white households lost an estimated $32,000 - $85,000 in potential wealth
• The largest contributing factor to wealth loss was lower homeownership rate
• Black households accounted for roughly 50% of the total BIPOC wealth loss over those
years, despite being only 20% of King County’s BIPOC households in 2019
• The disproportional wealth loss was due to a decline in Black homeownership
King County Homeownership Rates by Race, 1950-2019
“When you invest in a home, you’re giving your kids a hand up— you’re starting
your family’s generational transfer right there.”
— ELIJAH recent first-time Black homebuyer
Among BIPOC households in King County from 1950 to 2019:
ECONorthwest (2023, January 27). Redlining and Wealth Loss: Measuring the historical impacts of racist housing practices in King County, WA. Prepared
for King County Wastewater Treatment Division. Retrieved from https://econw.com/project/redlining-and-wealth-loss-measuring-the-im pacts-of-racist-
housing-practices-in-king-county-wa
Black Home Initiative A Case Statement6
The Purpose of
Black Home Initiative
T he primary purpose of Black Home Initiative is to increase
the number of BIPOC households who successfully secure
homeownership. The ultimate impact we aspire to is
the reduction of inequity and an increase in intergenerational
household wealth. Our initial emphasis is on Black households;
this is the shared priority of all partners in BHI’s broad network.
BHI’s goal is to make the opportunity to own a home, and the potential
benefits of that asset, available to 1,500 new low- and moderate-income
Black homeowners by the end of 2027. BHI will focus concurrently on the
essential work of clearly defining and transforming the systems that have
impeded Black homeownership.
The work of BHI currently includes 50 ZIP codes in South Seattle, South King
County, and North Pierce County, and may continue to grow. This represents
BHI’s intentional focus on areas to which many Black households have been
displaced due to gentrification of historically Black neighborhoods, such as
Seattle’s Central District and Tacoma’s Hilltop (defined in 2018 as one of the
most rapidly gentrifying ZIP codes in the nation).
“People saw how
centrally located the
Central District was.
So the ‘clean-up’
happened. That focus
pushed people out…
This is all happening
in the community I was
born and raised in—
and the city I pay
taxes in.”
— SAMANTHA
recent Black homebuyer
displaced from Seattle’s
Central District
A Case Statement Black Home Initiative 7
Network Weaving: The Power
of Black Home Initiative
B lack Home Initiative is not an organization, a department,
or an organizational program. It’s a broad, deep, community-
based network boldly imagined into being, and continuously
woven, by recognized Black changemakers in the public, private,
and nonprofit sectors.
The BHI Network is BHI. These community leaders bring unparalleled insight
into the strengths and challenges of the Black communities BHI seeks to
serve because they work in and with those communities every day.
BHI’s shared priority has been validated by extensive community engagement
overseen by BHI’s Core Team. By November of 2023, BHI’s Network Partner
Pledge had been signed by nearly 100 entities representing multiple sectors and
communities, and the network continues to grow.
BHI’s longstanding community connections are unique in their depth, breadth,
longevity, and power. They’re essential to the success of BHI’s shared
priority. They also provide the community knowledge, community credibility,
and trusting connections that position the BHI Network as the best assembler
and disseminator of investor resources.
“A network, led by
a network-weaver
weaving on the daily,
has the potential to
dismantle systems
and enact policy better
than any existing
methodology.”
— GREGORY DAVIS
Managing Strategist,
Rainier Beach Action Coalition
Black Home Initiative A Case Statement8
Guiding Principles for Marshaling
and Allocating Resources
T he BHI Network Partners are committed to living out the
principles below, and to doing so with both transparency
and accountability.
Community investment funding for affordable housing in the United States is a complex system.
It often brings together public and private funds and is generally more robust for development of
multi-family rental affordable housing. In addition, many existing funding programs have “gating”
barriers that make access difficult for community-based organizations and developers who
are BIPOC-owned and led.
• BHI’s primary goal is for the economic benefit of funds marshaled for this work to be
gained by Black-led developers and Black-led nonprofit organizations.
• Moreover, the benefit of the resources marshaled should, as much as possible,
directly support LMI Black homebuyers.
• Regarding the creation of additional homeownership homes: BHI will prioritize Black-
owned/Black-led developers and Black-led community-based organizations to lead
the development work and, when necessary, consider joint ventures with appropriate
community-facing/community-serving organizations.
• Regarding the identification and support of Black homebuyers: BHI prioritizes the funding
of Black-led nonprofit organizations who specialize in doing outreach and in providing
pre-purchase counseling and support. When necessary, funding may also be provided to
community-serving organizations committed to the BHI shared priority and principles.
• BHI will prioritize intermediaries to disseminate funds based on their commitment to
the BHI shared priority and principles. Fees should be aligned with the goal of maximizing
the funding levels passing through to community-based organizations and to Black
developers, while insuring mission impact.
• BHI expects that all funder advisory groups will be made up of Black community members.
• All funding criteria and proposal requirements for new, intermediary funding programs
will be assessed to ensure they meet BHI standards.
A Case Statement Black Home Initiative 9
Accomplishing the BHI
Network’s Shared Priority
BHI Network Partners believe breakthrough success
will only come from:
1. Bringing together and unifying those who make decisions
for, and carry out the work of, many relevant sectors,
2. Elevating the voices of community members impacted
by that work, and
3. Combining the depth and breadth of their diverse
experience, expertise, tools, resources, and commitment…
…while focusing on:
1. Increasing the supply of ownership homes available to
purchase in South Seattle, South King County, and North
Pierce County,
2. Supporting Black households with low and moderate
incomes who want to buy a home, helping them complete
the process and obtain an appropriate mortgage, and
3. Overcoming the fragmented “housing ecosystem” of public,
private, and nonprofit organizations.
“It is not incumbent on or
possible for one group to
carry this work. To combat the
centuries of discrimination
against the Black community,
it will take a network of
committed individuals to
drive the work to achieve the
outcomes we aspire to see.”
— NICOLE R. BASCOMB-GREEN
SVP-Head of Community Lending, Umpqua Bank
William Wright/King County Housing Authority
Black Home Initiative A Case Statement10
Conclusion
BHI has laid out a roadmap for short-term fueling of work that
will scale homeownership supply and demand. The roadmap is
comprehensive and blends with long-term enhancement of the
enabling environment to truly dismantle existing broken systems and
enact permanent structural change.
Critically, the roadmap is a co-creation of the local Black community. Leaders with
deep roots in the communities BHI seeks to serve partnered with the people most
impacted by the challenges and solutions framing this effort— the community
residents themselves.
BHI offers people from all sectors a once-in-a-lifetime opportunity to right the wrongs
of the past and of the present— wrongs that have kept our Black neighbors from
accessing a uniquely powerful tool for financial empowerment, civic engagement,
and the transfer of wealth from generation to generation.
BHI Network Partners welcome you into this innovative, disruptive, and fully
transformative movement. The work relies upon change in a broad and complex
system that crosses many sectors and areas of expertise. There is a unique
and impactful niche that needs you. We look forward to exploring partnership
opportunities together.
To get started, please email us at infobhi@civic-commons.org.
A Case Statement Black Home Initiative 11
I would say that as a person in America, owning
land or owning property or having ownership is
one of the most important things that we can do.
And I would say that beyond it being personally
rewarding, beyond it being a nice thing to do as
an individual and collectively, it’s one of the
most important things I think we can do to
push forward this 200-year gap that we have
in wealth-building for our community.
It’s the most important thing to do for your
children, for your children’s children, in
breaking generational curses. And even more
than that, I would say that it is one of the
biggest determinants you have in controlling
your destiny and controlling your health, your
wealth… really everything about your life.
And if we are not talking about structural
barriers while we’re helping people do the
individual work, we’ve really missed the mark.”
— KIARA
recent first-time Black homebuyer
“
blackhomeinitiative.org
CommonsCivic/
civic_commons
@CommonsCivic
civic-commons
the JourneyLearn from four who made
along apath
Blackhomeinitiative.org/homebuyer-stories
froma dream
tohomeownership.
is not
Education that prepares & empowers
homebuyers throughout their journey.
An equity focus designed for the potential
barriers Black homebuyers face.
Connections to experienced housing
counselors and potential financial
resources all along the way.
An entry point and a personalized path.
Washington Homeownership Resource
Center (WHRC) is here to help.
WHRC is a Black Home Initiative partner
that offers potential homebuyers:
homeownership journey!
YOUR
Start
1-877-894-4663
Just make the call
homeownership-wa.org/bhi
or visit
Homeownership
out of reach.
Comprehensive Planning to Action
Bridging the Commun y
Everyone is welcome to join us and discover how our Comprehensive Plan
is turning vision into reality. Learn about the SR 516 Pedestrian Bridge
project which will enhance non-motorized access and safety in downtown
Covington, while promoting business synergy to support
community growth over the next 20 years.
EVENT HIGHLIGHTS:
•Staff presentation at 5:30 p.m. followed by the
Open House
•Insights into the 2024-2044 Comprehensive Plan
•SR 516 Pedestrian Bridge Project
•Engaging activities for youth in attendance
IN PERSON LOCATION:
Covington City Hall Council Chambers
16720 SE 271st St.
Covington, WA 98042
VIRTUAL ACCESS:
https://us02web.zoom.us/j/86806796083
Join by telephone: +1 (253) 215-8782
Webinar ID: 829 5607 4822
Comprehensive
Plan Info
Pedestrian
Bridge Info
Comprehensive Plan Update
More inform ion
Open House @ 5:30 p.m.
& Pedestrian Bridge Overview
Wednesday, June 12