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BUSINESS OF THE CITY COUNCIL
YAKIMA, WASHINGTON
AGENDA STATEMENT
Item No. 3.
For Meeting of: February 23, 2021
ITEM TITLE: Presentation on Housing Action Plan
SUBMITTED BY: Joseph Calhoun, Planning Manager
Joan Davenport, Community Development Director
SUMMARY EXPLANATION:
The City of Yakima received a$100,000 grant from the Department of Commerce to develop a
Housing Action Plan (HAP). The HAP will develop a set of recommendations to increase housing
supply and diversity, and meet local housing needs.
BERK Consulting Inc. was contracted as the HAP consultant for this effort. The enclosed
presentation will provide additional context on the HAP purpose, work completed to-date, and
next steps.
More information on the HAP can be found
here: https://www.yakimawa.gov/services/planning/hap/
The goal of this first study session on this topic is to hear the report and provide an opportunity for
Council members to ask questions of BERK and get clarity around the report findings. The
follow up study session is intended for Council to discuss the policy recommendations identified
in the report and start to identify priorities.
ITEM BUDGETED: Yes
STRATEGIC PRIORITY: Neighborhood and Community Building
APPROVED FOR SUBMITTAL BY THE CITY MANAGER
RECOMMENDATION:
ATTACHMENTS:
Description Upload Date Type
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,,,,,,,.,,.k-� City Council Study Session I February 23, 2021 15 pm via Zoom
ill BERK
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Introductions
BERK's Relevant Experience Presenting
Meer
■ Housing Assessments,Strategies,and
ife it
Radhika Nair
Action Plans •• Project Manager
• Senior Associate at BERK
> Edmonds
• Specialist in land use policy and
> Ellensburg strategy development.
> Leavenworth
> Wenatchee
> Tacoma Project Team
> Pierce County Lisa Grueter, AICP Julia Tesch
■ Housing Elements,Codes,and Programs
• Project Director • Engagement Lead
> Yakima
> Walla Walla Principal at BERK f • Associate at BERK
^'* Over 30 years of • Specialist in
> Auburn experience in land equitable
> Renton use planning and community
■ Equity
Renton Analysis policy in WA state. outreach and
• Led the consultant
> Seattle engagement.
team that developed
> King County the City of Yakima
Comprehensive Plan.
11
1. Review Housing Action Plan (HAP) goals and approach
Last study session: December 2019
2. Share project status updates
Project deadline June 2021 (set by Washington State Department of Commerce)
.01
Review :
Project Goals and Approach
What is a Housing Action Plan ( HAP) ?
■ Builds on previous planning studies.
A set of concrete • Focus on action and implementation .
steps to increase • Assesses gaps between needs and
housing supply and market.
diversity and meet • Engages stakeholders and residents.
local housing needs. • Identifies barriers and strategies.
■ Establishes a prioritized list of concrete
actions including responsible parties.
Ill 0
Sets requirements for HAPs.
Provided a grant program to local governments to develop HAPs.
Administered by the Washington State Department of Commerce.
® HAPs must be complete by June 2021.
Extended from original, pre-COVID-19 deadline of April 1, 2021
® City of Yakima Equity Study Analysis
® City of Yakima Comprehensive Plan 2040: Housing Element
® City of Yakima Consolidated Plan, 2015 — 2019
® Yakima County 5-Year Plan to Address Homelessness, 2019 —
2024
® Yakima County Farmworker Housing Action Plan, 2011 — 2016
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Community Engagement and Input Strategy
Goals Strategies
• Inform the public. 1. Community Integration Committee Engagement
• Reach out to a diverse range of 2. Yakima City Council Engagement
audiences and use equitable 3. Community Survey
engagement strategies.
• Seek input in a variety of ways. 4. "Roundtable-in-a-Box" Virtual Community Listening Sessions
• Listen and respond to feedback. 5. Technical Advisory Committee
6. Virtual Community Meeting
7. Legislative Process
1) II o
Project Status Updates
Engagement Efforts to Date
Broad community outreach & engagement Targeted stakeholder engagement
Participants' Top Engagement Activities and Participants' Top Priorities
Engagement Activities and Metrics
Priorities and Concerns Metrics and Concerns
Survey responses, including • Affordability Meetings with a Technical • Diversity of housing types,
138 in Spanish. • Availability Advisory Committee (TAC). including intergenerational
Community leaders and service • Homelessness Detailed surveys of the TAC. housing
providers contacted to help Meeting-in-a-box hosted by • Shortage of housing and
• Quality of housing rising costs
spread the word. a TAC member.
• Safety, crime, drugs, Meetings and consultation . Anti-displacement policies
Spanish-language media and gangs with the Community
outlets advertised the project. Integration Committee (CIC). . Quality of existing housing
Phone- and email interviews • Institutional racism,
Outreach messages including with members of the CIC. income inequality, and
direct email, social media Phone interviews with geographic segregation
posts, press releases in English members of the Yakima City
and Spanish, reaching 70 Council, Mayor and City • Support for first-time
community contacts. Manager. homebuyers
Additional interviews with • Transitional housing and
Page views on the City website
1 H community leaders. mental health supports
:III
III _
r its I I
Products Completed Remaining Work
® Housing Needs Assessment i ® March 2021 — Draft Housing Action Plan
® Policy and Regulatory Review i ® April — June 2021 - Planning Commission and
® Webpage and Project Identity Legislative Process
® Public Engagement Plan ® June 2021 — Final Housing Action Plan
® Preliminary Draft Housing Action Plan
sal I
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Final Product : Deadline of June 2021
masssas. ��UIIII Highlights from the Table of Contents
i:::::: gnu' • '�" ` • Developing the HAP
811 l l 011 11 all Community Input
Technical Analyses
• Objectives and Strategies
Encourage diverse housing development within existing neighborhoods.
# x � dn. ' # Create and preserve affordable homes.
G" Y'`° "0 O "" Create homeownership opportunities for low-and moderate-income households.
Support housing options that meet the diverse needs of older adults.
Address the needs of those struggling with homelessness.
Protect against displacement and poor housing conditions.
• Implementation and Timeline
• Monitoring and Key Indicators
• Appendices
Community Engagement
r. Housing Needs Assessment
Policy and Regulatory Review
Potential City-owned Catalyst Sites
Displacement Risk Analysis
Objectives
Housing SupportAdults Older Address
Homelessness Anti-Displacement
1: Encourage diverse 2:Create and preserve 3:Create 4:Support housing 5:Encourage housing for 6. Protect against
housing development affordable homes. homeownership options that meetthe people experiencing displacement and poor
within existing opportunitiesfor low- diverse needs of older homelessness,older housing conditions.
neighborhoods. and moderate-income adults. adults and people with
households. disabilities
:IIIU
is I i its r
Bryan Ketcham I Catholic Charities Housing Services
Cecilia Arroyo I Yakima Resident
Jake Mayson I Central Washington Home Builders Association
Esther Magasis I Yakima County Homeless Program
Isabel Garcia I Office of Rural and Farmworker Housing
Jacob Liddicoat I City of Yakima Planning Commission
Jennifer Mendoza I Yakima Resident
Jon Smith I Yakima County Development Association
Laura Armstrong I La Casa Hogar
towel Krueger I Yakima Housing Authority
Marcus Pimpleton I Yakima School District
Marlaina Goodman I Yakima Resident
Meloney Rosen I Yakima Valley Partners Habitat for Humanity
Rhonda Hauff I Yakima Neighborhood Health Services
Sandra Aguilar I City of Yakima Community Integration Committee
Needs Assessment Overview
IpricesII
Percent Change since 2010 in Average Home Values and HUD Median Family
Income in City of Yakima, Yakima County, and Washington state, 2010-2020
60a 0
The median home value in
Yakima has risen by 38%.
40°1
The median
family income
20,10 has risen by
19%.
-2001
2010 2011 2012 2013 2014 2015 2016• 2017 2018 2019 2020 YTD
All Homes, Yakima •City All Holnes, VVoshington State HUD hAFI, vcbm-na Comfy
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Yakima needs more units and diversity of housing.
There is a housing shortage in Yakima. Yakima needs more housing diversity.
• Vacancy rates for both apartments and homes • About 30% of all households in Yakima are
for sale are extremely low — below 1%. singles living alone.
Yakima County Multifamily Rents and Vacancy,
2010-2019
$900 6%
$818
$750 5% 9 916
$600 %
• . • HOUSING F<ma
$450 3%
INVENTORY okytes
3.33
$300 2% 2::: ( 01 8) monfosor :3 or tt. arats
i33:5
5331tifertnny :5 TO 19 UHTS.
$150 1%
0,70% M.ittfatnn r jr:0'4]
$0
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 tarrizah Homer
—Atteracte Monthly Rent(2-br) ..—..Pental Vacancy Rate
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Many households experience cost burden .
Needs are greatest among low- From 2012-2016, 36% of all households were cost burdened.
income households.
• 1/2
• % of households with <50% of the of renter households.
county MFI are cost burdened. • % of homeowners.
• The greatest concentration of low-
income households is in eastern
Yakima and many are of Total Cost-Burdened Households by Income Level in City of Yakima, 2012-2016
Hispanic/Latino ethnicity. 4,000
Total HH:12,845
There is considerable need among 2,0
0
0
elderly residents. °°°°
8,000 Total HH:6,640
• 5,400 elderly persons live alone in
Yakima. 42% of these residents are 6,000 Total HX:4,985 Total HH:5,065
o°°° Total HX:3,495
cost burdened and 22% are
severely cost burdened. 2,000 MI
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• 926 units have federal subsidies for Extremely Low- Very Low-Income(30-Low-Income(50-80%Moderate Income(80- Above Median
elderly and disabled persons. Income(530% AMI) 50%AMI) AMI) 100%AMI) Income(>100%AMI)
■Severely Cost-Burdened (>50%) :i Cost-Burdened(30-50%) Not Cost Burdened Not Calculated
0
Needs Assessment Key Findings : Workforce
Low-wage workers are traveling long Place of Residence for Workers in City of Yakima, 2017
distances to jobs in Yakima.
• More Workers
L. v.'E+IA4C:3EE:y,'u' —..-- - --..''
• Over 7,000 low-wage workers .LL, 4440 tTi . !
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commute more than 50 miles from Oki#E, ^
their home to a workplace in EEt M
1'"` �1 AL .,„ .=i. t n Less Workers
Yakima (nearly % of all low-wage 0
�-._ f41053S:}k4 ;� :�:;;EE ❑ Yakima City Limits
workers in the city). i x :If 5 t Other Clues
r....__..._.' County Boundaries
Countywide there is a shortage of x
:� Yakama Reservation
seasonal farmworker yin
housing.
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• 4,600 beds of seasonal farmworker E k4 M
housing provided throughout the ['L ` :k x.'#.-0 'i CAS' II * . t '. -,.
county, despite over 45,000 PAS Mk# t§ I I
seasonal jobs available in the ,i eresits�;>«•
,U s.-I :k R 4r
busiest summer months
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Step 1 . Develop Outreach and Engagement Plan
Budget allocation for outreach Key Tasks
• One third of budget for • Identify stakeholders and potential local
partners
community outreach and
City of Yakima Community Integration Committee
engagement. i Yakima Housing Authority
• Yakima School District
• Includes funds to j Yakima Community Foundation
compensate potential Yakima Hispanic Chamber of Commerce
• Other community-based organizations and leaders
local partners to aid in
outreach and facilitation. • Collect information about key issues of
community concerns
• Solicit input on how and when to engage
residents
• Develop an outreach and engagement plan
11111
Step 2 . Assess Housing Needs
Purpose Key Tasks
• Identify gaps between • Review and build on previous efforts
housing needs in the • Yakima Comprehensive Plan
• City of Yakima Equity Study Analysis
community and what the • Analyze available data
housing market is - Consider current residents, current workforce, and
currently providing projected population growth.
• Solicit input from stakeholders and residents
• Identify current and future housing needs by household
types and income levels
- Permanent supportive or transitional housing
- Workers living alone
- Couples and small families
- Large families
- Seniors
A
Step 3 . Evaluate Housing Market Conditions
Purpose Key Tasks
■ Identify barriers to the ■ Analyze rents, housing prices, vacancy rates
types of new housing ■ Review development regulations
development that can
most effectively address • Evaluate construction trends by housing
housing needs type, price-points, and geography
■ Interview housing industry professionals for
additional insights
❑ Local and regional housing developers
❑ City planners and permitting staff
❑ Other stakeholders
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Step 4. Develop Strategies to Address Housing Needs
Purpose Key Tasks
• Identify the most • Review successful strategies used in cities
promising approaches to with similar market characteristics
increasing housing ■ Create a menu of options for review and
supply and diversity in consideration by city staff, stakeholders,
Yakima, based on local and planning commission members.
needs and market
conditions. • Determine which strategies have the
greatest potential to gain local support and
address local needs.
11
Step 5 . Evaluate Opportunities for Infill Development
Purpose Key Tasks
• Identify potential catalyst • Work closely with City GIS and planning
sites and city actions to staff to identify potential infill building sites
help incite market and willing land-owners.
interest and activity. • Identify any barriers to development and
steps the city or partners can take to
address.
• Develop a web mapping tool to share
opportunities with potential developers
11El J
Step 6 . Develop Housing Action Plan
Purpose Key Tasks
■ Build consensus around a ■ Identify regulatory changes, partnerships,
set of concrete next or funding needed to implement the
steps to implement housing strategies
housing strategies that • Proforma analysis to evaluate how market
can increase housing may respond to proposed incentives or
supply and diversity in regulatory changes
City of Yakima
■ Outreach to educate residents and solicit
input.
■ SEPA review
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City of Yakima - DRAFT February 2021
30
City of Yakima Housing Action Plan
is
Introduction e,ve,ve,ve,ve,ve,ve,ve,ve,ve,ve,ve,ve,ve,ve,ve,ve»ea,ea,ea,ea,ea,ea,ea,va,va,va,va,va,va,va,va,va,va, 1
Plan Organization 2
Developing the HAR<e.<e.<e.<e.<e.<e.<e.<e.<e.<e.<e.<e.<e.<e.<e.<e.<e.o>.o>.o>.o>.o>.o>.o>.o>.o>.o>.o>.o>.o>
Community Input 3
Technical Analyses 4
bjertives and trategies®„®„®„®„®„®„®„®„®„®„®„®„®„®„®„®„®„®„®„®„®„®„®„®„®„®„® 10
A. Encourage diverse housing development within existing neighborhoods. 10
B. Create and preserve affordable homes. 22
C. Create homeownership opportunities for low- and moderate-income households 25
D. Support housing options that meet the diverse needs of older adults. 28
E. Address the needs of those struggling with homelessness. 31
F. Protect against displacement and poor housing conditions. 36
Implementation ,o>,o>,o>,o>,o>,o>,o>,o>,o>,o>,o>,o>,o>,o>,o>,o>,oneaneanvaneaneaneaneaneaneaneaneane--- 47
Timeline 50
Monitoring ><4><4><4><4><4><4><4><4><4><4><4><4><4><4><4><4><»<«»<«»<«»<«»<«»<«»<«»<«»<«»<«»<«»<«»<«»<«»<«»<«»< 52
Key Indicators 52
References---------------------------------- 53
Appendices><4><4><4><4><4><4><4><4><4><4><4><4><4><4><4><4><»<«»<«»<«»<«»<«»<«»<«»<«»<«»<«»<«»<«»<«»<«»<«»<«»< 54
A // Community Engagement 55
B // Housing Needs Assessment 61
C // Policy and Regulatory Review 61
D // Potential City-owned Catalyst Sites 62
E // Displacement Risk Analysis 63
DRAFT February 2021
31
City of Yakima Housing Action Plan
Exh• •
ts
Exhibit 1 . Household Size by Tenure in City of Yakima, 2014-2018 5
Exhibit 2. Percent Change since 2010 in Average Home Values and HUD Median
Family Income 6
Exhibit 3. Cost-Burden Status by Income Level of Households in City of Yakima, 2012-
2016 7
Exhibit 4. Household Tenure by Cost-Burden in City of Yakima, 2012-2016 7
Exhibit 5. Housing Types 15
Exhibit 6. Implementation Matrix 47
Exhibit 7. Strategy Implementation Timeline 50
Exhibit 8. Short-term Strategies 50
Exhibit 9. Medium-term Strategies 50
Exhibit 10. Long-term Strategies 51
Exhibit 11 . Current and Desired Housing Types 57
Exhibit 12. Community Housing Needs: All Survey Responses 58
Exhibit 13. Community Housing Needs: Survey Responses by White and Hispanic/o or
Latinx/o Race or Ethnicity 59
Exhibit 14. Community Housing Needs: Survey Responses by Income Bracket 59
Exhibit 15. Community Housing Needs: Survey Responses by Household Size 60
Exhibit 16 City-owned Sites 62
Exhibit 17. Eviction Rate, City of Yakima 64
Exhibit 18. Social Vulnerability Index Ranking, City of Yakima 66
DRAFT February 2021
32
City of Yakima Housing Action Plan
C ossary
Affordable Housing. The U.S. Department of Housing and Urban Development (HUD)
considers housing to be affordable if the household is spending no more than 30% of its income
on housing costs. A healthy housing market includes a variety of housing types that are affordable
to a range of different household income levels. However, the term "affordable housing" is often
used to describe income-restricted housing available only to qualifying low-income households.
Income-restricted housing can be located in public, nonprofit, or for-profit housing developments.
It can also include households using vouchers to help pay for market-rate housing (see "Vouchers"
below for more details).
American Community Survey (ACS). This is an ongoing nationwide survey conducted by
the U.S. Census Bureau designed to provide communities with current data about how they are
changing. The ACS collects information such as age, race, income, commute time to work, home
value, veteran status, and other important data from U.S. households. We use data from the ACS
throughout this needs assessment.
Area Median Income (AMI). This is a term that commonly refers to the area-wide median
family income calculation provided by HUD for a county or metropolitan region.' Income limits to
qualify for affordable housing are often set relative to AMI. In this report, unless otherwise
indicated, AMI refers to the HUD Area Median Family Income (HAMFI).
Community Integration Committee (CIC). The nine-member City of Yakima Community
Integration Committee was appointed by the City Council in 2017. The purpose and intent of the
community integration committee is to advise the Yakima City Council on ways to improve
community engagement; diversify the city government and workforce; provide additional review
of policies, ordinances and resolutions if requested; and give a voice to all Yakima residents.
(Ord. 2017-034 § 1 (part), 2017).
Cost Burden. When a household pays more than 30% of their gross income on housing,
including utilities, they are "cost-burdened." When a household pays more than 50% of their gross
income on housing, including utilities, they are "severely cost-burdened." Cost-burdened households
have less money available for other essentials, like food, clothing, transportation, and medical care.
Note that HUD sometimes Asters to HUD Area Murst100 Hsmih,, bursHe use Hst Meri.100 Family income, or VAL See
bttps://www,hudeser.woortol/dotosets/ibbtrn1
DRAFT February 2021
33
City of Yakima Housing Action Plan
Household. A household is a group of people living within the same housing unit.' The people
can be related, such as a family. A person living alone in a housing unit or a group of unrelated
people sharing a housing unit are also counted as a household. Group quarters population, such
as those living in a college dormitory, military barrack, or nursing home, are not considered to be
living in households.
Household Income. The U.S. Census Bureau defines household income as the sum of the
income of all people 15 years and older living together in a household.
Income-Restricted Housing. This term refers to housing units that are only available to
households with incomes at or below a set income limit and are offered for rent or sale at a
below-market rates. Some income-restricted rental housing is owned by a city or housing
authority, while others may be privately owned. In the latter case the owners typically receive a
subsidy in the form of a tax credit or property fax exemption. As a condition of their subsidy,
these owners must offer a set percentage of all units as income-restricted and affordable to
household at a designated income level.
Low-Income. Households that are designated as low-income may qualify for income-subsidized
housing units. HUD categorizes families as low-income, very low-income, or extremely low-income
relative to HUD area median family incomes (HAMFI), with consideration for family size. See the
table below.
HUD Income Categories Calculated Relative to HUD Area Median Family Income (HAMFI)
Extremely Lovsdncome 30%of HAMFI or less
Very Low-Income 50%of HAMFI or less
Low-Income 80%of HAMFI or less
Siehirchi 2020; lbEli2020.
Median Family Income (MFI). The median income of all family households in an area.
Family households are those that have two or more members who are related. Median income of
non-family households is typically lower than for family households, as family households are
more lily to have more than one income-earner. Analyses of housing affordability typically group
all households by income level relative to HUD area median family income (HAMFI), which is
calculated for the county or metropolitan region.
h The cenhiuT, borem ez refeis c 'occupied hcchloc oohs ad conhideis perhons in co occuoied housing unlit
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DRAFT February 2021 iv
34
City of Yakima Housing Action Plan
Vouchers (Tenant-based and Project-based). HUD provides housing vouchers to
qualifying low-income households. These are typically distributed by local housing authorities.
Vouchers can be "tenant-based," meaning the household can use the vouchers to help pay for
market-rate housing in the location of their choice, or they can be "project-based," meaning they
are assigned to a specific building.'
Universal Design. Universal design is "the design and composition of an environment so that it
can be accessed, understood, and used to the greatest extent possible by all people regardless of
their age, size, or ability."' When integrated into the built environment, universal design
principles ensure that residents who are aging or who have a disability are not blocked from
accessing housing and services.
at,e htt s rum offices uhliriodjpnhousingjro (OM hcy tenant ond
http; //www,huci,g9y/prowrcm offices/public Inchon hcusinj/prccjroms/hcy/project fur more
http //urnversolde5icr ie/Whot-15-Universol-Design/
DRAFT Februcry 2021
35
City of Yakima Housing Action Pion
ntreductIen
This Housing Action Plan (HAP) is the City of Yakima's plan for promoting affordable housing
options for all community members across the city's neighborhoods. Affordable housing has many
implications for Yakima. Housing has a demonstrated relationship to improved life outcomes for
children. Yet many young families with modest incomes face challenges finding a home in
Yakima, and many senior households face difficulties staying in the community that has been their
home for years. Workers who serve the community cannot afford to live near their jobs and face
longer commutes, adding to regional and local congestion. The HAP's goal is to increase
affordable housing opportunities for all households to improve community and economic health.
The Housing Action Plan's six objectives are:
A. Encourage diverse housing development within existing neighborhoods.
B. Create and preserve affordable homes.
C. Create homeownership opportunities for low- and moderate- income households.
D. Support housing options that meet the diverse needs of older adults.
E. Address the needs of those struggling with homelessness.
F. Protect against displacement and poor housing conditions.
The Housing Action Plan is a five-year strategy that supports and guides city actions and existing
long-range planning, including the 2024 update of the City of Yakima's Comprehensive Plan.
While the City plays a key role in local housing, the local housing system also includes for-profit
and nonprofit developers and other stakeholders. The HAP articulates a clear set of housing
strategies the City can work on in partnership with developers, community service providers, and
other stakeholders. The HAP will also guide the City's participation in multi-jurisdictional efforts to
address regional housing needs.
Development of this HAP is supported by a state-funded grant to enable communities to assess their
housing needs and develop strategies to address those housing needs. The HAP is built upon the
best available data and broad community conversation around:
Yakima's current and future housing needs.
Yakima's existing housing policies and regulations.
DRAFT February 2021 1
36
City of Yakima Housing Action Plan
Introduction
P an r anization
The Housing Action Plan is organized as follows:
• Developing the HAP. This section includes the following:
9 Summary of community input received for the Housing Action Plan.
• Description of the key findings from the analysis of housing needs in Yakima.
• Findings from an evaluation of the city's land capacity and housing policies in Yakima's
adopted Comprehensive Plan, zoning, and land use code that implements these policies.
• Objectives and Strategies. This section lists the six objectives that address community
input, needs assessment findings, and policy review findings. Detailed strategies that nest
under each objective are also included.
• Implementation. This section lists strategies, timelines, resource requirements,
responsibilities for leading the tasks, and partnership opportunities.
• Monitoring. This section includes key indicators that the City will use to monitor and
evaluate HAP implementation and outcomes.
DRAFT February 2021 2
37
City of Yakima Housing Action Plan
Developing the HAP
The Housing Action Plan was developed between March and February 2020. The HAP benefited
from the expertise and guidance of a Technical Advisory Committee (TAC); interviews with
stakeholders; and a communitywide survey (which captured more than 250 responses).
Information and perspectives collected through the community engagement process provided
additional insight about how specific challenges affect the lives of residents, especially those
populations that are not always represented in these conversations. See Appendix A for a full
summary of the community engagement activities.
The HAP also used a wide range of quantitative data to help identify the key needs and
challenges among Yakima residents and workers. Policies and regulations were also analyzed to
inform strategies. Key findings from the engagement and analysis are presented below. See
Appendix A, B, and C for a full summary of engagement activities, needs assessment, policy and
regulatory review, and engagement activities.
Community Input
The City of Yakima talked with residents as part of the HAP process to better understand barriers to
securing affordable housing as well as residents' ideas for improving housing. The City conducted
public engagement over the course of the project and heard from more than 300 members of the
public and stakeholders. Engagement activities included:
Broad communi outreach and engagement:
27$ survey responses, including 55 in Spanish. (survey is still Affordability
open) Availability
79 community leaders and service providers contacted to help Homelessness
spread the word. Quality of housing
2 Spanish-language media outlets advertised the project. Safety, crime, drugs, and gangs
1 it Outreach including social media posts, press releases in
English and Spanish, reaching 70 community contacts.
There were 751-page views on the City website.
Tor eted stakeholder engagement, including:
3 meetings with a Technical Advisory Committee (TAC).
DRAFT February 2021 3
38
City of Yakima Housing Action Plan
Developing the HAP
Engagement Activities Participants' Top Priorities and Concerns
detailed survey of the TAC. Need for a greater diversity of housing types,
including inlergenerationol housing
I Meeting-in-a-box hosted by a TAC member.
Shortage of housing and rising costs
3 meetings and consultation with the Community Integration
Anti-displacement policies
Committee (CIC1.
Quality of existing housing
7 phone- and email interviews with members of the CIC. Institutional racism, income inequality, and
5 phone interviews with members of the Yakima City Council, geographic segregation
Mayor and City Manager. Support for first-time homebuyers
3 additional interviews with community leaders. Transitional housing and mental health supports
The above input informed strategic objectives, shaped specific implementation steps, and
provided insight into what key barriers needed to be addressed.
Technical Analyses
Neecs Assessment Fincings
Similar to other communities across Washington, the City of Yakima faces a critical need for more
affordable housing. The City of Yakima Housing Needs Assessment evaluated the current housing
supply and summarizes housing needs across the full spectrum of household types and income
levels. Below are key findings from the Yakima Housing Needs Assessment.
Yakimo's Population
• The City of Yakima has grown since 2010, with a current estimated population of '594,440
residents. The city is expected to continue growing and is projected to be home to 110,387
people by 2040.
• Compared to Washington State, the City of Yakima has a slightly larger proportion of
younger residents and a slightly smaller proportion of residents between 50 and
69 years of age j22% vs. 25% statewide).
• Yakima is ethnically diverse. The City of Yakima's Hispanic or Latinx population comprises
46% of its population, compared to 12% statewide. The younger population in the City of
Yakima is far more ethnically diverse than the older age groups. This is particularly apparent
in the student population. In 2019, 13,069 (80%) of students at Yakima School District
Bto,eri on WA ihrJ;nc*-..A Mc rJ;c3cmcnt 2019, iCk." MC7* Coon:\ rdo"Mn," 2020
DRAFT Februcry 2021 4
39
City of Yakima Housing Action Pion
Developing the HAP
identified as Hispanic/Latino.
• Reflecting its ethnic diversity, Yakima has a high proportion of residents who speak a
language other than English at home. Approximately 37% of the city's total
population speak a language other than English at home, compared to 19% statewide.
• The average household size in Yakima is 2.71, slightly larger than the statewide average of
2.55. While the average household size is larger relative to the state, more than half (58%) of
the city's residents live in single or two-member households. Renters are more likely to be
single-person households than owners (Exhibit 1 ).
Exhibit 1. Household Size by Tenure in City of Yakima, 2014-2018
10422
9462
469 24.929,555947.1
.144
492
4.7' 4,533
331” I:a:a:
2,#S0 _ 2.4M,
3'3, 333313
1.425
'33 •232
717
: 157 ' 425,
1333413W 244,949 3-4,2449 4,444446 544254 652,41,49 7+ person
1452.265921 547,4426491 24644944 196925,44 2,44,21445 houset4591 5054441415
Source" Anrerruon Community S3"V 33 V C 31), 201 3 LC''A PERK, ')OLC
Housing Need
' There is a housing shortage in Yakima. Vacancy rates for both apartments and homes
for sale are extremely low — below 1%®. When vacancy rates are so low, people looking for
new homes have fewer options, increasing competition for the limited supply of units
available. This drives up both rents and housing prices.
t Local housing prices are rising faster than local incomes. The median home value
in Yakima has risen by 38% between 2010 to 2019. Over the same period, the median
family income has only increased by 19%. This indicates homeownership is getting further
and further out of reach for many prospective buyers. See Exhibit 2.
• In the last 3 years, the city grew by an annual average of 530 new residents, a greater
annual amount compared to 2010-2017 at 386 persons per year. To achieve its growth
DRAFT February 2021 5
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City of Yakima Housing Action Pion
Developing the HAP
target, the city will need to add about 745 persons per year over the next 20 years.
• The average household size in Yakima is 2.71A If applying a 2.7 household size to the
remaining population target, about 5,517 dwelling units would be needed between
2020 and 2040.
Exhibit 2. Percent Change since 2010 in Average Home Values and HUD Median Family
Income
2022
600
4020
2003
2„„„„2222222„„„„223222„3
-2032
2010 2011 2012 2013 2034 2035 2036 201° 2018 2030 2020 YTD
A H HOC, ,'1 "{woo Oily s33323II c•c5 ACC.,I1191C•I 002330 3-30133 Mpt,ynvon.N C•cri!y
2oucen Piliuw, FeAuoyv 2023 110D h 238'8 3832, 22 PERK, 2022
Cost Burdened Households
• Many households in Yakima are cost burdened. Between 2012 and 2016, 36% of
all households in Yakima were cost burdened. Cost-burdened households spend a large
portion (over 30%) of their available income on housing costs. This leaves less money
available for other important needs like food, transportation, clothing, and education. With
rising housing costs, the number of cost-burdened households has almost certainly increased
during the past few years.
• Cost burden is not evenly distributed across households. For example, renters are
more cost-burdened than owners. Nearly 50% of renter households were cost-burdened,
compared to about a quarter of all homeowners (Exhibit 3 and Exhibit 4).
• Needs are greatest among law-income households. About three fourths of all
households with incomes below 50% of the county median family income are cost-burdened.
C ACE, 2314 2018.
DRAFT February 2021 6
41
City of Yakima Housing Action Plan
Developing the HAP
Neatly half of these households are severely cost-burdened, meaning they spend over 50% of
their income on housing costs (Exhibit 3). While there are low-income households living in
neighborhoods across the city, the greatest concentration of low-income households is in
eastern Yakima, and many of these households are of Hispanic/Latino ethnicity.
Exhibit 3. Cost-Burden Status by Income Level of Households in City of Yakima, 2012-
2016
All Households InEEEEmEEEE 63%
........................................
Above Median Income(>100% AMI) 93%
arca..
Moderate Income(80-100%AMI) ILEEEMEEE 83%
Low-Income(50_800/0 AMI) gz:EEEEE.za„aEEEE:
59%
Very Low-Income(30-50% AMI)
Extremely Low-Income (s30% AMI) 13%
...............................
*Severely Cost-Burdened (>50%) -Cost-Burdened(30-50%) Not Cost Burdened Not Calculated
S.:turd>: Hell;CHAS BR66:Ei on AcES Bicoc BEBER.Bicccc), 2012-2C0 F2ERK 2020
Exhibit 4. Household Tenure by Cost-Burden in City of Yakima, 2012-2016
All
53%Ilan
*Severely Cost-Burdened
Households
Mr Cost-Burdened
Renters aill1:11111 49%
Not Cost Burdened
Owners 10% iTht 75% Not Calculated
Scurcos, HUD CHAP Hod On AC 5-yecE; .EREcnotoR1, 2012-20 6; PERK, 2020.
Residents with Special Housing Needs
Several groups may have special housing needs or supportive service needs, such as residents
experiencing homelessness, residents with disabilities, and older residents. Given the city's
proximity to a large seasonal agricultural workforce, farmworkers can also have special housing
needs that differ from the general population.
DRAFT February 2021 7
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City of Yakima Housing Action Plan
Developing the HAP
• Low-wage workers are traveling long distances to jobs in Yakima. Over 7,000
low-wage workers commute more than 50 miles from their home to a workplace in Yakima.
That is nearly a quarter of all low-wage workers in the city. Many of these workers may be
living outside of Yakima due to housing affordability or the inability to find suitable housing in
the city.
• There is considerable need among elderly residents. There are 5,400 elderly
persons living alone in Yakima. About 42% of these residents are cost-burdened and 22% are
severely cost-burdened. In comparison, there are only 926 units with federal subsidies set
aside for elderly and disabled persons.
Housing inventory
• Yakima needs more housing diversity. Over 65% of all housing units in Yakima are
single-family homes. Not all households require or can afford that much space. For example,
about 30°.4, of all households in Yakima are singles living alone, yet only 5% of housing units
in Yakima are studios and only 13% have just one bedroom. Increasing the diversity of
housing options available will increase housing supply and provide more choices for residents
seeking more affordable housing that meets their current needs.
• Countywide there is a shortage of seasonal farmworker housing. There are
approximately 4,600 beds of seasonal farmworker housing provided throughout the county,
despite over 23,700 migratory jobs available in the busiest summer months/ Identifying safe
and high-quality housing for seasonal workers is an important gap to address in Yakima
County.
Policy Review Findings
The Housing Policy Framework Evaluation reviewed and evaluated the current City
Comprehensive Plan Housing Element, as well as other elements, regulatory incentives, and
barriers, to determine the City's progress and success in attaining planned housing types and
units, achievement of goals and policies, and implementation of the schedule of programs and
actions. Overall findings from the review and an evaluation of land capacity, infrastructure needs,
and housing activity are presented below.
Overall Policy Review Findings
The policy framework evaluation found the City of Yakima could improve its policy
implementation in these respects:
This isturhoes may siktihly overestimate the cutout of the gap at that mashers may hssici multiple jobs.
DRAFT February 2021 8
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City of Yakima Housing Action Plan
Developing the HAP
• Identify funding sources to extend utilities to otherwise 'undevelopable' parcels and developed
parcels which at present cannot expand (e.g., an existing lot with a single-family home cannot
add an ADU unless water and sewer is available).
• Explore incentives for projects that construct new senior housing such as: reduced parking
requirements, clustering of units, variety of housing types.
• Consider expansion of the Multi-Family Tax Exemption (METE) into areas outside of the
downtown core.
• Consider revision to parking standards, especially for high density residential and in the
downtown core.
Land Capacity Evaluation
• The City has more than twice the housing capacity needed under current zoning
(an approximate capacity of 14,500 dwelling units versus a need of about 5,500 dwellings).
About 38% of the current capacity is for single-family dwellings, about 16% is for multiplexes
and townhouses, and 46% is for dwellings in multi-family and mixed-use districts. Most of this
capacity is in the western part of the city.
• Most vacant land is zoned R-1 , with relatively less in other zones. Some land is in agricultural
use and planned for future residential or non-residential uses.
Infrastructure Evaluation
• There are about 2,795 vacant acres across the city and about 25% of it is located 200
feet away from sewer infrastructure. More than half of the vacant property that is 200 feet
from sewer infrastructure is in the floodplain. District 5 has the most acres located further from
sewer infrastructure of all districts. Vacant acres within 100 feet or more from sewer
infrastructure represent about 30% of total vacant land, more equally distributed among areas
inside and outside the floodplain.
Housing Activity Evaluation
• The City has demonstrated that it can produce both quantity and diversity in housing.
Based on OEM data, since 2017 Yakima has produced 648 dwellings, or 216 dwellings per
year, a little lower than the need between 2020-2040 at 295 units per year.
• The City is allowing a range of housing types including more affordable missing
middle (plex, townhouse, etc.) ownership and rental housing, and apartments.
DRAFT Februcry 2021 9
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City of Yakima Housing Action Pion
•bjectsves end s
- -
Six objectives were identified for the HAP based on a synthesis of the findings of the technical
analyses and stakeholder and community engagement:
A. Encourage diverse housing development within existing neighborhoods.
B. Create and preserve affordable homes.
C. Create homeownership opportunities for low- and moderate-income households.
D. Support housing options that meet the diverse needs of older adults.
E. Address the needs of those struggling with homelessness.
F. Protect against displacement and poor housing conditions.
Strategies to help meet these objectives and needs are discussed under each objective below.
Encoura e diverse housin deve opment within existin
nei hborhoods.
1 . Mace strategic investments in infrastructure.
Description. The Housing Needs Assessment found there is a housing shortage in Yakima.
Increasing the overall supply of housing is one way to address this housing shortage. A key
strategy to expand housing supply is to support the availability of sufficient land with
infrastructure to respond to demand for more housing units. This includes identifying funding
sources to extend utilities to otherwise `undevelopabler parcels and developed parcels which
at present cannot expand (e.g., an existing lot with a single-family home that cannot add an
ADU unless water and sewer is available).
Strategic selection of infrastructure priorities in the capital facilities element can also help
support the city's housing program as one cost associated with development is the cost of
upgrading existing or developing new infrastructure to serve development.
Gaps Addressed. There are two types of gaps in Yakima: 1) lack of sewer in growing
areas to the north and west and 2) existing developed neighborhoods with poor infrastructure
and little to no amenities. This often included an incomplete street grid system and no curb,
gutter, or sidewalks. Many of these areas are still on septic systems. There are some gaps in
the extent of municipal water and sewer systems in particular that should be addressed to
DRAFT February 2021 10
45
City of Yakima Housing Action Plan
Objectives one] Strate9ies
advance City goals for revitalization in already developed areas as well as future
development areas.
There are about 2,795 vacant acres across the city, about 25% of which is located 200 feet
away from sewer infrastructure. More than half of the vacant property that is 200 feet from
sewer infrastructure is in the floodplain. District 5 has the most acres located further from
sewer infrastructure of all districts. Vacant acres within 100 feet or more from sewer
infrastructure represents about 30% of total vacant land, more equally distributed among
areas inside and outside the floodplain.
Considerations. The policy review found that adding sewer infrastructure, especially in
District 5, can expand land available for development.
State laws allow community revitalization funding to be applied to infrastructure investments.
Cities may also initiate latecomer's agreements and help fund extensions. Latecomer
agreements allow a property owner to request that a municipality contract with them to extend
street or utility improvements; the owner can recoup a portion of their costs to install the new
facilities from others benefiting from the infrastructure extension. A property owner who
benefits from the infrastructure put in by the "first in" developer then contributes their fair share
for connecting to the facility. Latecomer agreements are a way to share the cost of building
infrastructure and can be a helpful tool to spur development in areas where the upfront cost of
infrastructure is a challenge to development. Statutes authorize counties and cities to have a
process to contract with owners of real estate for the construction or improvement of street
projects; counties or cities may also participate in or finance all the costs and become the sole
beneficiary of the reimbursements for streets.
In 2013 and 2015, the Washington State Legislature made changes to latecomers' laws to
require a municipality or district to contract with the owners of real estate upon request to
extend water or sewer service where it is a prerequisite to development. The legislative
changes also allow counties or cities to participate in or to initiate latecomers' agreements for
utilities. Facilities must be consistent with all applicable comprehensive plans and development
regulations (e.g., consistent with comprehensive water system plans, sewer plans,
infrastructure standards and specifications, etc.).
The applicable statutes for counties and cities have similar requirements regarding: 1)
initiation of the improvement by the owner of real estate or by the municipality, provided the
improvement is necessary for development; 2) determination of the beneficiaries in a
reimbursement assessment area; 3) notification of property owners in the reimbursement area
and a process to request a hearing (RCW 35.72 and RCW 35.91 only); 4) recording upon
approval; and 5) reimbursement collection over a 15- 20-year period (roads shorter, utilities
longer).
The City of Yakima has a latecomers agreement ordinance —YMC Ch. 7.67. Regular updates
DRAFT Februcry 2021 11
46
City of Yakima Housing Action Plan
Objectives one] Strate9ies
to this ordinance as well as strategic marketing of these regulations can help support housing
development.
Reca ibrate the Mu ti-Fami y Tax Exemption (METE) program.
Description. The Multifamily Tax Exemption (MFTE) is an incentive program that enables
cities in Washington State to waive a portion of property taxes for housing builders and
developers that are creating multifamily and income-restricted housing in designated areas. 9
The City of Yakima established its METE program, called the Downtown Redevelopment Tax
Incentive Program, in 2006.9 The program applies to the residential target area established in
the City's central business district, approximately centered around the intersection of the BNSF
railroad tracks and Yakima Avenue. Through the downtown redevelopment incentive, Yakima
can grant a property tax exemption for residential or mixed-use development that includes at
least four units of multiple-unit housing. So far, the City has attracted about 51 units under the
program. There are currently 24 units receiving the exemption; 27 units have completed the
tax-exempt period and are now fully taxed.
Gaps Addressed. Yakima needs more housing for small households and more housing for
residents with incomes below 50% AMI. Recent changes in the MFTE program from SHB2950
also allow the program to be used for the conversion or rehabilitation of residential buildings.
Considerations. As a voluntary program, the MFTE is effective only if developers choose to
use it. There are several options the city of Yakima can consider adding variations in the
program to meet the goals of the HAP, including:
• Expand the METE to more areas in the city to encourage denser growth in areas with the
greatest capacity and significant challenges to development feasibility. The program could
also be expanded to areas where more multifamily is desired.
• Use the MFTE to encourage more rental or ownership housing. The MFTE programs
applies differently to buildings with rental units versus ownership units. It provides
incentives for affordable multifamily rental housing where the whole development is
eligible for the tax exemption if at least 20% of the units are affordable to low- and
moderate-income households. To receive the 12-year exemption, buildings that are entirely
owner-occupied must price all of their units affordably for moderate-income households.
• The City could consider other possible conditions to attract desired housing such as senior
affordable housing.
• State law does not limit the type or size of units that may qualify. Accordingto n stud b
See chapter t34.14 RcW
•See chapter 11 ()3 vAttc
DRAFT February 2021 12
47
City of Yakima Housing Action Plan
Objectives one] Strate9ies
JLARC, about 75% of the units created between 2007 and 2018 using the MFTE are
studios or one bedroom. At least four cities have enacted local policies to encourage
larger units:
• Bellevue requires at least 15% of units to have two or more bedrooms.
• Seattle, Bellingham, and Shoreline encourage large units by applying stricter
affordability requirements for smaller units:
• All three require that units with fewer than two bedrooms be affordable at lower
income thresholds. This has the effect of lowering the maximum monthly rental
price for smaller units.
• Seattle also requires that a development that does not have at least four larger
units out of every hundred must include more affordable units overall.
Proforma analyses of sample projects can help estimate the developer's expected return on
investment under different scenarios. This can be helpful to calibrate requirements such as
percentage set-asides and affordability levels to maximize the benefits without discouraging
use of the incentive by developers.
Some additional options to consider for increasing the effectiveness of the program include
advertising the METE program and opportunities on the City website, and layering MFTE with
other incentives for affordable housing, such as density bonus or fee reductions, to magnify
the overall effects.
Although the program can help address Yakima's housing needs, the City may lose potential
future property tax revenues. Additionally, affordable units may be at risk of losing their
affordable status both at the end of the MFTE time period and during its existence if a
developer decides to opt out of the program. Requiring affordability covenants for these units
is one method for preserving affordability.
3. Revise parcing standards, especia y or nigh density residentia anc in the
downtown core,
Description. Yakima currently has minimum parking standards for residential buildings.'°
Current parking standards require about 1 .5 stalls per multifamily unit and 2 per single-family
detached dwelling. Parking facilities add substantial cost in the development new housing,
whether it's surface or structured parking. Reducing parking can be an important way to
increase affordability. Parking needs also vary by location and household type. In areas well
served by transit, parking facilities are less important and should be balanced with aesthetics
See diopter 1 5 06 Y1,101
DRAFT Februcry 2021 13
48
City of Yakima Housing Action Plan
Objectives one] Strate9ies
and the impact on the yield of land.
Gaps Addressed. Yakima needs to create housing units at a rate of 295 units annually
through 2040. Decreasing development costs by revising parking standards could help
encourage and facilitate the development of new housing.
Areas in the city near transit can support and benefit from higher-density multifamily housing.
Revising parking standards has particular potential to increase housing available near transit
where cars are less necessary. Increasing available housing near transit is also especially
helpful when providing housing for older adults and people with disabilities, both of whom
may have limited physical mobility or be unable to drive.
Considerations. There are several elements to consider when revising parking standards.
These could include:
• Relating multifamily parking to the number of bedrooms.
• Counting on-street parking toward parking ratios.
• Adding additional parking tools for alternative compliance, such as contracting with car-
share providers, providing transit passes to residents, shared use parking, and off-site
parking.
• Reducing or eliminating parking requirements in areas such as the historic downtown
where on-street parking serves needs, especially for change of use and redevelopment, to
ensure historic and compact downtown character can be retained.
• Lowering parking requirements in areas with higher transit service as well as in areas
targeted for redevelopment and affordable housing.
• Adopting rules that allow third party sharing/rental of parking spaces to help even out
parking supply and demand.
• Allowing developers to reduce parking stalls if a parking study by a certified
transportation planner or engineer demonstrates minimum impacts to surroundings.
• Updating bike parking requirements concurrently and distinguish between short-term and
long-term bicycle parking.
• Allowing residents of multifamily housing with designated parking stalls to be able to rent
their parking stall if they are carless.
One potential drawback is that reductions in parking requirements could prompt residents to
park their cars on streets, eroding on-street parking opportunities in business districts.
Example Communities
DRAFT Februcry 2021 14
49
City of Yakima Housing Action Plan
Objectives and Strategies
• EllensburgMunici al Code Ch 15.550 — Senior assisted housing requires less off-street
parking than senior housing, single family homes, duplexes, or townhomes. The City also
allows on-street parking adjacent to the site to count towards parking requirements for non-
residential uses, which could benefit mixed-use but not solely residential development.
• Kennewick Municipal Code Ch. 18.36 — Off-street parking requirements for senior or
disabled housing can be reduced if public transportation is directly available, essential
services are within Y2 mile of the site, and a notarized agreement to provide additional off-
street parking if the housing is no longer restricted to senior or disabled persons. Business in
the central business district are also allowed to count adjacent on-street parking towards their
parking requirements.
• Prosser Municipal Code Ch. 18.95 —Allows on-site parking variances for projects applying
for earned increased density by providing affordable housing.
• Bellevue Municipal Code 20.25A.070 and 20.20.128 — Studio and 1-bedroom units
affordable to 80% AMI in Downtown have reduced minimum parking requirements of 0.5
stalls per unit. The percent of compact parking stalls may also be increased for buildings
containing affordable housing (up to 75% in non-Downtown zones and up to 85°71. in
Downtown zones).
4. Update city regu ations to remove barriers to innovative nousing types
and arrangements.
Description. Most housing in the City of Yakima is single-family (65% of all housing
inventory) or multifamily of three or more units (22% of all housing inventory). Supporting
innovative housing types and arrangements will more fully meet the needs and preferences of
Yakima's community members. For example, community engagement revealed that many
Yakima residents seek multigenerational housing opportunities that these types of innovative
housing can facilitate.
There are a wide variety of housing types that help reduce housing costs and fit into a small-
town character. Each is Error! Reference source not found.defined below.
Exhibit 5. Housing Types
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";•;:ler::::::!..!....7.LiTi,..11.:::::141
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Examples of innovative housing types include:
DRAFT February 2021 15
50
City of Yakima Housing Action Plan
Objectives one] Strate9ies
• Tiny homes are small dwelling units on a foundation or on a carriage with wheels with
between 150-400 square feet of habitable floor area. They are affordable compared with
traditional site-built homes. They may be located on their own lot, serve as an accessory
dwelling unit, or be located in a village arrangement in a manufactured home or RV park.
Their small size and cottage like nature make them compatible in single-family areas on
their own lot or as an accessory dwelling unit. They may offer temporary or long-term
housing for seasonal workers in such as in a manufactured home or RV park.
Senate Bill (SB) 5383, passed in May 2019, legally permitted tiny houses as permanent
dwellings in Washington State; as a result, the State Building Council adopted
International Residential Code standards that apply to tiny houses, effective in November
2020. SB 5383 also expanded RCW 58.17.040(5) of the subdivision statute to allow the
creation of tiny house villages such as through a binding site plan and stops cities from
prohibiting tiny houses in manufactured/mobile home parks. House Bill (HE) 1085,
passed in 2018, also allows local jurisdictions to remove minimum unit size limitations on
detached houses.
• Microhomes are small dwellings in a multifamily style. There are iwo types:
Congregate housing "sleeping rooms" are often in the 140-200 square-foot range and
may include private bathrooms and kitchenettes. Shared facilities include kitchens,
gathering areas, and other common amenities for residents.
A small efficiency dwelling unit (SEDU) is a very small studio apartment including a
complete kitchen and bathroom. Typically, the units will be as small as 220 square
feet of total floor space, as compared to 300 square feet for the smallest typical
conventional studio apartments.
Microhomes are more affordable apartment units, and could be located in commercial,
mixed-use, and high-density multifamily zones.
• Modulor homes are structures that are built offsite, then transported to a permanent site.
They differ from manufactured or mobile homes in that modular homes are constructed to
meet the same state, regional, or local building codes as site-built homes, while
manufactured homes adhere to national HUD code standards,' 1
• Co-op housing is a form of shared housing in which a cooperative corporation owns
housing, and residents own stock shares in the corporation and participate in governance of
the cooperative.12 Shared property, usually including a common house, is part of what
defines this type of housing. These spaces allow residents to gather for shared meals,
activities and celebrations as well as the collaborative work required to care for the spaces.
https://www.hud.çcv/prcjrom cfficesihccsmQ/rmrc/mk/fcco.
inivarsity of‘.".1 -,omir; Center for Cettoperativete hop //reic uwcc wisceelv/hcuse/
DRAFT February 2021 16
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City of Yakima Housing Action Plan
Objectives and Strategies
Other related dwelling unit types include cottages — a cluster of small dwelling units, generally
less than 1 ,200 square feet, around a common open space — and zero-lot line development,
which allows a zero or minimal setback normally required within a particular zone thus
promoting efficient use of buildable land. Zero-lot He development is common with
townhouse developments and may also be designed as an attached single-family home.
The City of Yakima has made several changes recently to encourage the above housing types.
Tiny houses on an individual lot are currently treated the same as a regular single-family
home. The City has also updated its definition of multifamily development to include any
residential use where three or more dwellings are on the same lot. This can be 3+ tiny homes,
a duplex and a tiny home, or other combinations. A new manufactured home can be placed
anywhere a single-family home can locate, consistent with state law. However, process and
level of review for these housing types can be improved. For example, to build a tiny home on
a smaller single lot (smaller than the city's current minimum lot size requirement of 6,000 SF)
one has to go through a Planned Development process. Streamlining and simplifying the
review process for smaller housing types can further support encourage these housing types.
Gaps Addressed. Yakima needs to create housing units at a rate of 295 units annually
through 2040. Housing like tiny homes and modular housing is often less expensive to
develop than traditional, single-family homes. These cost savings could help encourage and
facilitate the development of more housing that can also be more attainable for households
with lower incomes. This housing is often also more suitable for small households, for whom
Yakima currently has a shortage of housing options. Cooperative housing can provide a more
affordable opportunity for homeownership than traditional single-family homeownership.
Yakima, like many communities in Washington, also has a shortage of farmworker housing.
Innovative housing types can provide farmworkers with high-quality housing that meets local
codes, but at a lower cost to developers.
Considerations. Additional options to encourage tiny homes include:
• Allowing for different options for tiny house integration, including:
• Tiny house clusters or villages — designed in a manner similar to cottage housing
clusters.
• Density/massing and review process:
• Consider allowing a higher number of units than typical for the zone, due to the small
size of tiny houses. Some density increase is essential because the units are smaller
and usually more expensive to build on a cost/square feet basis. Consider applying a
maximum floor area ratio limit or an across the board allowed density for tiny houses,
for instance one tiny hour per 1 ,200 square foot of lot area.
• Be sensitive to creating an overly burdensome approval process, which can
discourage interest.
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Objectives one] Strate9ies
• Design elements. Provide design standards in a manner similar to cottage housing clusters:
• Consider providing design standards for both common open spaces and semi-private
open spaces for individual cottages.
• Permit construction of a shared community building to provide a space for gathering
and sharing tools.
• Play close attention to how parking can/should be integrated with tiny house clusters.
Example Communities
• Cohousing: Haystack Heights in Spokane is an intergenerational village that is close to
downtown with clustered townhouses and flats to maximize efficiency, interaction, and
green space. Designed to include 39 units spread out among four buildings, the
development includes spaces to share skills and facilities where it makes sense and
respect privacy and independence where it is needed and desired.
5. Wor< wits -aitm-based organizations on -lousing.
Description. Faith-based organizations often have resources such as land and buildings and
a desire to use those resources for the public good in He with their congregation's values.
Gaps Addressed. Housing developed through these partnerships address the needs of
residents with low- and moderate-incomes.
Considerations. HB 1377 works as an incentive to build affordable housing on faith
community owned land. Faith communities who choose to use their land to create homes for
their low- and middle-income neighbors making below 80°4 AMI receive a density bonus for
the development.
A density bonus is a zoning tool that allows a developer to build higher, build more units, or
build units with more floor space than normally permitted in that area. Density bonuses are a
valuable tool in that they allow for more homes created which can makes it easier for
affordable projects to pencil (to work out financially). HB 1377 also stipulates that units must
remain affordable for 50 years.
6. Create cesign standards for mu Warm y and mixed-use deve opment.
Description. Well-crafted design standards help to expand housing choices while minimizing
impacts to adjacent uses and reinforcing the character of the area. They mitigate impacts of
density, building massing/scale, parking and vehicle access areas, and service elements.
Design standards can be used to promote compatible 'All" development in the downtown
core, business districts, and neighborhoods, to incrementally transform automobile-oriented
neighborhoods or corridors into more dynamic pedestrian-friendly communities, and to guide
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City of Yakima Housing Action Plan
Objectives one] Strate9ies
the design of new development sites consistent with the community's vision.
Gaps Addressed. Yakima does not yet have design standards for commercial and
multifamily development. The City does allow "13mixed use buildings" as a class 1 permitted use
in all commercial districts. Design standards on a citywide or targeted basis can help the City
set expectations for quality and affordable design in new development and prioritize
investments in existing neighborhoods lacking infrastructure, recreation, and other features.
Addressing design quality can also increase the acceptance and compatibility of new housing
types supporting housing type variety.
Considerations. Balanced design standards should promote good design without imposing
prohibitively costly standards on new developments. Design standards should focus
on form to ensure housing scale and site design is compatible with surrounding
neighborhoods. Form based standards that should be prioritized include floor-area-ratio,
facade articulation, building massing, height, and bulk, and trees/shade. Integrating
development and design standards as complementary standards can help balance design
with feasibility. Allowing scaling of standards based on the form of the building rather than
the number of units is also a key consideration to avoid discouraging small units on small lots.
Design standards should also include allowances for smaller unit sizes and different
combinations of attached and detached units.
Considerations to develop an effective set of design standards include:
• Using a robust community engagement process can help define the vision and identify
critical community design issues. This information can be valuable to define what types of
developments are acceptable and unacceptable.
• Consider an approach that utilizes clear minimum standards but offers strategic flexibility
with clear guidance in how alternative designs are evaluated. Such an approach offers a
good mix of predictability and flexibility and can be tailored to fit the particular
community. Ultimately if offers a community the opportunity to say no if the design doesn't
meet the intent while offering applicants flexibility to propose alternative designs.
• Craft design standards to offer choices in how to conform with particular design
provisions, whether it's the techniques to articulate a facade or how to add desired design
details to storefronts. Such provisions allow greater flexibility in design and the ability to
better control construction costs.
• Provide plenty of photos and graphics to effectively illustrate the standards. Consider
providing multiple good examples so applicants understand there are several ways to
meet the standard. Likewise, providing bad examples can be very effective tools at
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City of Yakima Housing Action Plan
Objectives and Striate9ies
communicating "what not to do." Such illustrations should clearly communicate the
standard or standards.
• Similar to form-based approach, some factors to consider in developing design standards:
o Pay special attention to the review process and staffing resources and needs.
o Make sure the required design features are economically feasible.
• Consider the standard's usability by staff, applicants, and the community
• Test key elements of the design standards prior to adoption to ensure that development
is feasible from a physical and economic standpoint.
7. Ensure permitting and environmenta review process -las improved -or
lousing serving a income eve s, particu ar y ow-income nouseno ds.
Description. Providing an efficient, predictable, and user-friendly permitting process can
encourage new housing construction by reducing potential confusion or perception of risk
among developers as well as lowering their administrative carrying costs. Many City practices
facilitate permit processing and provide clarity and speed for applicants, such as the free of
charge pre-application meeting, and an on-line permit building permit portal. The City did
extensive work on the permit process in 2019 by simplifying permit levels for housing unit
types, creating an infill exemption under the State Environmental Policy Act (SEPA), and
raising maximum exemption thresholds under SEPA. The City provides monthly and annual
permit summaries to track progress. There are potentially other ways in which the City can
improve the clarity, speed, and consistency of the permit review process, consistent with legal
requirements. 4
Gaps Addressed. Improved permitting and review add clarity and certainty to the
development process. This can translate to higher interest in development in Yakima and
improvements in affordability.
Considerations. Jurisdictions may need added staff or consultant resources to accomplish
expedited permitting. Adaptive management through permit procedure audits or studies and
refinements can help ensure that permitting improvements are continuous.
8. Engage witi oca emp oyers on lousing -or tie worcorce.
Description. While employer-provided housing is not the norm in most industries
(agricultural work being the notable exception in the Yakima area), employers have an
interest in ensuring that there is adequate affordable housing in reasonable proximity to work
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City of Yakima Housing Action Plan
Objectives and Strategies
sites. Engagement with employers can encompass a variety of tactics, including consultation
on zoning changes, housing incentive programs, and more.
Gaps Addressed. Engagement with local employers can help to facilitate the production of
new housing units, addressing the overall shortage of housing units. Certain programs, such
as linkage fees, can help to address more specific housing needs, such as the need for more
affordable housing units.
Considerations. Ongoing dialogue with existing major employers can be an effective tool.
Prior to implementing new policies or fees related to commercial development, the City could
engage with the business community and employers to understand Yakima's advantages and
disadvantages as a development site. Partnering with employers on housing issues can
sometimes present a "chicken-and-egg" problem, as many employers will want to see
evidence of sufficient housing for their workforce in a city prior to locating additional jobs in
the area. At the same time, municipalities hope that employers adding jobs will bring more
resources to the region, enabling more public investment in housing.
9. Partner wih oco housing providers.
Description. Local governments can
coordinate with local housing groups and Case Study: Veterans Supportive
non-profit developers to pursue common Housing and Service Center
goals and to identify ways to work An old U.S. Marine Corps Armory in Yakima is
together. This could include identifying being turned into o veteran housing and service
property, creating incentives, developing center by the Yakima Housing Authority (YHAi. The
adoptive reuse protect, which is currently under
housing assistance programs, supporting
construction, inciudes new construction of 5
grant applications, code enforcement, apartment buildings For 41 supportive housing units
property owner assistance, and other serving homeless veterans. The lurid and existing
programs that help to increase buildings were conveyed from the U.S. Deportment
affordability and reduce homelessness. ot Health and Human Services to the Yakima
Housing Authority. Veterans will not need to pay
Gaps Addressed. This strategy can more than 30% of their income For rent. The project
help to increase housing supply, support includes on-site services, such as primary core,
affordable homeownership, and support dental, job resources, and case managers. The
project was Funded through grants, donations, the
middle-income rental housing, senior
store budget, and the City of Yakima.
housing, and very-low income housing.
Considerations. This strategy works
best when the City reaches out broadly to identify local organizations, resources, and housing
needs of groups including people with disabilities, older adults, or people who are homeless.
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Objectives one] Stircite9ies
S. Create and preserve affordable homes.
1 . Consider -ee waivers or ceferra s -or a -fordab e lousing.
Description. Fee waivers or deferrals reduce the up-front cost of construction for residential
development. Utility connection fees and project review fees can bring high costs for
residential properties. Waiving or deferring some fees for income-restricted units can be an
incentive to encourage the development of income-restricted affordable units.
Gaps Addressed. By waiving or deferring fees, the City can support affordable
homeownership, middle-income rental housing, older adult housing, and very-low income
housing in Yakima.
Considerations. This incentive is most effective when combined with a larger incentive
package for affordable housing.
Example Communities
• Port Townsend allows for deferral of system development charges, building fees, and
utility connection charges to serve single-family or multifamily residences for low-income
households. If there are mixed income proposals, the deferral is in proportion to the
proportion of units that are proposed to be affordable. Up to four single family dwelling
units per applicant per year are eligible or up to $10,000 for multi-family developments.
The deferral is subject to an agreement specifying the waiver/repayment period, criteria
for waiver, reporting requirements, and a lien.
• Fu ollu allows for a reduction in sewer system development charges (SDCs) if a senior or
low-income housing project demonstrates lower average water consumption.
• Bellingham allows a partial exemption of not more than 80% of the water and sewer
system development charge to a low-income housing development using the following
criteria: "based on the public benefit of the specific project, the extent to which the
applicant has sought other funding sources, the financial hardship to the project of paying
the system development charge, the impacts of the project on public facilities and services,
and the consistency of the project with adopted city plans and policies relating to low-
income housing."
• Fierce County, Woshington. Regulatory incentives for affordable housing at 80% or less of
the Pierce County median household income include: expedited permit processing
(building permits, subdivisions, road and design review), fee waivers, bonus units, and
alternative open space and parking standards. The County assumes shared equity when
units increase in value, which is recaptured at time of sale to fund price reductions for
additional units.
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City of Yakima Housing Action Plan
Objectives and 5trate9ies
2. Deve op surp us/ under-uti ized city property -or a--ordab e lousing.
Description. The policy review found that the City of Yakima owns some under-utilized lands
that could be suitable for housing development. These public lands could be donated or
leased to affordable housing developers to reduce development costs and to make projects
more financially feasible. Under RCW 39.33.015, the City could also discount or gift land
that it owns for "public benefit," defined as affordable housing up to 80% AMI. The City of
YakimaIgmc .MuniciaICcdeChateL79 addresses the use of surplus property for affordable
housing and establishes a transparent process to dispose of properties for affordable housing
when properties are considered surplus to the city's needs.
Gaps Addressed. By making more land available for affordable housing, including
different types of housing, this strategy would help increase the housing supply in Yakima. The
new affordable housing units could also serve older adults or very-low income populations. By
relieving the cost burden and creating a greater diversity of housing, this strategy could
support affordable homeownership.
Considerations. This strategy is best suited for communities that may own surplus land. The
City of Yakima has a few properties that could be considered. See Appendix D for an
inventory of current city owned catalyst sites.
Example Communities
• As part of New York City's 10-year plan the City transferred land or buildings to
developers at little or no cost and provided capital subsidies in the form of below-market
interest rate loans. Research shows that this effort not only provided about 200,000
homes, but it also aided in revitalizing neighborhoods affected by abandonment and
arson. A Brookings study found this intervention offered other cities some valuable lessons:
"First, with control of land, the city was able to lock in affordability when markets later
recovered. Second, the struggles the city faced in managing this large stock underscores
the importance of quickly transferring ownership to capable and responsible nonprofit and
for-profit owners. Third, while the scale of this program cannot be replicated, there was
value in creating off-the-shelf programs that multiple developers could use. Fourth, the city
aimed at revitalizing neighborhoods, and as such, clustered its property transfers on
particular blocks, aiming to create housing that could serve a mix of low-, moderate-, and
in some cases, middle-income households."
3. Consider a evy or so es tax -or corcab e lousing.
Description. The City could provide direct project funding through local taxes, fees, and
levies to encourage production of income-restricted affordable housing. A local housing fax
levy is authorized through RCW 84.52.105 and allows up to $0.50 per $1 ,000 of property
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City of Yakima Housing Action Plan
Objectives one] Strate9ies
tax to be allocated toward affordable housing serving very-low income households if
approved by the majority of voters in the taxing district.
RCW B7.14.540, introduced as Substitute HB 1406 in 2019, authorizes counties or cities to
redirect up to 0.0146°,4> of the sales tax currently's collected by the state to fund affordable
housing programs serving households with income below 60% of the county AMP and within
specific categories, including: individuals with mental illness, veterans, senior citizens, homeless
families with children, unaccompanied homeless youth, persons with disabilities, or domestic
violence victims. Counties or cities which participate are not imposing a new or additional tax
on consumers but redirecting funds from existing tax revenues toward affordable housing
initiatives. This increase must be approved by a ballot measure with simple majority.
At least 60% of the revenue must be used for constructing affordable housing, constructing
mental and behavioral health-related facilities, or funding the operations and maintenance
costs of new units of affordable housing and facilities where housing-related programs are
provided. The remaining funds must be used for the operation, delivery, or evaluation of
mental and behavioral health treatment programs and services or housing-related services
(RCW 62.14.530). The funds can also be used for rental assistance to tenants for cities with a
population at or under 100,000.'6
A housing trust fund is a specific fund that receives ongoing dedicated funding to support
housing affordability.
Gaps Addressed. This addresses the lack of affordable housing and also supports
affordable homeownership, middle-income rental housing, senior housing, and very-low
income housing.
Considerations. This strategy is most effective in communities with a shortage of very-low
income-restricted affordable housing where the community would support such a tax, fee, or
ballot measure. Coordinate city funding with other known funding sources can maximize
impact. Working with community groups to develop information about ballot initiatives and to
demonstrate the connection to the types of housing needs in the community is an important
element of success. For a housing trust fund, leveraging additional funding from state or
national programs can maximize the benefits of the dollars raised.
Example Communities
• Ellensburg Resolution No. 2017-23. In 2017, voters in Ellensburg approved a 0.1 % sales
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City of Yakima Housing Action Plan
Objectives cud Strate9ies
tax to support affordable housing projects. The Fax passed with 61% in favor and is
estimated to bring in $450,000 to $500,000 a year. The City has implemented an
Affordable Housing Commission to administer the revenues generated by the sales tax for
housing and related services. On November 13, 2019, the Affordable Housing
Commission recommended two affordable housing development proposals be provided
City assistance through affordable housing sales tax funds and City-owned surplus
property. The Breezy Meadows project proposal at Bender and Water Street, and
Addison Place on South Pearl Street will be forwarded to City Council for their approval.
• Leavenworth Resolution 13-2019 and Ordinance 1608. In March 2020, Leavenworth City
Council adopted Ordinance 1608 authorizing the sales tax revenue and funding provisions
for HB 1406. Money collected from the Fax will be used for affordable and supportive
housing and rental assistance (cities of less than 100,000 can use some of the funds for
rental assistance). The City estimates the tax will bring in about $16,000 per year.'7
C . Create homeownership opportunities for low- and
moderate-income househo ds.
1 . Continue to support ecucation programs on riomeownership.
Description. Many residents have needs for housing support programs that extend beyond
mere production of units. First-time homeowners, especially those who are new to the country,
or face barriers like poor credit, face several barriers to own homes. Homeowner education
helps residents prepare for the process of purchasing a home and the challenges of being a
new homeowner. The City of Yakima's Office of Neighborhood Development Services
(ONDS) currently works with Habitat for Humanity to educate through "certified" first time
homebuyer classes, counsel credit, and assist to secure financial assistance. Continued
support for this program is necessary.
Gaps Addressed. Promoting programs and organizations that can help first-time
homebuyers will address barriers to homeownership. Research indicates that low- and
moderate-income homebuyers might stand to benefit most from these programs.
Considerations. Community members benefit most from homeownership education and
counseling when the available support is customized to their needs, easily accessible, and
offered early in the process. Many first-time homeowners can face unexpected costs, struggle
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City of Yakima Housing Action Plan
Objectives ond Strate9ies
to maintain payments, and encounter foreclosure rescue scams. Education and counsel should
address these issues. Community input also indicated the need for counsel to be offered in
culturally competent ways.
Example Resources/Programs
• The NeighborWorks Center for Homeownership Education and Counseling (NCHEC) Training
and Certification program offers practitioners certification to demonstrate advanced level
knowledge and professional competency. Certification requirements include a level of training
and examination, adoption of the National Industry Standards for Homeownership Education
and Counseling, adoption of the National Code of Ethics and Conduct, and continuing
education. Training towards NCHEC certification can be obtained through NeighborWorks
Training Institutes (NTIs) and regional place-based training (PBTs).
2. Exp ore "Rig it to Return" po icies -or promoting home ownership wiere
tiere las been disc acement as a resu t or new deve ooment.
Description. A "Right to Return" policy helps to reverse effects of past physical displacement
by providing down payment assistance for first time homeowners who can prove that they
have been victims of displacement. These policies can prioritize cases of displacement by
direct government action.
Gaps Addressed. This strategy addresses homeownership gaps.
Considerations. Right to Return policies work by giving highest preference for housing
support to those who can show that they were forced to move in the wave of displacement
that occurred to make way for new development, including recently constructed streets or
other development. These policies can also be designed to give preference to current or
formerly displaced residents preference for income-restricted housing.
Example Communities
• Portland's "Right to Return" policy allows tenants, mainly minorities, to move back to
communities that they were displaced from. An important aspect of the "Right to Return"
initiative is the "preference policy." The Preference Policy is an effort to address the
harmful impacts of urban renewal by giving priority placement to applicants who were
displaced, are at risk of displacement, or who are descendants of households that were
displaced due to urban renewal in North and Northeast Portland. The Portland Housing
Bureau (PHB) funds the development of affordable rental housing, homeownership
opportunities, and down payment assistance for first-time homebuyers. When any of these
opportunities become available in North and Northeast Portland, PHB will open the
waitlist for those interested in the housing opportunity. Priority status is given to households
who owned property that was taken by Portland City government through eminent
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City of Yakima Housing Action Plan
Objectives one] Strute9ies
domain. Eminent domain is the right of a government agency to take private property for
public use and relocates and/or compensates the owner of the property. Examples of
eminent domain action include the construction of Memorial Coliseum and the expansion
of Emanuel Hospital.
la Austin has also indicated its intent to develop a Right to Return and Right to Stay Program
for East Austin.
3. Expand anc update down payment assistance 'Programs.
Description. Because saving enough money for a down payment can take many years, and
economic displacement pressures push households to relocate long before they save enough
for a down payment, down payment assistance programs offer no-interest or low-interest
capital for qualified buyers. Many programs support first-time home buyers and can be
accompanied with home ownership education courses to support financial preparedness for
first time homeowners.
Gaps Addressed. This strategy helps to support home ownership in the community by
helping renters who want to invest long term in their neighborhood to purchase their first
home.
Considerations. The City of Yakima had a "down payment assistance program" that was
cancelled due to widespread fraudulent practices by some local lending institutions, realtors,
and others. Identifying a roster of community-based organizations who can work with the
community to apply eligibility and property selection criteria is one way to improve the
program implementation.
4. Encourage rent-to-own opportunities and sweat equity programs.
Description. Traditional rent-to-own opportunities are a contractual agreement between a
landlord-seller and a renter-buyer that grants the renter either the option or the obligation to
purchase the rental home for a pre-determined price prior to the expiration of the lease term.
In some cases, the terms of the agreement include a rent credit, in which the tenant pays
higher-than-market-rate rent, but the landlord reserves a portion of the rent for the tenant's
future down payment.
Traditional rent-to-own contracts tend to be financially risky for renters, as they can include
upfront fees, higher rents, and an obligation for the tenant to pay for repairs and upgrades;
all with the possibility that the deal can be terminated and additional costs forfeited if the
tenant misses a rent payment, is evicted, or violates the agreement in any other way.
However, in the wake of the Great Recession, some municipalities have created publicly
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City of Yakima Housing Action Plan
Objectives one] Strate9ies
backed rent-to-own programs for foreclosed properties. One such program is Milwaukee's
Turnkey Renovation pregroms In cases where a nonprofit or public agency takes on the role of
landlord-owner, such programs provide a unique opportunity for renters to build credit and
make steps towards homeownership without leaving their community.
Program rules vary but the overall concept of sweat equity is to build new affordable homes or
renovate distressed ones with the help of the people who will live there. The hours the buyers
volunteer help save on labor costs and can be calculated to function as a down payment on
the property. The buyers must also qualify for the mortgage. Habitat for Humanity and the
USDA Mutual and Self-Help Housing Program are two examples. The USDA program
provides grants to nonprofit organizations to help them supervise groups of low-income
families to work on each other's homes. Four to twelve families often work together on each
other's home and receive a direct loan and reduced mortgage payment with low interest rates
from the USDA.
Gaps Addressed. Publicly backed rent-to-own programs can help create more affordable
homeownership opportunities and bring these opportunities to more households that have
been traditionally excluded from homeownership, including BIPOC households. Similarly,
sweat equity programs are designed for lower-income households and provide opportunities
for those who otherwise might face challenges to afford to own a home.
Considerations. Publicly backed rent-to-own programs have higher rates of success (are
more likely to result in the renter eventually owning the home) and provide significantly more
protections for renters than do traditional rent-to-own contract arrangements. Due to the limited
amount of HOME Investment funds that the City of Yakima receives, combined with the limited
number of qualified ONDS personnel, compared to the much larger entitlement amounts
rewarded to the larger entitlements, the City has limited resources to directly build homes.
City efforts since 2013 have concentrated on supporting its housing partners with gap
financing on multi-family units for households with low to moderate incomes. The City currently
partners with the Yakima Housing Authority and Habitat for Humanity who build homes.
. Support housin options that meet the diverse needs of
older adults.
1 . ncentivize senior lousing.
Description. Cities have several tools at their disposable to incentivize the production of
new housing for older adults by private developers and builders. These include the
authorization to waive or reduce impact fees for senior housing, the ability to offer density
bonuses for buildings with units reserved for older adults, revising ADU standards, allowing a
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City of Yakima Housing Action Plan
Objectives one] Strate9ies
greater variety of housing types in existing zones (e.g., cottages, duplexes, etc.), offering
property owners tax exemptions when constructing multi-family housing (MFTE), and more.
Gaps Addressed. The strategies highlighted here all address the need for additional
housing that meets the needs of older adults, particularly as a segment of the population ages
over the next 10 years.
Considerations. In implementing any new policies, decision-makers should consider the
ability of the policy both to incentivize the production of housing that meets the affordability
needs of older adults, but also the social needs (e.g., proximity to family) and housing design
and layout needs (e.g., mobility considerations).
2. Expand need-based renabi itation assistance.
Description. Rehabilitation projects for existing housing supports community longevity.
Need-based rehabilitation assistance helps low-income residents, people with disabilities, and
older adults to make needed home repairs and safety upgrades by offering favorable
financing terms or time-limited tax abatements to qualified homeowners. The City currently has
two programs that address need-based rehabilitation. Continued support and expansion of
this program is necessary to meet the community's housings needs.
• The City offers a Senior/Disabled emergency rehabilitation program to fix life and safety
issues that would otherwise displace these elderly and frail homeowners into care facilities
or risk homelessness. the City of Yakima Office of Neighborhood development Services
assists approximately 100 Senior/Disabled low to moderate income Homeowner units a
year with CDBG Single Family Rehabilitation program.
• The City's Senior/Disabled Home repair program was established over 20 years ago. The
average grant awarded is approximately $5000 per home over a lifetime. In 2019, 74
homes were served.
Gaps Addressed. This strategy helps to support home ownership in the community.
Rehabilitation projects that address weatherization and energy efficiency improvements can
improve long-term affordability for homeowners by reducing monthly energy costs.
Considerations. Affordable housing funds can directly provide loans or be used to partner
with non-profit organizations specializing in rehabilitation assistance. RCW 84.37 and RCW
84.38 provide for property tax deferral for homeowners with limited incomes. Awareness of
these programs is also an important component of success. Local housing websites should
provide information on state and local programs for home repair assistance and help with
energy bills to increase awareness and expand the reach of existing programs.
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City of Yakima Housing Action Plan
Objectives one] Strate9ies
3. Support aging in p ace services.
Description. Aging in place refers to the ability of individuals to remain in their home as they
age. Older adults often have different physical, social, and affordability needs than younger
adults, so supportive services are often necessary to allow older adults to remain in their home.
Examples of services that support aging in place include meal delivery programs, home aides,
shuttle services, social events through community centers, mobility modifications to homes (such
as installing ramps), and senior property tax exemptions (available statewide in Washington).
The City of Yakima's Office of Neighborhood Development Services (ONDS) supports aging in
place through services that connect older residents with existing services and by providing
additional services for older residents. Continued support of this program is necessary. The City
can also consider refinements to the program such as:
• Connecting older adults to affordable and trustworthy contractors for home maintenance
and modification assistance
• Grants that target older renters for assistance. Older renters living in market-rate
apartments are often responsible for making any accessibility improvements they need.
They may face the additional expense of restoring units to their original condition when
they move out.
Gaps Addressed. Providing aging in place services can help Yakima to meet the need for
additional housing units for older adults in the years ahead by allowing some older adults to
remain in their current homes for longer.
Considerations. Aging in place will not meet the need of all older adults, so any plan to
support the housing needs of older adults must consider a range of housing types, including
congregate housing, multi-generational housing, and ADUs. It is also important to leverage
the experiences of existing service providers to maximize the efficacy of any new aging in
place service programs. Engage with older adults in the community to fully understand the
needs and preferences of this community.
ncentivize bac<yard cottages and cottage -lousing.
Description. Cottage housing refers to a cluster of small dwelling units, typically less than
1 ,200 square feet, around a common open space. This arrangement offers a development
approach that is appropriate and compatible with low-density residential neighborhoods, and
their smaller size makes them more affordable than a typical single-family residence. Similar
to cottage housing, backyard cottages or accessory dwelling units (both attached and
detached) provide housing alternatives that increase the capacity of residential
neighborhoods. The City has put in place several modifications in 2020 to expand the zones
in which these homes are allowed and simplified the overall process. Creating pre-approved
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ADU plans is a potential way to further incentivize these smaller housing types.
Gaps Addressed. Providing cottage housing and backyard cottages helps to diversify the
housing stock, increasing housing supply for individuals and families with different needs.
Backyard cottages or accessory dwelling units can also be a helpful option for multi-
generational families. These units may serve as rentals providing additional income for
homeowners or as main unit extensions that offer privacy for older or extended family
members. They offer affordable options to renters and can assist homeowners in need of
additional income to avoid displacement. Increasing the diversity of the housing stock also
supports affordable homeownership.
Considerations. Some density increases may be needed for cottage housing in single-
family areas since these units are smaller and can be more expensive to build on a cost-per-
square-foot basis. The typical density increase is two cottages per one traditional single-family
home. Applying design standards and a maximum floor area ratio limit can ensure these units
fit well into the applicable single-family contexts, It is important that the approval process for
the units is not overly burdensome.
5. ncentivize universa design in -lousing deve opment.
Description. Universal design creates an environment accessible by all people regardless of
their age, size, ability or disability. Universal design features include the layout and design of
the home as well as specific features within homes. Typical layouts that accommodate
universal design include locating a bathroom and bedroom on the first floor and others.
Specific features include handrails or grab bars in the bathroom, doorways sized to fit
wheelchairs, a wheelchair-accessible kitchen, and a step-free entryway into the home.
Gaps Addressed. Demand for universal design is expected to grow as the community
ages. See Strategy D.3 above for additional aging in place options.
Considerations. Universal design works best when it is integrated with design standards
and any incentive programs.
E. Accress tie needs of those stru ing with home essness.
1 . Add more permanent supportive housing.
Description. Permanent supportive housing programs provide households with a permanent,
subsidized housing unit (typically residents are obligated to pay 30% of any income towards
rent), along with supportive services, such as health care, mental health treatment, and
substance use disorder counseling. Permanent supportive housing is more expensive than
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other homelessness interventions but has been shown to be highly effective in reducing
homelessness and use of crisis services (such as shelters, hospitals, and jails) among the
highest-need households experiencing homelessness. Because of the associated reduction in
use of crisis services, permanent supportive housing has been shown to be cost-effective.
Gaps Addressed. Permanent supportive housing can bring together housing with
supportive services that build independent living and tenancy skills and address the issue of
chronic homelessness. It is also a cost-effective solution which has been shown to lower public
costs associated with the use of crisis services.
Considerations. Communities are almost never able to provide permanent supportive
housing for all households that need it; need outstrips supply, and many individuals who need
permanent supportive housing will not receive the service. Coordination is also key to success.
The City should coordinate with the local lead agency for homelessness services to ensure that
any plans for permanent supportive housing are consistent with the countywide plan for
homelessness services.
Example Programs
• Yokimci Neighborhood Health Services offers permanent, supportive housing though a
program called Master Lease. The program is based on relationships local landlords who
lease with the program to house those experiencing homelessness. Once housed, clients
receive regular case management from trained staff who help them make the right
decisions to continue the path to self-sufficiency. Through the recently completed Rhonda
D. Hauff Resource Center, Yakima Neighborhood Health Services also offers temporary
housing for up to 37 people and provides case managers who connect residents to
services such as health, long-term housing and jobs.
Wor< with -aitn-basec organizations on temporary -lousing and
permanent supportive lousing.
Description. Faith-based organizations often have resources such as land and buildings and
have a desire to use those resources for the public good in line with their congregation's
values. A number of faith-based organizations in Yakima operate affordable housing projects
and housing programs for individuals and families experiencing homelessness. By partnering
with faith-based organizations, the City can draw on the valuable experience these
organizations have in providing services to individuals and families experiencing
homelessness.
Gaps Addressed. By partnering with faith-based organizations, the City can help to
address the needs for temporary and permanent housing for individuals and families
experiencing homelessness. See Strategy A.5 above for additional information about
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partnering with faith-based organizations.
Considerations. Faith-based organizations have a unique set of strengths and resources
that are important to partner with to provide services to those experiencing homelessness.
Several policy provisions are uniquely available to faith-based organizations to provide
shelter. For example, HB 1377 grants faith communities a density bonus for developing
homes for households with incomes below 80% of AMI on their land. While these
partnerships are important, it is important to consider how the City will approach any policy
differences with faith-based organizations. For example, in 2018, the City of Seattle corns
under fire for contracting for shelter services with a faith-based organization that had a policy
of not hiring LGBTQ staff. The City's hiring policies prohibited it from contracting with
organizations that discriminate on the basis of sexual orientation in hiring.
To maximize success, the City should broadly reach out to identify local organizations,
resources, and existing temporary and permanent housing programs. It should also fully
explore any potential policy conflicts with faith-based organizations before entering into
contracts.
3. Co aborate with non-profits to bui d transition° housing.
Description. Transitional housing includes apartments or congregate housing where there is
a limit on how long a household can stay, typically 24 months. Allowing transitional housing
in more areas can increase the supply of transitional housing so that it meets the scale of
need.
Gaps Addressed. Transitional housing can help to address the need for immediate shelter
for households experiencing homelessness.
Considerations. Transitional housing projects can sometimes be controversial among
neighbors, and thus difficult to site. Coordination is also key to success. The City should
coordinate with the local lead agency for homelessness services to ensure that any plans for
transitional housing are consistent with the countywide plan for homelessness services.
4. Ma<e it easier to Jul d lousing serving mu tio e popu ations.
Description. Housing providers often build housing that serves multiple populations to
increase financial stability and local support for the development. For example, a housing
development may include units for agricultural workers, people with disabilities, large families
and people experiencing homelessness. Regulatory barriers should be reviewed to ensure
they align with these practices and do not unintentionally add time and cost to the
development process. The key barrier identified by stakeholders is when a use is defined as a
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"Mission" 18when services are open to the public at large. Uses that are defined as "Mission"
uses are only allowed in General Commercial (GC), Central Business District (CBD) and the
Light Industrial zones (M1 ).
Gaps Addressed. This strategy can help to increase housing supply, increase affordable
housing options, and support the needs of vulnerable populations such as farmworkers,
people with disabilities, and people experiencing homelessness.
Considerations.
5. Coordinate tie usage o- seasona -armworcer lousing as severetweatier
she ters.
Description. Yakima County is home to more than 20,600 year-round agricultural jobs with
more than 23,700 migratory jobs available during peak months. There are 4,637 beds
available for seasonal workers in Yakima County. These beds house temporary farmworkers
during peak times of agricultural production. As such, they are primarily used in the spring,
summer, and autumn with comparatively little demand for these beds in winter months. By
coordinating with operators of these facilities, public agencies and/or nonprofits could
potentially secure additional winter shelter beds for individuals and families experiencing
homelessness. Some housing providers have already started to use vacant seasonal
-misHion” lbtbdos ct owned or oper.ofed by a pabtic agencir or: norndralif corporation, providing a
variety el services for the disadvantaged typically including :but not limited la temporary housing for the horrielece
dining liabilities, health and counseling activities; whether or nal of a spiritual nature, with such services being generally
provided to the public at large,
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farmworker housing for other purposes
Case Study: Yakima Housing Authority Creative
during the winter. Use of Farmworker Housing to Help Residents
Experiencing Homelessness
Gaps Addressed. This strategy has
the potential to provide additional During the winter of 2016-2017, Yakima Housing
Authority YHA initiated a creative use of the Cosecha
shelter beds for individuals and
Court apartment complex, located in the city of Granger,
families experiencing homelessness in
to meet the needs of both seasonal workers and
winter, when the need is greater due to residents at risk of homelessness, Cosecha Court was
severe weather. funded primarily through the U.S. Department of
Agriculture [USDA) Section 514/516 Farm Labor
Considerations. The majority of Housing Loan and Grant program, with smaller amounts
publicly funded seasonal farmworker from the Washington State Housing Trust Fund and the
beds located in Yakima County are HUD Community Development block Grant Housing
located outside the city of Yakima, so Enhancement program.
such a program would likely require Given the limitations of the funding that limits occupancy
to agricultural workers, the Yakima Housing Authority
regional coordination. Farmworker
housing facilities that receive public initially had been forced to close Cosecha Court when
(state or federal) funds for construction the agricultural season ended. The facility was not used
during three of the coldest months of the year even as
or operations may be restricted in who the community struggled with a severe shortage of
they can serve. Advocacy with the housing and acute homelessness,
legislature to remove these YHA worked with the USDA and state agencies to get
requirements will be needed. For permission to use Cosecha Court as temporary housing
example, the Department of Revenue's for residents experiencing homelessness, a purpose
(DOR) policy is that any use other than outside its funded mandate. Working with two local
farmworker housing during the winter service providers, Yakima Neighborhood Health
Services and the Nor hwest Community Action Center,
in the first five years would make a
the housing development was able to address, in the
properly ineligible for the sales tax short term, homeless residents' need for stable housing.
exemption provided for farmworker In total, the program sheltered 89 individuals, including
housing. 49 children, for 1,914 bed nights. The program has
other benefits, such as relieving the burden on local
churches, which typically provide temporary housing for
residents experiencing homelessness.
Source:
htt s: www.huduser. ov anal cosestudies stud -
052819.html
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F. Protect a ainst disp acement and poor housin
conditions.
Acopt he nternationa Property Maintenance Code ( PMC).
Description. The International Property Maintenance Code (IPMC) is a model code for
regulation of minimum maintenance standards for residential and commercial properties.
Adopting the IPMC would set minimum maintenance standards for property owners, bringing
Yakima's standards in line with many other cities and protecting renters from substandard
housing conditions.
Gaps Addressed. Adopting a model code would ensure that the City's standards address
the most common and significant properly maintenance issues, providing renters with
protection against substandard housing conditions.
Considerations. The IPMC is a model code and may not address maintenance issues that
are specific to Yakima. While maintenance regulations do protect renters from substandard
housing conditions, they also increase operation costs for landlords, which are passed on to
tenants in the form of higher rents.
The City could consider modifying or adding to the IPMC with maintenance standards that are
specific to the conditions in Yakima. Ongoing dialogue is needed with property owners and
landlords to understand how additional maintenance regulations will affect their operations
and with renters to understand the current gaps and shortcomings in maintenance of rental
properties.
2. Expand and orc and tenant assistance,
Description. In areas where housing affordability is a growing issue, housing agencies have
coordinated efforts to provide comprehensive Landlord and Tenant Assistance through policy
and programming. Programming assistance comes in many forms, including tenant rights
education, trainings for landlords and renters alike to understand local rental policies, etc.
Other actions to provide assistance include offering low interest loans for code compliance
and to create an ombudsman to liaise with tenants and landlords.
The City of Yakima currently offers Tenant/Landlord Counseling through the Office of
Neighborhood Development Services program to assist tenants and landlords with disputes
and advice on reaching agreements or seeking legal support. The Dispute Resolution Center
of Yakima and Kittitas Counties is also a local resource. Continued support for the Office of
Neighborhood Development Services program is necessary.
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Gaps Addressed. Expanded assistance for landlords and tenants can increase their
awareness and familiarity. It addresses the lack of oversight of rental housing and can
maintain the quality of rental housing.
Considerations. Using an ombudsman as a single point of contact can work well as a
trusted single point of assistance.
Example Communities
• The City of Tukwilo requires that all rental units be licensed and inspected; owners of
residential property should obtain a Rental Business License annually. The City provides
access to renter rights information on the Rental Housing Program webpage. Examples
include a 'Renter's Tips Sheet,' redirection to the 'Tenants Union of Washington State'
webpage, and 'Know You Rights' information. The City of Tukwila's Code Enforcement
Team works with property owners to ensure compliance with Municipal Code related to
private property.
• The Portland Housing Bureau, Renter Services Office (RSO) operates a helpline and
provides technical assistance and information, especially related to the City's Mandatory
Renter Relocation Assistance program. The RSO is a resource for both landlords and
tenants. The City has adopted the Fair Access in Renting (FAIR) ordinance as of March 1 ,
2020; RSO offers free trainings to renters and landlords to learn more about the
ordinance. Rental property owners are required to register their units annually through the
Residential Rental Registration Program and Schedule R.
3. ncentivize and ords to improve tie qua ity and maintenance 0- nousing.
Description. While maintenance regulations discourage landlords from offering substandard
housing, incentives can reward landlords that provide high-quality, well-maintained rental
properties. Examples include providing landlords who meet the criteria with access to
technical support, access to forums with city officials, fast-tracking of permits, reduced fees for
municipal services, free or reduced cost equipment, free advertising of available rentals, and
discounts at local merchants/contractors. Incentives that reward landlord who rent to lower-
income residents or voucher holders have also been found to increase housing choice. The
City could reduce permit fees for repairs or improvements and support programs that provide
funding to cover security deposits and cost of damages and interest free loans for
rehabilitation efforts.
Gaps Addressed. Incentives for landlords to improve rental housing helps ensure that
renter households have access to safe and decent housing, while also supporting landlords in
maintaining a high-quality rental housing stock. Weatherization incentives can ensure that the
costs of outdated or inefficient utilities do not fall on renters.
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Considerations. Consider how the City can leverage existing resources and systems to
provide incentives that are low-cost to the City. Successful incentives are based on dialogue
with property owners, landlords, and renters. This dialogue will help the City understand
current gaps and shortcomings in maintenance of rental properties and how incentives could
best help to maintain high-quality rental housing.
Example Communities
• Through its low-income weatherization program Pacific Power partners with local agencies
to provide free weatherization services to income-qualifying homeowners and renters
living in single-family homes, mobile homes or apartments. Based on the home's needs, a
variety of measures can be installed, including insulation, energy-efficient showerheads,
LED light bulbs and more. All of these measures are designed to lower electric bills while
keeping homes comfortable.
• The Colorado Landlord Incentive Program/Landlords Opening Doors program offers
participating landlords' reimbursement for short-term vacancies and minor unit repairs
when they rent units to a low-income renter with a housing voucher. In order to be eligible,
a landlord must participate in the Landlord Recruitment Campaign. The threshold for
repairs is up to $300 and not more than $1 ,000. Brother Redevelopment, Inc. in
collaboration with Metro Denver Homeless Initiative and Colorado Housing Connects
leads the effort.
4. Acdress mob e -lame parcs hat are ci apidated.
Description. Mobile homes are often an affordable option for renters and homeowners.
There are various types of mobile home parks, which may be owned by a single entity/owner
or community owned through a Resident Owned Communities (ROC) designation. Mobile
home parks that are disinvested and lack proper infrastructure are often at risk of being
acquired and displacing residents of these communities. Addressing much needed repairs and
upgrades through a variety of mechanisms can help to mitigate displacement of vulnerable
residents and ensure improved safety and quality of life.
Gaps Addressed. Mobile home parks meet the needs of those who want to live in a
detached single-family home but often cannot afford the associated mortgage or rent
payment.
Considerations. Partnerships with non-profits experienced with mobile home rehabilitation
may be necessary to address improvements and preserve housing.
Example Programs
• CASA of Oregon's Manufactured Housing Cooperative Development (MHCD) Center is
one of nine Certified Technical Assistance Providers (CTAPs) under the national ROC USA
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network. ROC USA and its affiliate, the New Hampshire Community Loan Fund, are non-
profits that provide technical assistance with specialized purchase financing for resident
cooperative corporations. As a member of the ROC USA network, CASA of Oregon
delivers pre- and post-purchase technical assistance and helps manufactured homeowners
secure the financing needed to buy their communities. Participation in this network gives
CASA of Oregon access to financial products, technical assistance trainings, and
resources developed by experts from ROC USA.
• The City of Auburn Home Repair Program Provides grants for minor and emergency
repairs, including for mobile homes. The City offers $7,000 grants paid directly to
contractors.
• The City of Kent Home Repair Assistance Program offers home repair services to low- and
moderate-income homeowners, including mobile homes. Mobile homes must be built in
1976 or newer with HUD certification in order to qualify and gross income must not
exceed 80% AMI. Grants include a $5,000 limit for mobile homes.
• The King County Housing Authority Weatherization Program provides weatherization
services for homeowners, including mobile homeowners. The Income threshold must be
met to access free services.
• The King County Housing Repair Program provides grants to mobile homeowners up to
$8,000 who need to make quality of life repairs to their homes and do not own the land
or pad where mobile home sits. Grants do not have to be repaid.
Provice tenant re ocation assistance.
Description. Rezoning in neighborhoods may cause an increase in demolition of existing
housing units to build newer housing. This process can displace existing tenants. Under WAC
365-196-835 and RCW 59.18.440, local governments can pass an ordinance to require
developers, public funds, or both to provide relocation funds to displaced tenants.
Gaps Addressed. This strategy provides relocation assistance to displaced tenants and
improves housing stability.
Considerations. Tenants at or below 50% of county median income, adjusted for family
size, qualify for these funds. Resident relocation assistance resulting from public action is
required (details are in RCW 8.26). It is important to be clear about who qualifies for tenant
relocation assistance, what is covered, and who pays the amount. It is also important to
ensure that information about tenant relocation assistance is easily available to all members of
the community.
Two of the most important federal programs that fund affordable housing are the HOME
Investment Partnerships Program (HOME) and the Community Development Block Grant
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(CDBG) Program. Both HOME and CDBG are important resources in the local development of
homes and communities. While sharing similar goals related to improving the living conditions
of low-income families, each program has specific eligible activities and requirements.
Due to the limitations of both Community Development Block Grant (CDBG) and HOME
Investment Partnerships Program (HOME) investment regulations, City of Yakima's Office of
Neighborhood Development Services (ONDS) is only able to provide relocation assistance
when a property is acquired and/or displaced with Federal Funds through specific program
guidelines. Housing assistance is provided through the developers as subrecipients as
program guidelines allow. To implement these types of programs and/or strategies through
ONDS, a measure of "Administrative costs" would need to be financed through sources other
than "CDBG or HOME admin" such as general fund in order to remain CDBG and HOME
Investment program compliant.
6. Put in p ace Just Cause eviction protections.
Description. Washington requires that tenants receive at least a 20-day notice when asked
to leave a property, but the state law does not require landlords to provide an explanation.
Cities may pass Just Cause eviction protections that require landlords to provide tenants with a
legally justifiable reason when asking them to vacate. Legally justifiable reasons could include
failure to pay on time, meet lease terms, building sale, or owner's desire to occupy the unit.
Gaps Addressed. This strategy helps to protect tenants against displacement and poor
housing conditions.
Considerations. This protection does not prevent displacement, but the Just Cause eviction
requirement supports rental stability and provides a legal recourse for residents who are
asked to vacate without justification. It is important to be clear in city code about what
reasons for asking a tenant to vacate would constitute just cause. It is also important to make
sure that this information about the Just Cause protection is circulated widely so that tenants
are aware of this protection.
Example Communities
• In Seattle, landlords must have 1 of 16 "Just Cause reasons" if they want to end month-by-
month rental agreement. Landlords must give you a written notice commonly called a
"Notice to Terminate Tenancy" and state the specific just cause. The amount of advance
notice depends on the specific just cause reason. In general, the notice period is 20 days
before the end of a rental period unless otherwise stated below.
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7. Consider tie strategic acquisition anc nnancing o existing mu Warn' y
lousing.
Description. This strategy uses acquisition to provide income-restricted affordable housing.
When the acquired housing is in neighborhoods with amenities such as open space, good
schools, and other public infrastructure it promotes equitable access to neighborhoods that
may be otherwise out of reach for low-income residents. Community-based organizations,
non-profits and community land trusts can be important property owners within a
neighborhood. Leveraging public resources to empower trusted institutions can preserve or
create affordable housing and space for communihtserving organizations and is authorized
with RCW 35.21 .685. The City of Yakima's resources can assist these institutions in land and
property acquisition that preserves affordable housing and prevents displacement within a
neighborhood.
Gaps Addressed. The Housing Needs Assessment found that renters in Yakima face higher
affordability challenges than owners. These challenges are not always solved by new
construction since new homes are largely intended for the higher end of the market. Cities can
partner with community-based organizations, non-profits, and community land trusts to add to
the inventory of long-term affordable rental housing by purchasing existing housing with low-
cost units. Acquisitions of this type is a faster and lower per-unit-cost than new construction of
affordable housing. When acquisition is targeted in opportunity-rich areas this can increase
equitable access to housing.
Considerations. Strategic investment expands the impact of public dollars. Setting goals for
the location, quantity, and type of units created or preserved through this strategy can help
ensure limited public dollars are spent in the most effective way. In addition, affordability
covenants are critical to ensure the longevity of impact from these investments.
Example Communities/Programs
• The jflç Coun Housin Authori KCHAj has taken advantage of the flexibility granted
by the U.S. Department of Housing and Urban Development's (HUD) Moving to Work
(MTW) program to pursue multifamily acquisitions as a means of increasing units in high-
opportunity neighborhoods (with high-performing schools, public transit, and jobs). King
County has acquired mixed-income properties in high-opportunity areas through bond
financing and other private financing tools. Under Washington's state authorizing
legislation, KCHA can issue bonds directly, not dependent on the county government. In
2016, King County agreed to provide KCHA with access to the county's triple-A credit
rating. This type of credit enhancement is valuable to housing authorities that may not
have strong, independent issuer ratings. Since 2016, KCHA has acquired more than
2,000 units of housing.
• Launched in 2006, the New York CityAc uisition Fund provides funds to developers to
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acquire and preserve affordable buildings which might otherwise be sold to speculative
investors. The fund provides flexible loans for vacant sites or occupied buildings,
predevelopment, and moderate rehabilitation to developers committed to the creation of
new or preservation of existing affordable and/or supportive rental housing. 13,692 units
have been created or preserved in 82 projects through this fund.
8. Provide customizes housing assistance tirougi a —ousing Navigator
program.
Description. Housing Navigators work with both landlords and tenants and offer
customized assistance to reduce barriers through supports such as search assistance, landlord
engagement, and short-term financial assistance. Examples of customized assistance include
providing information on amenities and resources across neighborhoods, facilitating
neighborhood tours, preparing individuals to be tenants on the private rental market,
identifying barriers to renting, budgeting, preparing materials needed for rental applications,
support during the housing search process, referrals to units, and providing flexible funds to
help families overcome additional costs associated with moving.
Gaps Addressed. The needs assessment revealed that there is a need for housing-related
support that extend beyond housing production and vary across groups in the community.
Since barriers in the housing search process are an important driver of residential
segregation, providing customized assistance in housing search could reduce residential
segregation and increase upward mobility.
Considerations. This program will need significant resources to operationalize. Partnerships
with locally based housing providers and organizations will be necessary for implementation.
Housing Navigators will be most successful if they have background/familiarity working with
property management firms and other for-profit entities, landlords, social service providers
and the rental housing sector in Yakima, have knowledge of local rental housing resources
and social services, and have cultural competence.
Example Communities
• King County's Creating Moves to Opportunity ICMTC) program is a housing mobility
program offered to eligible families from the Seattle and King County Housing Authorities'
Housing Choice Voucher waitlist. CMTO is a joint project between Seattle Housing
Authority and King County Housing Authority with services provided by Interim CDA. A
key feature of this program is the use of hosing navigators who provide customized search
assistance, landlord engagement, and short-term financial assistance. Evaluation of the
pilot program, and interviews with participants, revealed that barriers in the housing
search process are a central driver of residential segregation by income. The customized
assistance that addresses each family's needs in a specific manner from emotional support
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to brokering with landlords to financial assistance was critical to the program's success.
9. Adoot a Notice o' ntent to Se / Sa e Ordinance,
Description. A "Notice of Intent to Sell" ordinance requires owners of multifamily buildings
to provide official notification to tenants and local housing officials. The ordinance could
apply specifically to properties with rents at or below certain income levels.
Gaps Addressed. This strategy addresses the lack of affordable housing supply especially
for low- and moderate-income populations.
Considerations. The notice gives public authorities an opportunity to plan for a potential
purchase of the property, in the interest of preserving housing serving low- or moderate-
income residents. The ordinance also serves as a mitigation measure for residents by
providing additional time for potential moves.
Example Communities
• Seattle's Notice of Intent to Sell ordinonce reauthorized by Council in 2019, provides the
City with information about the intention to sell residential rental property with at least one
unit rented at 80% of Area Median Income (AMI) or below. The City, in partnership with
the Seattle Housing Authority and community partners, can use the notification information
to evaluate properties and deploy a range of property preservation tools, including
incentives and acquisition. The notice can also help residents seek tenant protections and
relocation resources if necessary.
a Put in p ace community bene'its/deve opment agreements where
-easib e,
Description. Development agreements or community benefit agreements are voluntary,
negotiated contracts between developers and municipalities. These agreements specify the
public benefits that the development will provide, along with each party's responsibility. They
support affordable housing, affordable commercial space, community gathering spaces, and
other public amenities.
Gaps Addressed. This strategy helps to ensure that new developments will provide
affordable spaces for housing and commercial activities, along with public benefits.
Considerations. Examples include developers agreeing to build out ground floor space for
small businesses and cultural anchors, making it more affordable for them to get into new
spaces and gradually afford market rent with time.
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1 1 Encourage micro-retai and - exib e cu tura space Design.
Description. In some cases, displacement occurs when smaller retailers and cultural spaces
that anchor communities disappear from neighborhoods.
Gaps Addressed. Ensuring affordable commercial spaces in neighborhoods as new
development come in can help reduce displacement.
Considerations. Preserving existing affordable space is most effective for maintaining
affordability. If new space must be built or adapted, it works best to design the ground floor
with nontraditional commercial uses, such as a flexible space for different types of businesses
and arts organizations.
1 2. Give grants/ oans to cirect y support sma businesses.
Description. Support small businesses and cultural anchors to help them invest in their space
and keep up with rent.
Gaps Addressed. This strategy helps with affordable housing in the community by
supporting small businesses and helping them to make rent costs.
Considerations. Economic development programs can help to support small businesses.
Restrictions on city funds can make it difficult for local governments to support small
businesses. Instead, communities are using federal and private funds that do not have the
same strict restrictions on use of general city funds to support rent and operating costs for
small businesses. Community lenders can help to meet small businesses' needs, and the City
could help to connect businesses with these lenders.
1 3. Ensure coce en-orcement coes not ciso ace residents.
Description. Some residential rental units have code violations which impact the safety and
health of occupants. In some cases, these living conditions may require tenants to vacate the
structure to allow for extensive repairs. These code violations are often caused by deferred
maintenance or negligence by the property owner. However, code enforcement could
unintentionally cause the eviction of the tenant household from its residence. The challenges of
finding affordable replacement housing and the financial burden of moving-related expenses
affects the wellbeing of tenant households, especially those who are low-income.
Relocation benefits and assistance are necessary to ensure that displaced tenants secure safe
and affordable replacement housing. Code enforcement can prevent eviction and potential
homelessness when adequate and affordable relocation housing is available to occupants.
Many cities have amended their code to ensure the city is reimbursed by the property owner
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City of Yakima Housing Action Plan
Objectives one] Strate9ies
for any relocation assistance provided as a result of code enforcement. The requirement to
pay relocation costs works to encourage property owners to correct code violations
proactively. Using a phased code enforcement process allows owners more time to secure
financing and complete upgrades, reducing the likelihood that owners are forced to sell, or
landlords are forced to dramatically increase rents.
Gaps Addressed. Code enforcement plays an important role in ensuring that housing is
safe and well-maintained.
Considerations. Code enforcement can trigger displacement. Code enforcement policies
should balance the advantages of providing property owners flexibility and leniency in
reaching code compliance with the need for equitable code enforcement. In the absence of
carefully considered policies for phased code enforcement, enforcement discretion may
advantage certain groups of owners above others.
Effective code enforcement programs, such as New York City's Partners in Preservation
program, use a range of tactics, including both restrictions and incentives, depending on the
specific situation. Anti-displacement programs and policies should focus on areas of the city
that are most vulnerable.
The Centers for Disease Control (CDC) maintains the Social Vulnerability Index (SVI) as a tool
developed to identify vulnerability to hazardous events nationwide. The index was developed
to assist public health and emergency response experts to identify areas of extra concern in
the event of a shock such as a natural disaster or chemical spill. Many of the included
variables, however, relate to housing vulnerability as well: poverty rates, identifying minority
communities, and housing issues like crowding. Not all factors captured are relevant to
identifying displacement risk, but they help paint a picture of neighborhood demographics.
Results identify areas many areas in Yakima with high vulnerability concerns. Over half (56%)
of Census tracts have concentrated populations of lower socioeconomic status. Yakima city is
also home to many people of color and non-English speaking residents, who also
disproportionately face displacement risk. The map in Exhibit 18 (Appendix E) shows the
areas of Yakima with higher concern for displacement risk. These neighborhoods in East
Yakima and smaller neighborhoods to the north and west of the city should be of particular
focus for outreach and anti-displacement policy implementation.
Example Communities
• Seattle requires landlords to offer tenants relocation assistance if tenants must move out of
their rental unit due to redevelopment or certain code violations. Property owners and
developers must get a Tenant Relocation License if the project meets certain criteria. Only
low-income renters receive relocation assistance of $4,170.00. Property owners pay half
of that amount ($2,085.00) and the City of Seattle pays the other half ($2,085.00). The
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City of Yakima Housing Action Plan
Objectives one] Strate9ies
City of Seattle will not issue a master use, construction, demolition, or change of use
permit for a property where renters will be required to move until a Tenant Relocation
License is issued. The City does not require a landlord to pay relocation assistance to a
tenant who moves because of a rent increase or who is evicted by order of the King
County Superior Court. If a unit is cited for a code violation, but the violations are being
corrected so that the tenant does not have to move, relocation assistance is not paid.
1 4. Support tiird-party purchases cY existing af-ordab e
Description. Community-based organizations, non-profit organizations, and community land
trusts can be important property owners in neighborhoods. Under RCW 35.21 .685, public
resources can be used to empower trusted institutions to preserve or create affordable housing
and spaces for community-serving organizations and businesses. The City could help these
institutions in land and property acquisition efforts to preserve affordable housing and prevent
displacement in neighborhoods.
Gaps Addressed. This strategy helps to address the lack of housing supply in the
community. The Housing Needs Assessment found that renters in Yakima face higher
affordability challenges than owners. These challenges are not always solved by new
construction since new homes are largely intended for the higher end of the market. Cities can
partner with community-based organizations, non-profits and community land trusts to add to
the inventory of long-term affordable rental housing by purchasing existing housing with low-
cost units. Acquisitions of this type is a faster and lower per-unit-cost than new construction of
affordable housing. When acquisition is targeted in opportunity-rich areas this can increase
equitable access to housing.
Considerations. Strategic investment expands the impact of public dollars. Setting goals for
the location, quantity, and type of units created or preserved through this strategy can help
ensure limited public dollars are spent in the most effective way. In addition, affordability
covenants are critical to ensure the longevity of impact from these investments.
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City of Yakima Housing Action Plan
Implementation
[Section in progress]
The HAP establishes a framework for aligning efforts across the city, coordinating with partners,
and measuring progress. To support an effective implementation program, this section includes:
• A comprehensive listing of strategies, timelines, resource requirements, responsibilities for
leading the tasks, and partnership opportunities (Exhibit 6). This matrix will also support the
City's budgeting and implementation processes and provide a mechanism for assessing
progress and maintaining accountability.
• A timeline summary for implementation of the specific actions identified in this report.
Strategies are categorized by short-term (1-2 years), medium-term (3-5 years), and long-term
(5+ years) implementation timelines.
• High priority strategies are asterisked.
Exhibit 6. Implementation Matrix
Strategy Timeline Cost&Level of Effort Lead Potential Partners
memmemmtememmemmeme....P.m,4*.m.miwerix.mmeixfmemm...#m.)::...................................................................................................................................................................
1. Make strategic investments in Short-term
infrastructure.
2, Recalibrate the Multi-Family Medium-term
fax Exemption (METE)
program.
3. Revise parking standards, Short-term
especially for high density
residential and in the
downtown core.
4. Update city regulations to Short-term
remove barriers to innovative
housing types and
arrangements.
5.Work with faith-based Short-term
organizations on housing.
6. Create design standards for Medium-term
multifamily and mixed-use
development,
7. Ensure permitting and Short-term
environmental review process
has improved for housing
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Implementation
Strategy Timeline Cost& Level of Effort Lead Potential Partners
serving all income levels,
particularly low-income
households,
8. Engage with local employers Medium-term
on housing for the workforce.
9. Partner with local housing Medium-term
providers,
xowawawawaxow....0,,x4x4wawaxowaxixtdosstatkotost.....autattatatatatatatatatatatatatatatatatatatatatatatatatatatatatatatatatatatatatatatatatatatatz
1. Consider fee waivers or Medium-term
deferrals for affordable
housing.
2. Develop surplus/under- Long-term
utilized city property for
affordable housing,
3. Consider a levy or sales tax Long-term
for affordable housing.
1. Continue to support Medium-term
education programs on
homeownership.
2. Explore 'Right to Return- Medium-term
policies for promoting home
ownership where there has
been displacement as a result
of new development.
3. Expand and update down Medium-term
payment assistance programs.
4. Encourage rent-to-own Medium-term
opportunities and sweat equity
programs,
24,,FzaupparcEit,ppuotitgniiiimmimppg i,i:;: iippp,Rmtr:pJT:w:rtmimwitiftifgfzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzz
1. Incentivize senior housing. Medium-term
2. Expand need-based Medium-term
rehabilitation assistance.
3. Support aging in place Short-term
services.
4, Incentivize backyard Short-term
cottages and cottage housing,
5. Incentivize universal design Medium-term
in housing development.
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Implementation
Strategy Timeline Cost& Level of Effort Lead Potential Partners
1.10:11:4114:0:44:4114:4:4:4:01:44:44.4.41Weeffie.S.t.t.x.x.P.:411,x.x.t.t.x.).............:14.......1"*.t.tt.t41"14:4t.x.x.x.m.x.x.t.x.:41.1":4:4:411111111111111111111111111111111111111111
1 Add more permanent Medium-term
supportive housing,
2.Work with faith-based Medium-term
organizations on temporary
housing and permanent
supportive housing.
3. Collaborate with non-profits Medium-term
to build transitional housing.
4. Make it easier to build Medium-term
housing serving multiple
populations.
5. Coordinate the usage of Medium-term
seasonal farmworker housing
as severe-weather shelters,
::::::::::::::::2:ftfes52.552:::::55a55552::::::::55555,55555552emexxxAssyfix.-s:wffixfAssiwnwt...ixfAsyncsyffetcyfecs:x:xxtxx:wffix:w:x:w:x:w:x:wRw:x:w:x:w:x:w:x:w:x:w:x:w:x:w:xf,
1. Adopt the International Short-term
Property Maintenance Code
(IPMCI,
2. Expand landlord and tenant Short-term
assistance.
3. Incentivize landlords to Medium-term
improve the quality and
maintenance of housing.
4. Address mobile home parks Medium-term
that are dilapidated.
5, Provide tenant relocation Medium-term
assistance.
6. Put in place Just Cause Short-term
eviction protections.
7, Consider the strategic Medium-term
acquisition and financing of
existing multifamily housing.
8, Provide customized housing Medium-term
assistance through a Housing
Navigator program.
9.Adopt a Notice of Intent to Medium-term
Sell Sale Ordinance,
1 O. Fut in place community Lang-term
benefits/development
agreements where feasible.
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Implementation
Strategy Timeline Cost & Level of Effort Lead Potential Partners
I 1. Encourage micro-retail and Medium-term
flexible cultural space design.
12. Give grants/loans to Medium-term
directly support small
businesses.
13. Ensure code enforcement Medium-term
does not displace residents,
14, Support third-party Medium-term
purchases of existing affordable
housing.
Timeline
The HAP emphasizes implementation over the next five years. Exhibit 7 illustrates the anticipated
timeframe for implementation of the recommended actions.
Exhibit 7. Strategy Implementation Timeline
[To odded]
Short-term strategies are those prioritized for implementation in the one- to two-year timeframe.
Highest priority short-term strategies include: XX, XX, and XX. See Exhibit 8.
Exhibit 8. Short-term Strategies
Strategy Objective Initial Action
Medium-term strategies are those prioritized for implementation in the three- to five-year
timeframe. Highest priority medium-term strategies include: XX, XX, and XX. See Exhibit 9.
Exhibit 9. Medium-term Strategies
Strategy Objective Initial Action
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City of Yakima Housing Action Pion
Implementation
Long-term strategies are those prioritized for implementation in the five-or-more year timeframe.
These strategies may rely on short- and medium-term strategy success, have longer legislative
processes, or require infrastructure projects to materialize prior to implementation. Highest priority
long-term strategies include: XX, XX, and XX. See Exhibit 10.
Exhibit 10. Long-term Strategies
strategy owe • • level Arson
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City of Yakima Housing Action Plan
The city intends to monitor and evaluate HAP implementation and outcomes on a regular basis.
Performance monitoring will show whether HAP actions are achieving the desired results. This will
allow the city to be flexible and agile to any refinements to actions that may be necessary and
focus limited public dollars on actions that are most effective. Key indicators based on results from
the Housing Needs Assessment will be used to monitor performance.
Key Indicators
The following key indicators were selected to reflect the overall desired outcomes of this Housing
Action Plan. These indicators reflect success over the long-term, rather than easy wins in the one-
to two-year timeframe. Indicators are intended to capture important pieces of the larger puzzle
that is a healthy, equitable housing market. Importantly, an adjustment in strategy is needed if
Yakima is not making progress with these indicators.
• Key Indicator 1: Annual production rate of ADU, duplex, townhome, smaller
multifamily (49 units or less), and multifamily units overall. This reflects the goal
of increasing the mix of housing choices in Yakima.
• Key Indicator 2: Monitor and track the units built for seniors. This reflects the
goal of increasing housing affordable to the city's older residents.
• Key Indicator 3: Cost-burden of residents and the share of residents with low-
and moderate-incomes in the city. This reflects the goal of increasing housing
affordable to the city's low-and moderate-income residents.
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References
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City of Yakima Housing Action Plan
•
A // Community Engagement..................................................................... 55
B // Housing Needs Assessment ................................................................ 61
C // Policy and Regulatory Review ............................................................ 61
D // Potential City-owned Catalyst Sites ..................................................... 62
E // Displacement Risk Analysis................................................................. 63
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City of Yakima Housing Action Plan
Appendices
// C.mmunity
Engagement Activities
Community engagement activities consisted of targeted stakeholder engagement and broad
public engagement.
Targeted stakeholder engagement included the following groups:
• Technical Advisory Committee. The City created a committee of residents and
community stakeholders involved in affordable and market rate housing development,
community services, and education to serve as a sounding board for the HAP development.
The Technical Advisory Committee (TAC) met three times from August 2020 through February
2021 to discuss and advise on the HAP.
• Community Integration Committee. The City's Community Integration Committee (CIC)
was established in 2017 to advise the Yakima City Council on ways to improve community
engagement, diversify the city government and workforce, provide additional review of
policies, ordinances, and resolutions if requested, and give a voice to all Yakima residents.
The project team conducted interviews of CIC members by email and by phone, presented at
CIC meetings, and supported CIC members in hosting roundtables in a box (see broad public
engagement below).
• Yakima City Council. The project team interviewed city councilmembers to learn about their
priorities and concerns for the HAP and to gather their insight on Yakima's housing needs.
:road public engagement included:
• Community survey. The project team hosted an online survey to engage residents across
the city and gather feedback on residents' housing needs and priorities. The survey was open
during summer and fall of 2020 and was available in English and Spanish. The project team
publicized the survey in El Sol de Yakima to gather additional Spanish-language respondents.
In total, 278 individuals responded, including 55 in Spanish. See the Error! Reference
source not found. section of Appendix Policy and Regulatory Review for an overview of
the respondents' demographics.
• Roundtable in a box. The project team provided materials and support for members of the
Community Integration Committee, City of Yakima staff, and other locally based partners to
lead small virtual group discussions and act as "trusted liaisons" to reach key audiences.
• Legislative Process. The public had two opportunities to engage in the legislative process.
A Council study session in December 2019 was an introduction and public kickoff to project,
during which members of the public provided comment on the proposed HAP approach. In
2021 , BERK will present a draft HAP to the planning commission followed by a hearing and
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City of Yakima Housing Action Plan
Appendices
possible adoption by City Council.
Key Engagement Findings
This section describes the major themes, concerns and other ideas that were raised during the
public engagement process.
There is need for housing-related supportive programs.
• Housing needs extend beyond housing production and include needs for housing-related
support. These needs vary across groups such as older residents, residents with disabilities,
people of color, people who don't speak English very well and farmworkers.
Stakeholder Findings
The TAC, CIC, and City Councilmembers contributed several ideas to improve availability of
housing in Yakima, including:
• The need for a proactive approach to address the shortage of housing.
• The need for a mix of housing types as preferences and needs vary across the population.
• The need for intergeneration housing as an important part of the housing model in Yakima.
• The need to promote programs and organizations that can help first-time homebuyers. Many
stakeholders referenced the need for programs that can help renters become homeowners in
the neighborhoods in which they currently live.
• The need to address impacts of institutional racism and income inequality, including
geographic segregation by socioeconomics and race.
• The need to incorporate anti-displacement policies and mixed-income communities so that new
development does not displace current residents.
• The need for more supportive transitional housing, including housing for recovery and
comprehensive mental health supports.
Specific strategies that were recommended include:
• Tiny Homes that could help serve homeless population and small households. Tiny homes are
small dwelling units on a foundation or on a carriage with wheels with between 150-400
square feet of habitable floor area. They are affordable compared with traditional site-built
homes. They may be located on their own lot, serve as an accessory dwelling unit, or be
located in a village arrangement in a manufactured home or RV park.
• Addressing the repair of mobile home parks that are dilapidated.
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City of Yakima Housing Action Plan
Appendices
k Addressing opportunities for farmworker housing: COVID has resulted in loss of about 30% of
Farmworker inventory. Farmworker wages have grown enough that many farmworkers can't
qualify for low-income housing and can't afford market-rate housing. There is potential for
seasonally based coordination of seasonal farmworker housing and winter sever-weather
shelter for people experiencing homelessness.
Community Survey Findings
Housin! preferences: Respondents showed a preference for a diverse range of detached
ownership units, illustrated in Exhibit 11 .
Exhibit 11. Current and Desired Housing Types
Survey question: "What type of housing do you currently live in?" (n = 265)
SOS Turas r r sat irscr of ha using waui.d ron most :ea to :au in'" {chec r all :hat reprav, " f;
Suigle-Fomdy Home
‘pc,r,mcr,
Manufactrn ad ci Mobile Home
Duplex or Triplex
TownHouse
cot
11%
ADU Mother I-Law Una ckyard Cottage
I do not currently have permanent housmg.
N/A
Oar Cr spleose sp:r.f),' I°%
M current Housing Type a Desired Housing Type(s)
Source: PERK, 2020
Housing Challenges: The survey asked respondents, "Have you faced challenges in finding
safe and affordable housing that meets your needs? Please tell us your story." Of the 149
responses, the following themes were most common:
' Affordability
' Lack of availability
r, Safety
k Housing quality
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City of Yakima Housing Action Pion
Appendices
The survey also asked respondents: "Are there any issues or challenges that impact quality of life
in your neighborhood? Please share them here." The 138 respondents most frequently referenced
the following concerns:
• Crime
• Gangs
• Homelessness
• Drugs
• Safety
• Affordability
Community ends: Survey respondents most commonly identified more affordable ownership
housing options as a housing option in greatest need in Yakima, as shown in Exhibit 12.
Exhibit 12. Community Housing Needs: All Survey Responses
Survey question: What kind of housing options do you think are in greatest need in your community? (check
all that apply)" in = 275)
More affordable ownership housing options.
Affordable housing for seniors,
More flexibility for single-family homeowners to build "accessory
dwelling units"such as backyard cottages.
Apartments and other smaller rental housing.
Short-term housing for migrant workers.
Larger homes for housing large or extended families.
Other(please specify) 15%
Source: PERK, 2020.
Disaggregating by ethnicity as shown in Exhibit 13, Hispanic/o or Latinx/o residents show higher
preference for ownership housing, short-term housing for migrant workers and larger homes. HAP
strategies will need to address this preference to respond to diverse needs in the community.
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City of Yakima Housing Action Plan
Appendices
Exhibit 13. Community Housing Needs: Survey Responses by White and Hispanic/a or
Latinx/o Race or Ethnicity
10093
90%
80%
730.1,
7036
60%
59
ii 45%
I I 40%
17 1
340.1, Et%
5036
4036
30%
I I
2036
10%
036 itys
More a-Fordable Affordable housing for More flexibility for Apartments and other Short-term housing tor Larger homes"or housing
ownership housing seniors, single-tom%homeowners %sates rental housing, migrant workers, large or extended
options, to build"accessory
dwelling units-such as
backyard cottager.
is Hispanic%or tatinx/o =101) •White(n=118)
Source: 31"RK, 2020.
As shown in Exhibit 14, respondents across the income spectrum said more affordable ownership
options is a key need. Respondents with lower incomes and higher income households also
identified affordable housing for seniors, and apartments and other rental housing, as key needs.
Exhibit 14. Community Housing Needs: Survey Responses by Income Bracket
100%
90%
80%
70%
60%
.......
50%
.......
40%
30%
....... E.
....... .......
20% .L.Ltt
.......
.......
.......
Ett.
10% ---
„„„,liii .......
ON
More affordable Affordable housing for More flexibility for Apartments and other Short-term housing for Larger homes for housing
ownership housing seniors. single-Family smaller rental housing, migrant workers, large or extended
options. homeowners to build
"accessory dwelling units"
such as backyard
cottages.
Less than$10,000(n=5) 0 S1O,000-$25,000(n=25) •$25,000-$50,000(n=43)
550,000-$75,000(n=28) II 575,000-$100,000(n=9) •$100,000+(n= 16)
Source: BERK, 2020,
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City of Yakima Housing Action Pion
Appendices
Exhibit 15 shows that respondents with a range of family sizes said more affordable ownership
options is a key need. Respondents with larger household sizes referenced the need for larger
units and flexibility for backyard cottages. Respondents with smaller household sizes referenced
the need for affordable housing for seniors and for smaller rental housing.
Exhibit 15. Community Housing Needs: Survey Responses by Household Size
00/
so,o
per%
60`,,S
More affordable ifAden d ehle n,osn fa dereflasnlelPy for A p ecmen,..and orear Seers-Tarns np for sesrgar h..as for noosing
assrnen shynnousng senny,rs_ single-familspnallerrernsal hcing, nnymy 6 arken s lorano coded
n optios essarnen sro build famili =.
asnessarY dwelling
om as backyard
car/saes
person no 32) 2 penple in=83) s people no 48) 4 people(n=40)
•i Pc2P/e 18=36/ ®6 people(n=1 6) ®/people(n=_ :8 P62)313,18
.. her 1›[.
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City of Yakima Housing Action Pion
Appendices
Assessment
II • * —
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City of Yakima Housing Action Plan
Appendices
D II Potential City-owned Catalyst Sites
Exhibit 16 City-owned Sites
,
CITY OWNED PROPERTY ,„
, •
_
ID**lino City Limin 1 QL1 PIA '
City Owned Properties
Parcels
Rivers/Woterbodles
Oh 2O2O.
. ,
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-..,
,.....r ,
...., _ .".;
' i.— l•..,.,
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i
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>kw
\,,, -
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i '...
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. ,....----_,tt „,...•0,0"1,ad''"4- r-4 %
5rZ i 0 { t‘ .•a ''‘• . ••
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) i ,_.;",L.— r ..
i
;.±:
.......
,
ii- _ ;. .
1 ' '
0 islmaranlalal thiW‘ --4 6 11
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City of Yakima Housing Action Plan
Appendices
E // *ispl,cement Ftisk An.Iysis
Displacement refers to instances when a household is forced or pressured to
move from their home against their will. Direct, physical displacement occurs in cases of
eviction, the termination of a tenant's lease, or public land claims through eminent domain.
Physical displacement can also occur when a property owner decides to renovate units to appeal
to higher-income tenants or when buildings are sold for redevelopment. Another cause might be
the expiration of an affordability covenant and resulting conversion of the unit to market rate
housing. Economic displacement occurs when a household relocates due to the financial pressure
of rising housing costs. Renters are more vulnerable to economic displacement, particularly those
who are low-income, although some homeowners can experience this as well with significant
increases to property tax bills. Cultural displacement is the result of fractured social fabrics. When
physical and/or economic displacement affects community businesses and a concentration of
racial or ethnic minority households, other households who affiliate with the affected cultural
group may begin to feel increased pressure or desire to relocate.
This analysis evaluates displacement from two perspectives:
1 . Monitoring the count and rate of evictions paints a picture of the intensity of physical
displacement in Yakima. Available datasets do not tell the entire story, as they only capture
court-filed evictions and will not include residents who are priced out of units or who are
asked to vacate a unit outside of the court system. Despite these limitations, data can highlight
if evictions are common or at a high rate relative to county averages.
2 Understanding social factors that make a household more vulnerable to
displacement is one way to understand areas of the city that could be hardest hit by
residential displacement. Tools such as the Social Vulnerability Index (SVI), assist with this
effort. Proactive engagement with identified neighborhoods is an important step to avoiding
or mitigating displacement that can result from policy changes and new development.
Combining results of the eviction analysis and the vulnerability mapping tools,
neighborhoods in the eastern part of the city are the highest priority for anti-
displacement work in Yakima. These subareas contain economically and socially vulnerable
households who may benefit from additional engagement and anti-displacement policy efforts.
Evictions
A count of evictions reveals that between 550 and 600 households face eviction every year in
Yakima County. Eviction rates evaluate the number of evictions against the total number of renters
within a given Census tract. Local reporting estimates that the city of Yakima ranks second in
Washington state for highest eviction rate. See Exhibit 17.
Residential eviction is very disruptive for the social fabric of a household and moving costs add to
DRAFT February 2021 63
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City of Yakima Housing Action Plan
Appendices
in the financial burden of a family struggling to afford rent. Eviction can result people living in
poor housing conditions or even experiencing homelessness. The impacts of eviction can last for
many years. It can affect a househo d's abi ity to rent other apartments, find jobs, or qualify for
federal assistance.
Exhibit 17, Eviction Rate, City of Yakima
EVICTIONS I
,..,,
Ej Yakima City Limits
Eviction Rater 2016 \ ii
A
2.011',10 -2.505/0
. .
1,44% -2.00%
1,438/0;Yakima City Overall . ...”. i"
1.01°A - I.43% "
' L t , i -,--;
0.51% - 1.000/0 ] t \--
—,
,
1111 0.00% -0.50% .
, \
Sovms,Ev Ow tca 2016,...,1,hed go.grui.tY). •4._ CL.717"111 Trott
itaccat Comas Tract EES KIS
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Rater,1.19% t r*IllaTtat Traci aa.
2, Vf"9 'OF
.7 31111111111E v..,v.Sall„.,_alga Ce"4"cf 1253',
SEMBEEF:..cl;P:7:::sii 0740., la, „ay.tozaziast.:E4,ictrrna11111111112 Comma 7r act ataaaatavarra*V.. cEnEttE10.°
n a JaalaWategaiEig79%00200000000810 5,EVitt1015 :iii 60 WI T tp 5 f ry.--" ''.::1 4023 v lei°n
0000000000000000000000000000000010001000 R ate=I,23% 000Elialitiartar c 1444'02%
• ' --„„„„„„ 0.itittc7,0f05%
Canty;Tract tE000%.EA00
8.Eviction EKES cern,.%act " r
• Conakry-1%o Rate41.36% Can.,'Tract WE% 15.01,eviltile
•.01,Evitaan 0000000.00.00.0000%a 7,Eviction Vat Rate.%..87%
Coneys Trot a30 r Rate-c0:a 0:00000%C°6'‘%.JrEES R atora I.30% VE00 101,
Eviction konta0.0.04 WEWEWEIPEEYASEtPEIBEWEEEME
aaaaaaaaan:000:0,14.7.00180,110% 0'4E1% Iaaah.
00:00%
v....
tagt. t •r*E0ciallitto• i
Centric Tract
Corattcurzi ,..tz,Eviction CS. 15% ,Eviction
WA Eviction ' Rate=1.53% liar Rate%% 0%
Rato=0,4rEa fancy t'frac Census Tract
Cansvairact
lja E victian 12.02,Eviction T,
17.Wictinn
Ra1o0-0T3E0 ftatoat.29% ,
Cana,Tract tant%.%37%
I '.., 14,1vLiction ....sir
Raivai.23%
Census Inlet'. I
&Mit= 0**,2, 13,Evictron.
ritt0'0,0%)%1%
11111 Ra401.3I% , C.
1 r
, ,...
%...% ,
C,
,
'
0 Qa------'st2
Sc,urces: Evicti%);;s Lob. 2020: BERK. 2020.
DRAFT February 2021 64
99
City of Yakima Housing Action Plan
Appendices
Socia Vulnerability
The Centers for Disease Control (CDC) maintains the Social Vulnerability Index (SVI) as a tool
developed to identify vulnerability to hazardous events nationwide. The index was developed to
assist public health and emergency response experts to identify areas of extra concern in the
event of a shock such as a natural disaster or chemical spill. Many of the included variables,
however, relate to housing vulnerability as well: poverty rates, identifying minority communities,
and housing issues like crowding. Not all factors captured are relevant to identifying
displacement risk, but they help paint a picture of neighborhood demographics.
Results identify areas many areas in Yakima with high vulnerability concerns. Over half (56%) of
Census tracts have concentrated populations of lower socioeconomic status. Yakima city is also
home to many POC and non-English speaking residents, who also disproportionately face
displacement risk. The map in Exhibit 18 shows the areas of Yakima with higher concern for
displacement risk. These neighborhoods in East Yakima and smaller neighborhoods to the north
and west of the city should be of particular focus for outreach and anti-displacement policy
implementation.
DRAFT Februcry 2021 65
100
City of Yakima Housing Action Plan
Appendices
Exhibit 18. Social Vulnerability Index Ranking, City of Yakima
SOCIAL VULNERABILITY
INDEX
Yakima City Limits
SV1 Overall Ranking
II .9 to 1.0
.8 to .9
.7 to .8
.6 to.7
_
.5 to .6 i
.5 or Under
Source: ,26i a,tti.ati‘,105.r6n Amoncon
*".ow,u1.,t).Sxrvxy yoor eSIOCkk. t.Tre
53 770024 /
(5VIA11=0:401 •".
CS. talla541
maggar
68888853477eara
53077000400
All=0.30) itatag53.77**150attabx '"'";
MajWISDNO 530770 1602
tn. ow raricon
53077000SM
f.SV1A0=0.47) 3.774)%a
53077000901
WO A11.0.53) 3.774a SVf MM.*
$1077002801 53077001000 ..+1143ft)
(510711.0.611 (SVI
aCCEM62:a datt,
ceitt,?;- 53i a Mai* VIED,
, 0 isvi.- t=owv
5 .77,301702
(SVJ Watte2)
53077001100 ••11=0.9,1
(SVS Al1=0.65}
*) 5,17. 001400
53077002002 sionooi a a •Ii=0,97)
(WI All=0.61/ Wit A11.098)
I-71,
0 171 1 2
Mies
SOWLCS \i•JinClanik/ 1:V...k.`t 2020 2020
DRAFT February 2021 66