HomeMy WebLinkAbout05/18/2021 15E Council packet distribution for the Yakima Housing Action PlanBUSINESS OF THE CITY COUNCIL
YAKIMA, WASHINGTON
AGENDASTATEMENT
Item No. 15.E.
For Meeting of: May 18, 2021
ITEM TITLE: Council packet distribution for the Yakima Housing Action Plan
SUBMITTED BY: Joseph Calhoun, Planning Manager, 509-575-6042
Joan Davenport, AICP, Community Development Director
SUMMARY EXPLANATION:
The complete record for the Housing Action Plan is being distributed to City Council members in
this agenda packet.
This packet is also available in color online at:
hftps://www.yakimawa.gov/services/planning/hap/
Please bring these materials to the public hearing which will take place on June 1, 2021.
STRATEGIC PRIORITY: Neighborhood and Community Building
APPROVED FOR SUBMITTAL BY THE CITY MANAGER
RECOMMENDATION:
ATTACHMENTS:
Description Upload Date Type
D Council packet— Housing Action Plan 9/7/2021 Cawr Memo
2
VAI(P" UOUSN6 AC�ftON MAN
Yakima City Council
Ov
Pen Record Public e,rin�-y
Junel,2021
EXHIBIT LIST
Applicant: City of Yakima Planning Division
File Numbers: SEPA#007-20
Site Address: City-wide
Staff Contact: Joseph Calhoun, Planning Manager
CHAPTER AA YPC Findings and Recommendation
CHAPTER BB YPC Recommended Housing Action Plan
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3
YAKMA HOUSING ACUON MAN
r r
AA
YPC Findings and Recommendation
DEPARTMENT OF COMMUNITY DEVELOPMENT
Joan Davenport, AICP, Director
PImining Divisimi
lm Joseph Calhoun, Manager
129 North Second Street, 2"' Floor, Yakima, WA 98901
ask-planning@yakimawa.gov - www.yakimawa.gov/services/planning
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IF WHEREAS, The City of Yakima was awarded a grant from the Washington State
2 mg t 14 ev-51
(R-2019-118); and
WHEREAS, the purpose of the HAP is to create a set of concrete steps to meet loca:
housing needs: and
WHEREAS, the HAP process included public engagement through a Technical Advisory
Committee, public survey, interviews with local housing developers, meetings with the
Community Integration Committee, press releases, social media, and other outreach efforts;
and
v 94
WHEREAS, On April 14, 2021 the City of Yakima Planning Commission held a stu
session on the HAP; and i
I_FLTWA_1AWU_,_tA11b1Ut:1[ LIM n0julng Action rian, ana
a recommendation to the Yakima City Council;
No
0 1 - # I , - I
APPLICATION # SEPA#007-20
APPLICANT: City of Yakima Planning Division
PROJECT LOCATION: City -Wide
FINDINGS OF FACT
Planning Commission adopts the findings of fact from the staff report and staff
report supplement, attached hereto as Exhibit A and Exhibit B, respectively.
addition to the above -listed Exhibits, the Planning Commission enters the following
findings of fact based on testimony provided and subsequent discussion during the
public hearing:
EMMEMEMEEM
Corey Baldwin — 012304 181st Dr, Snohomish, WA. Mr. Baldwin represents Shelt
Resources, Inc. which is an affordable housing developer/operator. Recently purchas
Englewood Gardens in Yakima, a senior housing community. Financing for afforda
housing is very competitive in WA. Wants to make sure that RFP's are timed wi
2pplication cycles such as housing trust fund or housing finance commission. Mo
resources in recent years have gone to the Seattle area, the rest of the state needs
equitable share of resources.
.............
CONCLUSIONS
1. The proposed Housing Action Plan is consistent with RCW 36.70A.600 and the requirements
of our Department of Commerce Grant.
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Planning Div6ioll
City of Yakima g Division Recommendation
Housing Action Plan
TO: Planning
FROM: .694ph Cklftun, Planning Manager
146uslog.,,
FOR MEETING. i
FILE NUMBER: SEPA#007-20
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�b) Develop stro**O�Jnqreasa«* housing
rr a a..k
Consider strategies to minimize displaoernent of . .residents
�Stx "p ra -Satisfied.- ,;... -
priority
isk Ariaksis and several
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Additional language on the relationship 044kto other plans
MEM"
10
5. P890 13: Strategy 1. Update cityreguisdons to remove barriers to innovative housing
types.
Add clarifying text and additional exempl",
1. Update city regulations to remove barriers to innovative housing types.
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a
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• • is i ♦:.
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12
7. Page 28: Strategy 10. Add more permanent supportive housing
Add clarifying language on potential partners,
MENEMBaia.
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13
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S..wAli Strategy 11. Coordinate.:: ng .
Add 6140"g anguago to lboUs . z that
and change:c
C0000wo$N�seasonalfennworkef housing as severe -winter shelters.
9. Page 32: Strategy 13. Continue to support education programs on homeownership.
Simplllying language to be more generalized.
10. Page 33., Strategy 14. Revise parking standards in key areas.
Minor chap — City should be Load, not Partner for this strategy
I I. Page 39: Strategy 17. Give grantafloans to directly support small businesses.
14
Add mixed -use aspect to tie Me strategy to housing.
Description. Support sma1(bUsjP4sses and cultural ancho to help them
invest In thelf space and 4aop Up Wth rent, 0000��
help to connect businesses with these lenders,
12. Page 46: Strategy 23. Encourage micro -rated and flexible cultural apeoe design
General Comment- consider combining with Strategy 17
13. Page 63: Implementation
'rho Vakfma county Homeless cowition and Horq&jc$s N*lMrk of Yakima County will be
added as Potential jewliners to strategies wh#fo StsblliV is Me Objective,
14. Page 76: Monitoring
Adding additional clad&ing language
Monitoring
. . . . . . . . . . . . -----
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Key Indicator V Annual Production rate of ADU, duplex, townhome, smallermw*Oy
(49 units or less), and m4ramly units overall. This reflects the goal of incre4ftlhi�
mix of houeftooldetio �61100w �
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16
DEPARTMENTOF COMMUNI'lY DEVELOP�,IENT
Joan DavinipM, AICI�. Director
H Riling DiviNion
yffon, AN WAA Aw;ph Calhoun. i\l-thagur
1291\11rdi Swond ArQ4 1�0 Floor. Yakima. N11A 98901
a-qk.pI;mninS(�i?yakima%va.gov - %vw%v,yakima%va.,gllvlsti-vicusiplannint,
Housing Action Plan
TO: City of Yakima Planning Commhijktri
FROM: Joseph Calhoun, Planning Manager
SUBJECT: Housing a006 Plitt
FOR MEETING OF: April 28,2021
FILE NUMBER: SEPA9007-20
Yakima Manning Commission (YPC) consideration and public hearing of a Housing Action Plan
(HAP)
This document is intandeq, tosu, -- It'A - A � ; Q -pt
d includes addit6n4l 0*0 *� and analysis reo i ad prior to the April 28, 2021 ubl'
I;m
1) Esther Magesis, Yakima County Director of Human Services, provided comments on April
23,2021.
* Question about ownership roles, lead agency, partners, etc.
Staff R"pon" — " h*V* added some clan ing language to Objftffv" and Straleo" to
ols6fy the C#y Load and Part Lead strotogisa
a YCCC not a falth-based organization
Staff Response — Strategy 33 Implementation will be edited to remove the YCCC as a potential
partner
Page &U.'Implementation
'A Co'klwrale Aah based
V
0 Multigenerational housing is not listed as an option under Strategy I
Staff Response — the staff report includes additional text related to mulfigenerational housing
N
0 Conoern about fee waivers Impacting funds for affordable housing
2) Rhonda Hauff, CEO Yakima Neighborhood Health Services. provIded coTTTrp-Tt-q aT 4.tAl I No
a Comments included revised text relatadto a YNH example program
Staff Response — text has bow updated to MfAwt changes made by Rhonda Hauff.
3) Gv*n Clear DOE Envircnme,&--&P&Aj,
FVwftU0%U-N-
DOE provided a link to their interactive dirt map —
thelbi#pdf#of land occupied
L by 13 as a 0"ffoi*'Ecologly can
plov property is impacted by
arsenic and lead from historic orchard use.
peaticides.
i6junfil a-
v.
en"a partneroorseveratparm Mead
strategies.
HAP DeSu nt-s-
Adding Appendix F — Provng Ho using for Future Households by Income
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18
20
YAKIMA HOUSING ACTION PLAN
EXHIBIT LIST
wow u# adim Ytan
20
Contents
Introduction .... .............. ....... __ ...........
Plan Organization ................. ....... ....... ___ ...... ............. ...... — 8
Developing the HAP ... ...... ....... ....... ......... ___ .......... 9
CommunityInput........... __ ..................... ..................... .......... 9
Technical Analyses .......... __ ..... ........ 10
Objectives and Strategies ... ...... ........... .... 17
Priority I Strategies ........................ ........ .... 18
Priority 2 Strategies .......................... ........... ...... ....... 30
Priority 3 Strategies ..... ................................. __ ....... ... 43
Implementation ...... ........ .......... ........ _._.,_,_._70
Monitoring...... ................................................ 87
Key Indicators ............ - ...... .......................... 87
Appendices....................... - ....... ....... ................................................ 88
A Community Engagement ................. .......... .... — ........ __ ....... ... 89
B Housing Needs Assessment ................................................................................... - 96
C Policy and Regulatory Review., .............................. ........... ........ _,__ .... . ... 144
D Potential City -owned Catalyst Sites ........ __ ............ 184
E Displacement Risk Analysis ..................................................... ........... 185
F Providing Housing by Future Income...... ........ ......... 190
DRAFT May 2021
21
MTITO-rd
Exhibit 1. Household Size by Tenure in City of Yakima, 2014-2018 ............................. __ I I
Exhibit 2. Percent Change since 2012 in Average Home Values, Average Rents
and HUD Median Family Income ................................................................ ___ 12
Exhibit 3. Cost -Burden Status by Income Level of Households in City of Yakima,
2012-2016 ................ ..................a,,,.„, ....__ .......... ........ 13
Exhibit 4. Household Tenure by Cost -Burden in City of Yakima, 2012-2016 ......... ___ ..... 14
Exhibit5. Housing Types .................................................................................................. ...... 19
Exhibit 10. Current and Desired Housing Types ........................................................... __ ..... 92
Exhibit 11. Community Housing Needs: All Survey Responses ............................................ 93
Exhibit 12. Community Housing Needs: Survey Responses by White and
Hispanic/o or Latinx/o Race or Ethnicity .................................................. 94
Exhibit 13. Community Housing Needs: Survey Responses by Income Bracket.............. 94
Exhibit 14. Community Housing Needs: Survey Responses by Household Size ................ 95
Exhibit 15. Population Change 2010-2040 .............. ... - ... .... - ....... 145
Exhibit 16. Progress on Comprehensive Plan Population Targets ....... 145
Exhibit 17. City of Yakima Council Districts ....................................... ....... 146
Exhibit 18. Dwelling Unit Capacity Under Current Zoning .............. ..... 147
Exhibit 19. Vacant, Infill, and Agriculture Acres in City Limits by Zone ................. .......... 148
Exhibit 20. Yakima Zoning Map ..........................................................................................
Exhibit 21. Vacant Acres 200 feet or more from Sewer Infrastructure by District .......
Exhibit 22. Vacant Acres 100 feet or more from Sewer Infrastructure by District .......
Exhibit 23. Total Vacant Acres without Sewer by District ..........
Exhibit 24. Housing Change 2010-2040 .......................................
Exhibit 25. Housing Supply 2010-2040 ............................................................
Exhibit 26. Permitted Dwelling Units by Type and Year ...............................
Exhibit 27. Permitted Dwelling Types 2015-2019: Share by Dwelling Type
Exhibit 28. Permits by Dwelling Type 2015-2019 ...........................................
Exhibit 29. Permits by Year and Zone* ..........................................................
Exhibit 30. Permits by Zoning District ..............................................................
Exhibit 31. Single Family Permit Values and Affordability Chart ................
Exhibit 32. Single Family Permit Average Values and Affordability Table
Exhibit 33. Townhome Permit Values .............................................................
.148
.149
.149
.150
.150
I
........ 153
........ 153
DRAFT May 2021 4
11MOSOM
22
Exhibit 34. Housing Element Goal and Policy Review.... ........ ...... 157
Exhibit 35. Housing Element Implementation of Programs and Action.... .... 166
Exhibit 36. Land Use Element Review ............................... ....................... ......... 170
Exhibit 37. City -owned Sites .................................................. ................ ___ ... ..... 184
Exhibit 38. Eviction Rate, City of Yakima .. ......... ......... .......... ___ ....... _,__ ... 187
Exhibit 39. Social Vulnerability Index Ranking, City of Yakima ...... __ ........ ............ ___ 189
DRAFT May 2021 is
23
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).
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. Or 2017-034 § I (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.
g y/j
DRAFT May 2021 1V
24
TPTITWOM
Household. A household is a group of people living within the same housing unit.2 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,
#r nursing home, are not considered to be living in households.
Aousehold Income. The U.S. Census Bureau defines household income as the sum of t-�%-_
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 tax 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
txtremely 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
Very Low-income 50% of HAMFI or less
Low-income 80% of HAMA or less
Median Family Income (MFI). The median income of all family households in an area.
Family households are those that have two or r
DRAFT May 2021 V
Wasisam
zn
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
be "project -based," meaning they are assigned to a specific building.3
Universal Design. Universal design is "the design and composition of an environment
that it can be accessed, understood, and used to the greatest extent possible by all
people regardless of their age, size, or ability."4 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. I
,orrno,e �m|o/n
'.
DRAFT May 2021 Vi
.' ' '
OXANQE&A BB-1
26
City of Yakima Housing Action Plan
Introduction
Introduction
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
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.
P. 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.
Fo 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 2040
Comprehensive Plan. The HAP is intended to supplement and inform existing documents,
including but not limited to:
* City of Yakima Equity Study Analysis
0 City of Yakima Comprehensive Plan 2040: Housing and Land Use Elements
4 City of Yakima Consolidated Plan 2015-2019
* Yakima County 5-Year Plan to Address Homelessness 2019-2024
a Yakima County Farmworker Housing Action Plan 2011-2016
1-0 11 1111111 1 - III
DRAFT May 2021 7
27
City of Yakima Housing Action Plan
Introduction
Development • this HAP is supported • • state -funded grant to enable communities•
• their housing --• and develop strategies to address those housing needs. The
HAP is • upon the best available data and broad • conversation around:
Yakima's current and future housing -.•
Yakima's existing housing policies and regulations.
Plan Organization
The Housing Action Plan is organized as follows:
a Developing the HAP. This section includes the following:
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.
a 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.
a Implementation. This section lists strategies, fimelines, resource requirements,
mrljuej=�
Monitoring. This section includes key indicators that the City will use to monitor and
evaluate HAP implementation and outcomes.
f i r
DRAFT May 2021 8
28
Developing the HAP
Developing the HAP
The Housing Action Plan was developed between March 2020 and April 2021. The HA�
benefited from the expertise and guidance of a Technical Advisory Committee (TAC);
interviews with stakeholders; and a communitywide survey (which captured 531
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.
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 500 members of the public and stakeholders. Engagement activities include&
Broad communitv outreach and enaaaement:
00
nish. Affordability
300 Targeted outreach to families supported by La Casa
Availability
Hogar, including 144 confirmations and google
Homelessness
responses
Qualify of housing
79 community leaders and service providers contacted
Safety, crime, drugs, and gangs
to help spread the word.
2 Spanish -language media outlets advertised the
project.
11 Outreach including social media posts, press releases
in English and Spanish, reaching 70 community
contacts. There were 751 -page views on the City
website.
DRAFT May 2021 9
WN292%um
29
City of Yakima Housing Action PICS
D/eveloping the H141
ee Need for a greater diversity of housing
types, including infergenerafional housing
4 Interviews with local housing developers Shortage of housing and rising costs
I detailed survey of the TAC,
Anti -displacement policies
Quality of existing housing
I Meeting -in -a-box hosted by a TAC member.
Institutional racism, income inequality, and
3 meetings and consultation with the Community
geographic segregation
Integration Committee (CIC).
Support for first-time homebuyers
7 phone- and email interviews with members of the
Transitional housing and mental health
CIC.
supports
S phone interviews with members of the Yakima City
Housing development challenges related
Council, Mayor and City Manager.
to lack of infrastructure
3 additional interviews with community leaders.
The above input informed strategic objectives, shaped specific implementation steps,
and provided insight into what key barriers needed to be addressed.
Technical Analyses
Like other communities across Washington, the City of Yakima faces a critical need for
more affordable housing. The City of Yakima Housing Needs Assessment evaluated tht
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.
The City of Yakima has grown since 2010, with a current estimated population of
194,440 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 (Under 5 and under 18) and a slightly smaller proportion of
residents between 50 and 69 years of age (20% between 50 and 69 in the city vs.
DRAFT May 2021 10
30
City of Yakima Housing Action Plan
Developing t he HAP
HOEMOM
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 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).
=1
There is a housing shortage in Yakima. Vacancy rates for both apartments and
homes for sale are extremely low - below 11%. When vacancy rates are so low,
people looking for new homes have fewer options, increasing competition for t
limited supply of units available. This drives up both rents and housing prices, I
DRAFT May 2021
31
City of Yakima Housing Action Plan
Developing the HAP
* Local housing prices are rising faster than local incomes. The median home value in
Yakima has risen by 33% between 2012 to 2019 while average rents increased by
®. 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 lost 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 forget, the city will need to add about 745 persons per year over the next
20 years.
* The average household size in Yakima is 2.71.6 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 2012 in Average Home Values, Average Rents and HUD
Median Family Income
40%
N
20%
19%
100--
008-0.
00/0
-20%
2012 2013 2014 2015 2016 2017 2018
—Average Home Value Yakima
—Average Rent Yakima
—Median Family Income Yakima County
Sources Zillow, Febajary 2020: HUD Income Limik 2019. 13F!ZK, 2020.
Cost Burdened Households
8 Many households in Yakima are cost burdened. Between 2012 and 2016, 36% of all
DRAFT May 2021 12
32
Developing the HAP
households in Yakima were cost burdened. Cost -burdened households spend a
large portion (over 30%) of their available income on housing costs. This leaves le
money available for other important needs like food, transportation, clothing, an
education. With rising housing costs, the number of cost -burdened households In
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 low-income households. About three fourths of all
households with incomes below 50% of the county median family income are cost -
burdened. Nearly half of these households are severely cost -burdened, meaning
they spend over 50% of their income on housing costs (Exhibit 3). While there are lo
income households living in neighborhoods across the city, the greatest
concentration of low-income households is in eastern Yakima, and many of these
Sources: HUD CUAS (based onACJ5-ypursshmo|os) 20l2-2016;DLRK'2020
DRAFT May 2O2| 13
33
City of Yakima Housing Action Plan
Developing Ihe HAP
JUJJ,JJX,JIIEI['=I;1 �!
All ��63%
Households EW= �� �� � 1 0 Severely Cost -Burdened
0 Cost-Bu rdened
Renters MEN= 490%, Not Cost Burdened
SzI
vvners m� 75% Not Colculat
Several groups may have special housing needs or supportive service needs, such
residents experiencing homelessness, residents with disabilities, and older residents.
Given the city's proximity to a large seasonal agricultural workforce, farmworkers cc]
also have special housing needs that differ from the general population.
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
DRAFT May 2021 14
34
ml
Developing the HAP
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% 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.7
identifying safe and high -quality housing for seasonal workers is an importaapt*
address in Yakima County.
The Housing Policy Framework Evaluation reviewed and evaluated the current City
Comprehensive Plan Housing Element, as well as other elements, regulatory incentives,
_rL
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
*f land capacity, infrastructure needs, and housing activity are presented below.
The policy framework evaluation found the City of Yakima could improve its policy
implementation in these respects:
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).
DRAFT May 2021 15
35
City of Yakima Housing Action Plan
Developing the HAP
Explore incentives for projects that construct new senior housing such as: reducet.'
parking requirements, clustering of units, variety of housing types.
is Consider expansion of the Multi -Family Tax Exemption (MFTE) into areas outside of
the downtown core.
Consider revision to parking standards, especially for high density residential and in
the downtown core.
a 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.
iT-tost vacant land is zoned R-1, with relatively less in other zones. Some land is �-i
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.
The City has demonstrated that it can produce both quantity and diversity in
housing. Based on OFM 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.8 However, based on permit data since 2017-2019, the City permitted 1, 145 ne!
new units, which would be 381 units per year, above the 295 units per year needed.
The City is allowing a range of housing types including more affordable missing
middle (plex, townhouse, etc.) ownership and rental housing, and apartments,
DRAFT May 2021 16
1 9 i
36
Objedives ancl Strategi
Objectives and Strategies
Six objectives were identified for the HAP based on a synthesis of the findings of the
technical analyses and stakeholder and community engagement:
A. Housing Supply: Encourage diverse housing development within existing
neighborhoods.
Ba Affordability: Create and preserve affordable homes.
Cn Homeownership: Create homeownership opportunities for low- and moderate -
income households.
D. Older Adult Options: Support housing options that meet the diverse needs of older
adults,
EA Stability: Address the needs of those struggling with homelessness.
F. Anti- Displacement: Protect against displacement and poor housing conditions.
All strategies are identified as being City- or Partner- lead, which is further defined as
follows:
City Lead: Priority Strategies where the City is identified as the lead will be
implemented by the City of Yakima. This will include, but not be limited to, review
and modification to ordinances (zoning, subdivision, environmenfal review, etc.);
review and modification of the Comprehensive Plan 2040; and analysis and
modification of city policy for city -owned property, code enforcement, utility
connections, permit review, fee structures, etc.
Partner Lead: Priority Strategies where Partner is identified as lead will be
implemented by a variety of local partners with City support as available. It is
anticipated that local partners will be able to point to Partner -Lead strategies in t
HAP when seeking support for grant funding, developing projects, and
i
mplementing their programs.
DRAFT May 2021
17
37
Priority I Strategies
The following six strategies are top priority for the City of Yakima:
1, Update city regulations to remove barriers to innovative housing -types.
2. Make strategic investments in infrastructure.
3. Encourage rent -to -own opportunities and sweat equity programs.
4. Expand and update down payment assistance programs,
5. Develop, acquire, or sell surplus or Linder -utilized city property,
6. Incentivize landlords to improve the qualify and maintenance of housing.
Please use the below key to interpret the summary table under each strategy heading
in the following pages.
WA
TOWNE
INVESTMENT
EFFORT
Short-term
$
Minimal investment
0 Minimal effort
at Mid-term
$$
Moderate investment
So Moderate effort
(z) (1,,,) Long-term
Significant investment
0 6 * Significant effort
Major investment
M
W52293m=
38
Obiectives and St�cltegi(mm
I . Update city regulations to remove barriers to innovative housing
types.
LEAD TIMELINE INVESTMENT EFFORT OBJECTIVES
city Affordability Housing Supply
Older Adult Options Stability Anti-Displacernent
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, senior, and more
affordable 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 defined below.
393330G==
Examples of innovative housing types include:
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 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 IRCW 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 (HB) 1085, passed in 2018, also allows local jurisdictions to remove minimum unit
size limitations on detached houses.
DRAFT May 2021 19
39
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.
Modular 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.9
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
jovernance of the cooperative.10 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
-equired to care for the spaces.
Multi -generational hoimes are designed to provide space for multiple generations
living together under one roof, with each generation benefiting from their own
separate space and privacy. The design of the home is similar to a single-family
residence in outward appearance with an interior layout designed around comm
areas with separate spaces for the different family groups. I
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 -hot line
development, which allows a zero or minimal setback normally required within a
particular zone thus promoting efficient use of buildable land. Zero -lot line 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 f he some as a
regular single-family home. The City has also updated its definition of multifamily
- ----- --- -
DRAFT May 2021 20
40
City of Yakima Housing Action Plan
Objectives and Strategies
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 new smaller
single lot (smaller than the city's current minimum lot size requirement of 6,000 SF) one
must 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
single-family homeownership. Yakima, like many communities in Washington, also has a
shortage of farmworker housing. Innovative housing types can provide formworkers with
high -quality housing that meets local codes, but at a lower cost to developers.
Considerations. Additional options to encourage tiny homes, micro housing, cottagc
homes, multigenerational homes and others include:
Allowing for different zoning/density options to incorporate the above -listed housing
types.
tensity/massing and review process:
Consider allowing a higher number of units than typical for the zone, due to
smaller home size or where legacy pesticides are present. 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 house
per 1,200 square foot of lot area. Consider reduced development standards
such as lot coverage and setbacks for multi -generational homes.
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
DRAFT May 2021 21
41
City of Yakima Housing Action Plan
Objectives and Strategies
Example Communities
W
1-1111111-1-- ; "- , . 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.
DRAFT May 2021 22
WSIUMSS=
42
2. Make strategic investments in infrastructure.
LEAD TIMELINE INVESTMENT EFFORT OBJECTIVES
City Affordability Housing Supply
Stability Anfi- Displacement
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 'undevelopable' 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 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 or redevelopment. Infrastructure
improvements in existing neighborhoods (sidewalks, streets) especially those highlighted
in the displacement risk map as at high risk of displacement is a key consideration.
State laws allow community revitalization funding to be applied to infrastructure
investments. Cities may also initiate �atecomer'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
DRAFT May 2021 23
43
City of Yakima Housing Action Plan
Objectives and Strategies
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
JAZ%—it-Tu-
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 - YMC1-C1'1f-,1,,,,7 -,67. Regular
updates to this ordinance as well as strategic marketing of these regulations can help
support housing development.
DRAFT May 2021 24
44
3. Encourage rent -to -own opportunities and sweat equity programs.
LEAD TIMELINE INVESTMENT EFFORT OBJECTIVES
Partner 1) (9- $ Affordability Homeownership
Stribility Anti-Displacerrient
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
txpiration of the lease term. In some cases, the agreement terms include a rent credit,
in which the tenant pays rent above market -rate, but the landlord reserves a portion of
the rent for the tenant's future down payment.
Traditional rent -to -own contracts fend to be financially risky for renters, as they can
include upfront fees, higher rents, and on 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 backed rent -to -own programs for foreclosed properties. I I 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 homeownershi#
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 is an example program.
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
"ff. • I "t'i T 6W�rK* n W 6 s iu
#.fford to own a home.
DRAFT May 2021 25
45
City of Yakima Housing Action Plan
Objectives and Strategies
significantly more protections for renters than •i traditional rent -to -own contract
arrangements. Due to the limited amount of HOME Investment funds that the City •
Yakima receives, combined with the limited number of qualified • 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 hove 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.
DRAFT May 2021 26
46
Objectives and Sfrategill
4. Expand and update down payment assistance programs.
LEAD TIMELINE INVESTMENT EFFORT OBJECTIVES
7i—io. T. b_15y_ Horne"7717W7
Padner G CO, 00 Stability Anti- Displacement
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.
DRAFT May 2021 27
47
5. Develop, acquire, or sell surplus or under-utilized city property.
LEAD TIMELINE INVESTMENT EFFORT OBJECTIVES
City 00 Affordability Housing Supply
Stability AnflDisplacernent
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 IRCW 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 Cil Of )"(DkiPlU -,i�;L -L�!�2r 1 .79 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 Ian
The City of Yakima has identified properties that could be considered as surplus
property to donate for affordable housing or sold. 12 1
DRAFT May 2021 28
lll!i�MIIII
48
6. Incentivize landlords to improve the quality and maintenance of
housing.
LEAD TIMELINE INVESTMENT EFFORT OBJECTIVES
city 0 (D• Affordability Housing Supply
Stability Anfi-Displacement
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
ilenter 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.
1`110-TIT-1 7Tn iefertife exiSTIng resources ana SYSTeMS T#
provide incentives that are low-cost to the City. Successful incentives are based on
4iologue 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.
Examples
Through its kn0jri,corrie w5111__ theriza fical 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 to lower electric bills while
keeping homes comfortable.
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. 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.
DRAFT May 2021 29
49
In 2018, the Washington State Landlord Mitigation Law (RCW 43.31.605) became
effective to provide landlords with an incentive and added security to work with
tenants receiving rental assistance. The program offers such incentives as
reimbursement for required move -in upgrades, up to 14 days' rent loss and
reimbursement for damages caused by a tenant.
Priority 2 Strategies
The following nine strategies are second priority for the City of Yakima:
7. Create design standards for mulfifamfly and mixed -use development.
8. Improve permitting and environmentall review (process.
9. Expand need -based rehabilitation assistance,.
10. Add more permanent supportive housing,
I I. Support seasonal farmworker housing as severe -weather shelters,
12. Ensure code enforcement does not displace residents.
13. Continue to support education programs on homeownership,
14. Revise parking standards in key areas.
15. Partner with local nonprofits and housing providers.
Please use the below key to interpret the summary table under each strategy heading
in the following pages.
Key
TIMELINE
INVESTMENT
EFFORT
G Short-term
Minimal investment
0 Minimal effort
CQ Mid-term
Moderate investment
09 Moderate effort
Long-term
Significant investment
00 0 Significant effort
Major investment
DRAFT May 2021 30
50
Objectives and Strategi
7. Create design standards for multifamily and mixed -use
development.
LEAD TIPMELINE INVESTMENT EFFORT OBJECTIVES
city (D $$ 00 Affordablilly
Older Adult Options
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 "infill"
development in the downtown core, business districts, and neighborhoods, to
incrementally transform automobile -oriented neighborhoods or corridors into more
A,ewob "vo
sites consistent with the community's on.
Universal design is a key element to integrate with design standards. Universal design
creates an environment accessible by all people regardless of their age, size, ability, o
disability. Universal design features include the layout and design of the home as well
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 hom]
Gaps Addressed. Yakima does not yet have design standards for commercial and
multifamily development. The City does allow " 13mixed use buildings" as a class I
can help the City set expectations for quality and affordable design in new development
,#.nd prioritize investments in existin-q neighborhoods lackine infrastructure, recreation, and
*ther features. Addressing design quality can also increase the acceptance and
com�#tatibilito of new housin�*,. i9ke-s- �Ibwortin_
g, housin_#j_t-V,#,,e varietp. Demand for universal
4esign is expected to grow as the community ages.
I -
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, fa(;ade articulation, building massing, height, and bulk, and trees/shade.
Integrating development and design standards as complementary standards can help
DRAFT May 2021 31
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City of Yakima Housing Action Plan
Objectives and Strategies
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
discour•
_•IinQ small units on small
for modified parking standards, smaller unit sizes and different combinations of
attached and detached units.
mm• =�
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 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 faqade 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 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:
* Pay special attention to the review process and staffing resources and needs.
* 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 —
DRAFT May 2021 32
52
8. Improve permitting and environmental review process.
LEAD TIMELINE INVESTMENT EFFORT OBJECUVES
CRY r.") $ Do Affordability Housing Supply
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 clarify, speed, and
consistency of the permit review process, consistent with legal requirements."
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. Adaptive management through permit procedure audits or studies and
refinements can help ensure that permitting improvements are continuous and
effective. This could identify additional policy and process changes to improve permit
review timelines and communication.
DRAFT May 2021 33
53
Objedives and Strategi
9. Expand need -based rehabilitation assistance.
LEAD TIMELINE INVESTMENT EFFORT OBJECTIVES
Padner (9 GIP Affordability Housing Supply
Older Adult Opflons Stability Anfi- Displacement
Description. Rehabilitation projects for existing housing supports community longevit
Need -based rehabilitation assistance helps low-income residents, people with
olisabilities, and older adults to make needed home repairs and safety upgrades by
*ffering favorable financing terms or time -limited tax abatements to qualified
homeowners. The City currently has two programs that address need -based
-ehabilitation. Continued support and expansion of this program is necessary to me
the community's housings needs. 0
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 communit—
Rehabilitation projects that address weatherization and energy efficiency I
improvements can improve long-term affordability for homeowners by reducing
monthly energy costs. I
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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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10. Add more permanent supportive housing.
LEAD TIMELINE INVESTMENT EFFORT OBJECTIVES
Partner (D Q-) $$$$ 00 Stability Anfi-Displacement
Description. Permanent supportive housing programs provide households with a
�*termanent, subsidized hojxi��,*ityr=
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 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 providers/developers of
homeless services to ensure that any plans for permanent supportive housing are
consistent with the countywide plan for homelessness services.
Example Programs
�,,Jeigjibr_�rho�:)d Health S(-,,..,fvis, 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
support the participant's decision -making in their path to self-sufficiency. Through
the recently completed Rhonda D. Huff Resource Center, Yakima Neighborhood
Health Services also offers temporary and permanent supportive housing for up to
37 people and provides case managers who connect residents to services, legal
aide, employment, and other basic needs.
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11. Support seasonal farmworker housing as severe -weather shelters.
LEAD I 0A ELI N E INVESTMENT EFFORT OBJECTIVES
Partner C9 00 Affordability Housing SUPPIV
Stabifliy Anfl- Displacement
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 agencie!
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 farmworker housing for other purposes during the winter.
Gaps Addressed. This strategy has the potential to provide additional shelter beds for
individuals and families experiencing homelessness in winter when the need is greater
due to severe weather.
..........
—f�;-
*t full capacity during the winter months. Farmworker housing facilities that receive
public (state or federal) funds for construction or operations may be restricted in who
they can serve. Advocacy with the legislature to remove these requirements will be
needed. For example, the Department of Revenue's (DOR) policy is that any use other
than formworker housing during the winter in the first five years would make a property
ineligible for the sales tax exemption provided for farmworker housing.
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alm
Objectives and Strategies
Case Study. Yakima Housing Authority Creative Use of Farmworker Housing to Help Residents
Experiencing Homelessness
During the winter of 2016-2017, Yakima Housing Authority YHA initiated a creative use of the
Cosecha Court apartment complex, located in the city of Granger, to meet the needs of both
seasonal workers and residents at risk of homelessness. Cosecho Court was funded primarily
through the U.S, Department of Agriculture (USDA) Section 514/516 Farm Labor Housing Loan and
Grant program, with smaller amounts from the Washington State Housing Trust Fund and the HUD
Community Development Block Grant Housing Enhancement program,
Given the limitations of the funding that limits occupancy to agricultural workers, the Yakima
Housing Authority initially had been forced to close Cosecha Court when the agricultural season
ended. The facility was not used during three of the coldest months of the year even as the
community struggled with a severe shortage of housing and acute homelessness.
YHA worked with the USDA and state agencies to get permission to use Cosecha Court as
temporary housing for residents experiencing homelessness, a purpose outside its funded mandate.
Working with two local service providers, Yakima Neighborhood Health Services and the Northwest
Community Action Center, the housing development was able to address, in the short term,
homeless residents' need for stable housing, In total, the program sheltered 89 individuals, including
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: htlqs Idt)se, , L-- t) 1V
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57
12. Ensure code enforcement does not displace residents.
LEAD TIMELINE INVESTMENT EFFORT OBJECTIVES
city G G ss to Affordability Stability A witi- Displacement
Description. Some residential rental units have code violations which impact the safety
and health of occu�#tants. In some cases these
vacate the structure to allow for extensive repairs. These code violations are often
caused by deferred maintenance or negligence by the property owner. The City code
enforcement would only cause eviction as a last resort if it is a life safety issue. The City
works with community members and exercises a flexible approach to code
enforcement when able. However, code enforcement could unintentionally cause the
eviction of the tenant household from its residence. 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
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.
The Centers for Disease Control (CDC) maintains the Social Vulnerability Index (SVI) as
tool developed to identify vulnerability to hazardous events nationwide. The index was
developed to assist public health and emergency response experts to identify areas o
extra concern in the event of a shock such as a natural disaster. 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 neighborhooi
IMMEEM
Results identify 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 35 (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.
DRAFT May 2021 38
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1 :1 MO
Oblectives and Strategies
13. Continue to support education programs on homeownership.
LEAD TIMELINE WELT ENT EFFORT OBJECTIVES
Partner G G $$$$ 00 Homeownership
Stability Anti- Displcement
Description. Many residents have needs for housing support programs that extend
beyond mere production of units. First-time homeowners face several barriers to own
homes, such as little or poor credit. Homeowner education helps residents prepare for
the yrocess of *,urchasinx a home and the challen�ges of beinzW a new homeowner. T-�rt
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.
r'.
Gaps Addressed. Promoting programs and organizations that can help first-time
homebuyers will address barriers to homeownership. Research indicates that low- an*.
moderate -income homebuyers might stand to benefit most from these programs.
Considerations. Community members benefit most from homeownership education
,#l.nd counseling when the available support is customized to their needs, easily
wccessible, and offered early in the process. Many first-time homeowners can face
unexAected Costs stru le to
ccams. 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).
DRAFT May 2021 39
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14. Revise parking standards in key areas.
LEAD TIMELINE INVESTMENT EFFORT OBJECTIVES
City G Affordability Housing Supply
Older Adult Opflons
Description. Yakima currently has minimum parking standards for residential buildingS.15
Current parking standards require 1.5 or 2 stalls per multifamily unit (depending on
density) 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. Senior households, for instance, may have
less need parking.
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.
DRAFT May 2021 40
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Objeclives and Strategies
* 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 *wrk their cars on streets, erodinA on-strxet if-L41 V _V
districts. The City should also carefully consider the needs and impacts of revised
parking standards on formworkers or inter -generational families who depend on cars to
access work.
Example Communities
Eliettsbuy N,,' t )iIJr!.,!Lf,, D_�h 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.
K 0 C6d [8,36 - Off-street parking requirements for senior or
disabled housing can be reduced if public transportation is directiy available,
essential services are within 1/2mile 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.
" Pros M ntc1 (11 Cod"'_""� ch, 18,95 - Allows on -site parking variances for projects
applying for earned increased density by providing affordable housing.
a Bellevue Municipal Code 20,25A,070 and 29.2.0...,128 -Studio and 1-bedroom units
affordable to 80% AI 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% in Downtown zones).
DRAFT May 2021 41
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15. Partner with local nonprofits and housing providers.
LEAD TIMELINE INVESTMENT EFFORT OBJEC11VES
Padner j$ Affordability Housing Supply
Stability AM!- Displacement
WIT •
W
organizations, and non-profit developers to pursue common goals and to identify ways
to work together. This could include identifying property, creating incentives,
developing housing assistance programs, supporting grant applications, code
enforcement, property owner assistance, and other programs that help to increase
affordability and reduce homelessness. Faith -based organizations often have resources
such as land and buildings and a desire to use those resources for the public good in
line with their congregation's values.
Gaps Addressed. This strategy can help to increase housing supply, support affordabon-
homeownership, and support middle -income rental housing, senior housing, c •I
SMIESEMEEMS
Case Study: Veterans Supportive Housing and Service Center
An old U.S. Marine Corps Armory in Yakima is being turned into a veteran housing and service
center by the Yakima Housing Authority (YHA). The adoptive reuse project, which is currently under
construction, includes new construction of 5 apartment buildings for 41 supportive housing units
serving homeless veterans. The land and existing buildings were conveyed from the U.S.
Department of Health and Human Services to the Yakima Housing Authority. Veterans will not need
to pay more than 30% of their income for rent. The project includes on -site services, such as primary
care, dental, job resources, and case managers. The project was funded through grants,
donations, the state budget, and the City of Yakima.
Considerations. This strategy works best when the City reaches out broadly to identill
local organizations, resources, and housing needs of groups including people with
disabilities, older adults, or people who are homeless. I
House Bill 1377 works as an incentive to build affordable housing on faith community
owned land. Faith communities who use their land to create homes for low- and
middle -income residents with incomes below 80% AMI receive a density bonus. A
density bonus 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 valuable in
that they allow more to be homes created which can make it easier for affordable
projects to become feasible financially. HB 1377 also stipulates that units must remain
affordable for 50 years.
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Priority 3 Strafegies
The following 22 strategies are third priority for the City of Yakima:
16. Consider fee waivers or deferrals for affordable housing,
17. Give grants/loans to directly support srnafl businesses.
18. Engage with local employers to support workforce housing,
19. Consider a levy or sales tax for affordable housing.
20. Collaborate with nonprofits to build transifionall housing,
21. Expand landlord and tenant assistance,
22. Address mobile home parks that are dilapidated.
23. Encourage micro -retail and flexible cultural space design,
24. Support third -party purchases of existing affordable housing,
25, Explore "Right to Return" policies for promoting home ownership.
26. lncentivize senior housing,
27. Support aging in place services,
28. Minimize barriers to development of housing serving multiple populations.
29. Put in place Just Cause eviction protections.
30. Consider the strategic acquisition of existing multifamily housing.
1. Recalibrate the Multi -Family Tax Exemption (MFTE) program.
32. lncenfivize backyard cottages and cottage housing,
33. Collaborate with faith -based organizations on temporary housing and permanent
supportive housing,
34, Provide tenant relocation assistance.
35, Provide customized housing assistance through a Housing Navigator program,
36. Adopt a Notice of Intent to SeH / Sale Ordinance,
37, Put in place community benefits/development agreements.
DRAFT May 2021 43
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63
Objectives arid Strategi
WHIIN•IR HIRININIII•I III I 1" III I I 1 -1
4 - -
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Key
WHINE
INVESTMENT
EFFORT
(3) Short-term
Minimal investment
41 Minimal effort
Mid-term
Moderate investment
00 Moderate effort
og Cc) Long-term
Significant investment
4p 0 9 Significant effort
Major investment
DRAFT May 2021 44
64
16. Consider fee waivers or deferrals for affordable housing.
LEAD TIMELINE INVESTMENT EFFORT OBJECTIVES
city Q) (9 $$$ 00 Affordability Housing Supply
Description. Fee waivers or deferrals reduce the up-fronf cost of construction for
Tesidential development. Utility connection fees and project review fees can bring hig-h
costs for residential properties. Waiving or deferring some fees for income -restricted
units can be an incentive to encourage the development of income -restricted
w.ffordable 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.
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.
allows for a reduction in sewer system development charges (Ss) if a
senior or low-income housing project demonstrates lower average water
consumption.
Pie'e (",,p�urilyRegulatory 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.
DRAFT May 2021 45
W
Objectives and S�rssfegies
17. Give grants/loans to directly support small businesses.
LEAD TIMELINE MISESTMENT EFFORT OBJECTIVES
city (9 0_1 $$$$ 00 Affordability Stability Anti-Edsplacernent
Description. Support small businesses and cultural anchors in mixed -use buildings to het'i
them invest in f heir 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. Vacant commercial
space in a mixed -use building may result in higher rents for residential tenants.
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
I
costs f im_*Usbo;�v
and the City could help to connect businesses with these lenders.
DRAFT May 2021 46
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18. Engage with local employers to support workforce housing.
LEAD TIMELINE INVESTMENT EFFORT OBJECTIVES
city
C AffoWablflty Housing Supply
D
Description. While employer -provided housing is not the norm in most industries
(agricultural work being the notable exception in the Yakima area), employers have air
work 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 as 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, a-i
T VT V VVS irl rtTV1r11c11q*._es ri =p
that employers adding jobs will bring more resources to the region, enabling more
public investment in housing.
DRAFT May 2021 47
UMMUSEM
M
Objectives and Strafegill
19. Consider a levy or sales tax for affordable housing.
LEAD 11MEHNE INVESTMENT EFFORT i OBJECTIVES
City Q 0 ('9 $$$$ see Affordability Houshig Supply
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 tax levy is authorized through RC W 84.52.105 and allows up to $0.50 per $1,000
of property tax to be allocated toward affordable housing serving very -low income
households if approved by the majority of voters in the taxing district.
IBC W 821,114-1- 40, introduced as Substitute 1113 1406 in 2019, authorizes counties or cities to
redirect up to 0.0146% of the sales tax currently16 collected by the state to fund
affordable housing programs serving households with income below 60% of the county
AI 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 (L-1C_"VV 82,1 L-5,30). The funds can also be used for
rental assistance to tenants for cities with a population at or under 100,000.17
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.
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City of Yakima Housing Action Plan
Objectives and Strategies
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
4r.dditional funding from state or national programs can maximize the benefits of the
*.ollars raised.
Example Communities
Elk".-F
t""jLJ[on I-4o', 2017- 23. In 2017, voters in Ellensburg approved a 0. 1% sales
tax to support affordable housing projects. The tax passed with 61% in favor and is
estimated to bring in $450,000 to $500,000 a year. The City has implemented an
)sing.t-.,oLiIC( sion 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.
0 JLeav Ordinance 1608� In March 2020, Leavenworth
City Council adopted Ordinance 1608 authorizing the sales fox revenue and funding
provisions for HB 1406. Money collected from the tax 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. 18
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DRAFT May 2021 49
69
NJ* Em. too 0 , 1 0 1 0
20. Collaborate with nonprofits to build transitional housing.
LEAD TIMELINE INVESTMENT EFFORT OBJECTIVES
Partner (9 G $$$$ 000 Affordability Stability
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 iee*,.
11111!11 Il Ii III I Jill
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
services.
DRAFT May 2021 50
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Objechves aid Strategi
21. Expand landlord and tenant assistance.
LEAD TIMELINE INVESTMENT EFFORT OBJECTIVES
City Partner (D (9 see Affordability Homeownership
Stability Anti-Displacernent
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 understan4
local rental policies, etc. Other actions to provide assistance include offering low
.wnd I##*Ior*1s.
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.
Gaps Addressed. Expanded assistance for landlords and tenants can increase their
awareness and familiarity. If 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 point of assistance.
Example Communities
The Cit, Of Tukwfla 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
o The Portland Housing Bureau, Renter Services Office (RSO) operates a helpline and
provides technical assistance and information. 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.
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22. Address mobile home parks that are dilapidated.
LEAD TIMELINE INVESTMENT EFFORT OBJECTIVES
Partner 00 Affordability Housing Supply Homeownership
Udeir Adult Options Stability Arai -Displacement
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
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, which would displace residents of these communities. Addressing
much needed repairs and upgrades 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.
LEMEME=_
a CASof Orec's. 'W";Manufactured Manufactured Housing Cooperative Development (MHCD)
A
Center is one of nine Certified Technical Assistance Providers (CTAPs) under the
national ROC USA network. ROC USA is a nonprofit that provides technical
assistance with specialized purchase financing for resident cooperative
corporations. CASA of Oregon delivers pre- and post -purchase technical assistance
and helps manufactured homeowners secure the financing needed.
0 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.
a 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% AML Grants include a $5,000 limit for mobile homes.
W The King County Housing Authority Weatherization Program provides weatherization
services for homeowners, including mobile homeowners. An income threshold must
be met to access free services. The King County Housing Repair Program provides
grants up to $8,000 to mobile homeowners 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.
DRAFT May 2021 52
WSIUMMEM
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23. Encourage micro -retail and flexible cultural space design.
LEAD TIMELINE INVESTMENT EFFORT OBJECTIVES
City 011 Cl) $ 00 Stability Anti- Displacement
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.
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73
City of Yakima Housing Action PICS
Objectives and Sfrateg"I
24. Support third -party purchases of existing affordable housing.
LEAD TIMELINE INVESTMENT EFFORT OBJECTIVES
Partner (9 G Affordability Housing Supply Homeownership
Stability AM!- Displacement
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-
unif-cosf 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.
DRAFT May 2021 54
74
Objectives and Strategies
25. Explore "Right to Return" policies for promoting home ownership.
LEAD TIMELINE INVESTMENT EFFORT OBJECTIVES
Partner CY, (311 Q9 Anti -Displacement
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 J�_yThe 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
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.
* Austin has also indicated its intent to develop a Right to Return and Right to Stay
Program for East Austin.
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ER
01'WASW72A
Objectives and Stmtegi
26. Incentivize senior housing.
LEAD TIMELINE INVESTMENT EFFORT OBJECTIVES
city G 00 Housing Supply
Older Adult Opflom Stability Anfi,Dlsplacernent
Description. Cities have several tools at their disposable to incentivize the production o?
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, allowing a 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 th6
.olbility of the policy both to incentivize the production of housing that meets the
*ffordability needs of older adults, but also the social needs (e.g., proximity to family)
#.nd housing design and layout needs (e.g., mobility considerations).
DRAFT May 2021 56
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76
Objectives and Strofegies
27. Support aging in place services.
LEAD TIMELINE INVESTMENT EFFORT OBJECTIVES
Partner $ 00 Affordability
Older Adult Options Stability Anti-Displacenrient
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
young
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 fax
6xemptions (available statewide in Washington). The City of Yakima's Office of
Neighborhood Development Services (ONDS) supports aging in place through services
1#7 #,r#,v4rrTg7#44r�� vt-uy1r#-r
#Ider residents. Continued support of this program is necessary. The City can also
consider refinements to the program such as:
a Connecting older adults to affordable and trustworthy contractors for home
maintenance and modification assistance
0 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.
I C; Ts 71 1. r I NMI tie Meet
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, mulfi-generafional housing, and ADUs. If 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.
DRAFT May 2021 57
0
28. Minimize barriers to development of housing serving multiple
populations.
LEAD TIMELINE INVESTMENT EFFORT OBJECTIVES
City $ 00 Affordability Homeownership
Stability A nti- Dispi a co� nent
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 wher.
a use is defined as a "Mission" 19when services are open to the public at large. Uses tha�
are defined as "Mission" uses are only allowed in General Commercial (GC), Central
Business District (CBD) and the Light Industrial zones
.7aps Addressed. This strategy can help to increase housing supply, increase affordable
DRAFT May 2021 58
M���
78
Objectives and S rategi
29. Put in place Just Cause eviction protections.
1EAD 11MELINE MVESTMENT EFFORT
City $ 00 AffordabUlty Stability Anti-Displacernent
Description. Washington requires that tenants receive at least a 20-day notice when
asked to leave a property, but the state low 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
�ustifioble reasons could include failure to •ao on time
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 resiclen-�i
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. If 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 I 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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30. Consider the strategic acquisition of existing multifamily housing.
LEAD TWELINE INVESTMENT EFFORT OBJECTIVES
77'Aff=,bility Housing Supply
City C9 C9 (S) Stability Anti -Displacement
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
community -serving 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
hiAher affordabilitkvA io
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 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
DRAFT May 2021 60
WSHINSUM
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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.
M Launched in 2006, the New ,York CRy,,,� Honfur-I(I provides funds to developers
to acquire and preserve affordable buildings which might otherwise be sold to
speculative investors. The fund provides flexible loans for vacant sites or occupied
buildings, preclevelopment, 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.
DRAFT May 2021 61
a
ObjecHves and Strategi
31. Recalibrate the Multi -Family Tax Exemption (MFTE) program.
LEAD TIMELINE INVESTMENT EFFORT OBJECTIVES
MAVW�1�1
CIS, 09 rD Affordability Housing Supply
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. 20 The City of Yakima established its MFTE program, called the Downtown
Redevelopment Tax Incentive Program, in 2006.21 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.
Downtown
Redevelopment Tax
Incentive Program Area
Gaps Addressed. Yakima
needs more housing for
small households and
with incomes below 50%
AMI. Recent changes in
the MFTE program from
SHB2950 also allow the
program to be used for the
of residential buildings.
Considerations. As a
voluntary orogram, the
DRAFT May 2021 62
82
Objectives anc*_77egii
including:
0 Expand the MFTE 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.
0 Use the MFTE to encourage more rental or ownership housing. The MFTE programs
applies differently to buildings with rental units versus ownership units.
a The City could consider other possible conditions to attract desired housing such as
senior affordable housing.
a State low does not limit the type or size of units that may qualify. i a
stut.,Jy_ ysly ARC, 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:
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
lwer incme threshs. This hs the effect f lrinthe mximum
monthly rental price fr smaller units. Ii
ooldaooweg a
o
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
04-n- &4i-t-g
the MFTE program and opportunities on the City website, and layering MFTE with other
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 period and during its existence
these units is one method for preserving affordability.
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32. Incentivize backyard cottages and cottage housing.
LEAD TIMELINE INVESTMENT EFFORT OBJECTIVES
city i aAffordability Housing SuppNy Homeownership
Oldedull Options Stability Anti-Displacernent
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
neighborhoods, and their smaller size makes them more affordable than a typical
c-in, le-familirA residence, Like cottaAe
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 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 incomt
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-f oot 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.
DRAFT May 2021 64
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33. Collaborate with faith -based organizations on temporary housing
and permanent supportive housing.
LEAD TIMELINE INVESTMENT EFFORT OBJECTIVES
Padner G (D Affordability Homeownership
Stability Anti - Dis pla c eai e, nt
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. Several faith -based organizations in Yakima operate affordabl't
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 15 for additional information about 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 AI 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, th_y 42L, carne uinder hrg,� 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 based on 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.
DRAFT May 2021 65
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34. Provide tenant relocation assistance,
LEAD TIMELINE MVESTMENT EFFORT OBJECTIVES
Partner (_ C9 $$$$ 600 Affordability Stability Aril Displacement
W
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
I-equire 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 (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
17MMEM
Due to the limitations of as 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.
DRAFT May 2021 66
86
35. Provide customized housing assistance through a Housing
Navigator program.
LEAD TWELINE INVESTMENT EFFORT OBJECTIVES
PurtneT 0 Ok 011 SASS
Affordability Stability Anti- Displacemeril
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 -
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, havd
knowledge of local rental housing resources and social services, and have cultural
competence.
Example Communities
King County's ��s to is a housing mobility
program offered to eligible families from the Seattle and King County Housing
Authorities' Housing Choice Voucher waitlist.. 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 to
brokering with landlords to financial assistance was critical to the program's success,
DRAFT May 2021 67
M
36. Adopt a Notice of Intent to Sell / Sale Ordinance.
LEAD TIMELINE INVESTMENT EFFORT OBJECTIVES
city G (Dl $ 00 Affordal I Ity Stability Anti -Displacement
Description. A "Notice of Intent to Sell" ordinance requires owners of multifamily
buildings to provide official notification to tenants and local housing officials. The
#rdinance could apply specifically to properties with rents at or below certain incomt
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.
Seattle's NL LLtj ordinance 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.
DRAFT May 2021 68
lllr• rMllilll
88
Objectives and Strategies
37. Put in place community benefits/development agreements.
LEAD TIMELINE INVESTMENT EFFORT OBJECTIVES
CRty (D G (+R $ 00 Affordability Stability Anti -Displacement
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 wi
each party's responsibility. They support affordable housing, affordable commercia
space, community gathering spaces, and other public amenities. I
INq0*90"I owl "11 91 a M
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 int#,
new spaces and gradually afford market rent with time.
DRAFT May 2021 64
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Implementaticl
Implementation
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. 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.
The information in this section is duplicated in the timeline section below, in which the strategies are grouped by
the anticipated timeline instead of priority.
Key
WELINE
INVESTMENT
EFFORT
G.
Short-
$
Minimal investment
0
Minimal effort
09 CY
term
$ $
Moderate
0
Moderate
P 3 01- G)
Mid-term
investment
OOS
effort
Long-
$S$$
Significant
Significant
term
investment
effort
Major investment
co
(0
DRAFT May 2021 70
Priority I Strategies
STRATEGY LEAD TMAELIN E INVESTMENT EFFORT �.
1. Update city regulations to remove city 00 We"
barriers to innovative housing types. GO
2. Make strategic investments in city 0 0
infrastructure.
0
DRAFT May 2021 71
City of Yakima Housing Action Plan
Im.rilementation
STRATEGY LEAD,
TIMELINE
NVES-MENT
EFFORT
3. Encourage rent -to -own opportunities Partner
( J-1- 0
0 � VV
and sweat equity programs.
4. Expand and update down payment Partner
00
00 'V IV
V
V
assistance programs.
5. Develop, acquire, or sell surplus or city
0
00
under-utilized city property.
6. Incenfivize landlords to improve the City
00
V,
V/
quality and maintenance of housing.
a
DRAFT May 2021 72
111101*11,0191 , :
Priority 2 Strategies
STRATEGY LEAD
TIMELINE
INVESTMENT
EFFORT
7. Create design standards for multifamily city
ok
and mixed -use development.
8. Improve permitting and environmental cjry
0
so
review process.
9. Expand need -based rehabilitation Partner
E
00
assistance.
10. Add more permanent supportive Partner
00
00
housing.
11. Coordinate seasonal farorker
Partner
Go,
00
housing as severe -weather shelters.
12. Ensure code enforcement does not Cif
00
displace residents.
N
AFT May 2021 73
Implementation
STRATEGY LEAD POTENTIAL PARTNERS MEELINE INVESTMENT EFFORT
13. Continue to support education Partner
programs on homeownership.
14. Revise parking standards in key areas. Preen w
15. Partner with local nonprofits and
Partner 0-
housing providers.
DRAFT May 2021 74
rC11 u ]:sl
City of r ♦ Housing
Priority 3 Strategies
STRATEGY LEAD _TIMELINE INVESTMENT _ EFFORT
16. Consider fee waivers or deferrals for City
affordable housing.
17. Give grants/loans to directly support city
small businesses.
18. Engage with local employers to
support workforce housing. `
19. Consider a levy or sales tax for „,,lty O G G
affordable housing.
20. Collaborate with nonprofits to build
transitional housing.' er ��
21. Expand landlord and tenant city 0 0
assistance.
DRAFT May 2021 75
�• r
City of Yakima uiAction
Implementation
STRATEGY
LEAD POTENTIAL PARTNERS
WELINE
is EST ENT
EFFORT
r.lbir�i.7 C�7�r11\
e Ica_s f,l_c
1 .ikifl"1J CGJ"li
22. Address mobile home parks that are
P
r K
dilapidated.
23. Encourage micro -retail and flexible
city
cultural space design.
24. Support third -party purchases of
Partner
$
existing affordable housing.
25. Explore "Right to Return" policies for
city
promoting home ownership.��
• • s
City
Partner
cif
O
O
f Y ww
CQ --_e i >1
0
DRAFT May 2021 76
DOC I -1
Implementation
STRATEGY
LEAD
TIMELINE
INVESTMENT
EFFORT
29. Put in place Just Cause eviction
iiy
00
protections.
30. Consider the strategic acquisition of
'
G
��
existing multifamily housing.
31. Recalibrate the Multi -Family Tax
Exemption (MFTE) program.
32. Incentivize backyard cottages and
city
cottage housing.
33. Collaborate with faith -based
organizations on temporary housing and
Partner
G (D
permanent supportive housing.
34. Provide tenant relocation assistance.
Partner
o
10
M
DRAFT May 2021 77
City of Yakima Housing Action Plan
Implementation
STRATEGY LEAD TIMELINE INVESTMENT EFFORT
assistance through a Housing Navigator Partner Go*
program.
36. Adopt a Notice of Intent to Sell / Sale city 00
Ordinance.
37. Put in place community city 1 0 G %oe -460� 101,
benefits/development agreements.
R
DRAFT May 2021 78
Timeline
The HAP emphasizes implementation over the next five years. The tables in the following pages illustrate the
anticipated fimeframe for implementation of the recommended actions. They present the same information as fhc
tables in the implementation section above, but they are grouped by the anticipated fimeline instead of priority.
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.
a W7073-TWIT-31 MW
Key
PRIORITY
INVESTMENT
EFFORT
1 priority 1
Minimal investment
0
Minimal effort
2 Priority 2
Moderate
00
Moderate
3 Priority 3
investment
990
effort
Significant
Significant
investment
effort
Major investment
AJUW��
11
E C15 V E
STRATEGY
LEAD
' , ,sy
INVESTMENT
€EEORT
5. Develop, acquire, or sell surplus or
city
under-utilized city property.
7. Create design standards for multifamily
c
as
V
and mixed -use development.
8. Improve permitting and environmental
city
le
review process.
14. Revise parking standards in key areas.
Partner
27. Support aging in place services.
F do _
00
V
28. Minimize barriers to development of
t-1ty
housing serving multiple populations.
29. Put in place Just Cause eviction
city
rsf
V
o
protections.
32. Incentivize backyard cottages and
city
cottage housing.
DRAFT May 2021 80
• •1 a a• r r ► !
Mid -Term
STRATEGY LEAD Rz,, RI a INVESTIMEN7 EFFORT
1. Update city regulations to remove city
barriers to innovative housing types.
3. Encourage rent -to -own opportunities Partner
and sweat equity programs.
4. Expand and update down payment Partner
assistance programs. 09
0
0
DRAFT May 2021 81
STRATEGY
LEAD
R C; R, T"
INVESTMENT
EFFORT
6. Incentivize landlords to improve the
C—Ity
O'S,
quality and maintenance of housing.
9. Expand need -based rehabilitation
Partner
assistance.
10. Add more permanent supportive
Partner
%1A U1
housing.
11. Support seasonal farmworker housing
Partner
as severe -weather shelters.
12. Ensure code enforcement does not
Ci4,
2
0
displace residents.
13. Continue to support education
Partner
2
go V-71, 01 IWO'
programs on homeownership.
DRAFT May 2021 82
City of r • Housing Action Plan
lmdementaflon
STRATEGY
LEAD POTENTIAL PARTNERS
I OR,,,
INVESTMENT
EFFORT
_C it i._I . �i7niir act ; r:
15. Partner with local nonprofits and
Partner
.x
v
housing providers.
16. Consider fee waivers or deferrals for
affordable housing.
c'
17. Give grants/loans to directly support
city
S
small businesses.
1. Engage with local employers to
I
wy
support workforce housing.
20. Collaborate with nonprofits to build
'��v
Partner Y )rir)o o,,r v Homeitss
000
transitional housing.
r of-)hT, , �
Homeless Network of Yakima
County
ni�il�ro r,nit!Gal_,t�,_r_
21. Expand landlord and tenant
city
assistance.
0
N
DRAFT May 2021 83
STRATEGY
LEAC
P O R,",
INVESTMENT
EFFORT
22. Address mobile home parks that are
dilapidated.
23. Encourage micro -retail and flexible
city
cultural space design.
24. Support third -party purchases of
Partner
existing affordable housing.
26. Incentivize senior housing,,
cif
31. Recalibrate the Multi -Family Tax
cif
ar
Exemption (MFTE) program.
33. Collaborate with faith -based
organizations on temporary housing and
Partner
permanent supportive housing.
34. Provide tenant relocation assistance,
n r
3
0
w
RAFT May 2021 84
140CMIAVWTMWF•tl� Agrimm M.
Implemenfation
STRATEGY LEAD POTENTIAL PARTNERS PR',KRfl1'( INVES-
IMENT EFFORT
36. Adopt a Notice of Intent to Sell J Sale ON $ 00
Ordinance.
WRI
0
Long -Term Sfrafegies
19. Consider a levy or sales tax for
affordable housing.
5- Fy.nlore wwt�rcie,;-*-A
existing multifamily housing.
35. Provide customized housing
program.
37. Put in place community
city
city
city
Parr
City
City of Yakima Housing Action Plan
Implementation
see
8
U1
DRAFT May 2021 86
1111116146112111111
106
City of Yakima Housing Action Plan
MoNioring
Monitoring
In order to monitor f he results of HAP actions in comparison to the 2040 Comp Plan goal
of constructing an average of 295 dwelling units/year, 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 hdicatiors
The following key indicators were selected to reflect the overall desired outcomes of t
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. I
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
:ncreasing 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.
DRAFT May 2021 87
107
Appendices
Community
I....................
Policy and Regulatory Review................ 1
//Potential City-ownedSites ......... ..:.......:..........
..............,.x a _.,..,, ..,..
Displacement Riski .
DRAFT May 2021 88
108
A // Communlity Engagement
Engagement Activities
Community engagement activities consisted of targeted stakeholder engagement and
broad public engagement.
11��i 11�111111
* 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 Committ ee. 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).
Interviews with Real Estate Community. The project team interviewed local real
estate professionals to gather input on marker feasibility of HAP strategies and identify
barriers to housing development.
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.
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 again during early 2021, 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, 531
individuals responded, including 138 in Spanish.
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.
Me
1w,ILDocumentA)f.,x-,,ndices
_J L
109
Legislative Process. The public had two opportunities to engage in the legislative
process. A Council study session in December 2019 was an introduction and publio
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 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.
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.
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 infergeneration 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.
.1,11IDocument I A1,iL,,)endices
EM
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 opportunities for farker 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.
MEM
NIPPON!•1111i; 11 1111 1• 111111 1
a ASO
Live/Work in Yakima: Over three -fourths (83%) of respondents indicated they live in
Yakima and about two-thirds (65%) work in Yakima. More than half (55%) live and
work in Yakima. Respondents were found across all the Council Districts.
0 - tmftl
they are struggling with housing affordability. 13% indicated the COVID-19
pandemic impacted their housing.
Tenure and Occupancy: Half of respondents own a home. Almost 60% reported
having 3 or more residents in their home and just under 40% had 1-2 persons.
Housing Types They Live In: Over 60% live in a single-family home. About 4% did not
have permanent housing.
ro Housing Types Desired: Single-family homes are desired by most respondents.
Manufactured and mobile homes, apartments, duplexes, and triplexes were th;5
next most desired housing types. Other housing styles that can offer affordable
ownership were also desired including townhomes and condominiums.
MEMM
;A.Document A,,Ljendices I
QQC Jbi lj3 -1
WE
detached ownership units, illustrated in Exhibit 6.
Survey queshon: "What type of h0L)sing do YOU currently live in?" (r) = 508)
Survey queslion, "Mcd lype of housing would YOU most like to live in? (check all ffiat apply " (n
487)
Single -Family Home
Apartment
Manufactured or Mobile Home
Duplex or Triplex
Townhouse
Condominium
AU, Mother -in -Law Unit, or Backyard Cottage 11%
5%
1 do not currently have permanent housing. 194%
N/A
Other 11%
2%
10 Current Housing Type a Desired Housing Typee
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 275 responses, the following themes were most common:
a Affordability
0 Lack of availability
a Safety
W Housing quality
The survey also asked respondents: "Are there any issues or challenges that impact
quality of life in your neighborhood? Please share them here." The 287 respondents
most frequently referenced the following concerns:
M Crime
DocurnenLLA)pencfices
3_4
112
* Safety
* Gangs
* Homelessness
* Affordability
* Drugs
Community INeeds: Survey respondents most commonly identified more affordable
ownership housing options as a housing option in greatest need in Yakima, as shown in
Exhibit 7.
Survey question- What kind of housing options do you think are in greatest need in your
community? (check all tact apply)" (n = 513)
r 'M -n75-ITFTT-
f, 7,5- VIF7
higher preference for ownership housing, short-term housing for migrant workers and
'arger homes. HAP strategies will need to address this preference to respond to diverse
needs in the community.
113
As shown in Exhibit 9, respondents across the income spectrum said more affordable
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
More affordable Affordable housing for
ownership housing seniors.
options.
Less than $10,000 (n = 5) � V 0,000 - $25,000 (n = 25) #$25,000 - $50,000 in = 431
*$50,000 - $75,000 (n = 28) A $75,000 - $10 0,00 0 in = 9) it $100,000+ (n = 16)
10
Document [ Aprxarldices
114
Exhibit 10 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 lar,,v_er units and flexib*r_• rv_
household sizes referenced the need for affordable housing for seniors and for smaller
rental housing.
Exhibit 10. Community Housing Needs: Survey Responses by Household Size
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
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
families.
"accessory dwelling
units" such as backyard
cottages.
1 person (n
= 35) 2 people (n = 83)
3 people (n = 48)
4 people (n = A 0)
5 people (n
= 36) 0 6 people (n = 16)
47 people (n = 7)
8 people (n = 5)
Source: BERK, 2020
I—
II Document _j. Al;,jLx_,()cflc(-,�s
115
B // Housing Needs Assessment
See the document here on the project wesit:
Y?7E -.,,es'5 i„18i � r I, 51"(" _it (n A-
&tf Of *kinm
Documord I Aa,) L) e laic: - � n .
EM
Table of Contents
Introduction................................ w....... ,..u. µ...,.a.....m,.,.......,...... ...N................. .............. 9
Summary of Key Findings ....... .......... .99
Housing Terminology ..............--- ....... 1 1
Community Profile ....................................... .A....,.,....,...tr.„ ..m..p.........w .. ..... ....--..... 1
04
Population ............................................... M.. . 105
Households ........................................... 112
Residents with Special Housing Needs....... . 119
WorkforceProfile .... ......... ........a ......,......,.,..-....,..:....... ,n......... ..,.,..:.,.,...:; ..............1,4
Countywide Employment ................... . . 124
Citywide Employment Trends .............. 124
Employment Projections ...................... ... 125
Housing Inventory .......................................... ........... .. ...........
127
Housing Supply Characteristics.............,,..,. ....... -...,........ ,.............. .. ....,..;,... ........... 127
HomeOwnership ........................................................ ........... 11
Rental Housing....................................................... ........... 1
34
Housing Production .......................a ........... 16
Subsidized Housing ...................... ........... 17
Gap Analysis ... ..19
Appendix: Table of Exhibits. 14
DRAFT May 2021 97
RM
Introduction
The City of Yakima is developing a Housing Action Plan. This plan will identify a set of'
actions the city can take to support and encourage housing production that meets
local housing needs. The purpose of this plan is to increase housing choice and
affordability for Yakima residents and workers of all income levels.
This Housing Needs Assessment will help inform and guide the selection of actions to
include in the Housing Action Plan. It provides an evaluation of current housing supply
and housing needs in Yakima, across the full spectrum of household types and income
levels, by answering the following kinds of questions:
a Who lives and works in Yakima and what are their socioeconomic characteristics?
a What types of housing are available in Yakima?
0 Are there any groups of people who are not able to find housing that is safe,
affordable, and meets their household needs?
0 How much housing, and what types of housing, are needed to meet current and
future housing needs of Yakima residents?
The data in this Needs Assessment will be synthesized with information gathered through
engagement with stakeholders and residents during the formation of the Housing
Action Plan.
,:111Document I Appendices 98
RM
Summary of Key Findings
There is a housing shortage in Yakima. Vacancy rates for both apartments and
homes for sale are extremely low - below I %. 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.
Housing prices are rising faster than incomes. The median home value in Yakima
has risen by 38% between 2010 to 2019. Over the some 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.
Many households in Yakima are cost burdened. Between 2012 and 2016, 36% of all
households in Yakima were cost burdened. Nearly 50% of renter households were
cost -burdened, about a quarter of all homeowners. Cost -burdened households
spend a large portion (over 30%) of their available income on housing costs. This
leaves less money available for other vital needs like food, transportation, clothing,
and education. With rising housing costs, the number of cost -burdened households
ORT-0=11
Needs are greatest among low-income households. About three fourths of all
households with incomes below 50% of the county median family income are cost
burdened. Nearly half of these households are severely cost burdened, meaning
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.
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 housing affordability, or inability to find
suitable housing in the city.
0 There is considerable need among elderly residents. There are 5,400 elderly persons
living alone in Yakima. 42% of these residents are cost burdened and 22% are
severely cost burdened. Yet there are only 926 units with federal subsidies set aside
for elderly and disabled persons.
0( Yakima needs more housing diversity. Over 65% of all housing in City of Yakima are
single-family homes. Not all households require, or can afford, that much space. For
example, about 30% of all households in Yakima are singles living alone. Yet only 5%
*IIIDocument J.,Surtirriciri of Ke2 Findh�ps
12 1 99
QQ_G AIND-ex _#_ Na-_1
of housing units in Yakima are studios and only 13% have just one bedroom.
and provide more choices for residents seeking more affordable housing that
meets their current neeOs.
A Countywide there is a shortage of seasonal farmworker housing. There are
county, despite over 45,000 seasonal jobs available in the busiest summer months.22
Identifying safe and sanitary housing facilities for seasonal workers is an important
gap to address in Yakima County.
120
Housing Terminology
This guidebook uses some terminology, acronyms, or data sources that may be
unfamiliar. Here ore some definitions.
The United States Department of Housing and Urban Development (HUD) considers
housing to be affordable if the household is spending no more than 30 percent of its
income on housing costs. A healthy housing market includes a variety of housing types
that are affordable to a ron,*,;e of different household incom
"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).
This is an ongoing nationwide survey conducted by the U.S. Census Bureau. It 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
This is a term that commonly refers to the area -wide median family income calculation
provided by the federal Department of Housing and Urban Development (HUD) for a
county or metropolitan region.23 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).
When a household pays more than 30 percent of their gross income on housing,
including utilities, they are "cost -burdened." When a household pays more than 5#
:2 Document -I HousinLj Terminology 1 101
121
percent 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.
Z RUTM =001
A nousenoia is a group at peopFe_TFvi_F)_g_w1Tff1n the same housing unit.24 1 he people can
be related, such as family. A person living alone in a housing unit, or a group of
unrelated people sharing a housing unit, is 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.
MMMRR��* MAM
The census defines household income as the sum of the income of all people 15 years
and older living together in a household.
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 tax 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.
WOM
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 (Error! Reference source not found.Exhibit 1).
"JE Document I Housinq�Terminolo2y
1 1 102
122
(HAMFI)
STITAPHIENTMET
Very Low-income 50% of HAMFI or less
Low-income 1 80% of HA FT or less
Source: HUD 2020; BEM 2020
SEMM
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 ment.
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.
1=0
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
mum
mmaz���
101112 MIXAMIRIAR0 I MEMO
T)*)*. *JrII#j 11!5e* TO Me SreV 6S-F6ATC I e 7P 7,-'* 11 g F *,# i F r Fg it r * i
of their age, size, or ability".26 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.
bill Document I Housino Terminolo2y 103
I
123
Community Profile
Located in central Washington, on the banks of the Yakima River, Yakima is the largest
city in Yakima County. The cities of Selah and Union Gap lie immediately to the north
and south of Yakima. In addition, the unincorporated suburban areas of West Valley
and Terrace Heights are considered a part of greater Yakima.
Yakima is comprised of numerous neighborhoods. Older neighborhoods cover the east
side of the City, from the Yakima River to approximately 16th Avenue. This area includes
the original City and the growth occurring prior to World War 11. This area also contains
some of the more orchitecfurally-significanf, historical neighborhoods in the City,
including portions of Northeast and Southeast Yakima. Growth in Yakima has been
largely westward from Downtown, despite a limited east -west street network and
pedestrian -oriented infrastructure. Newer housing in the west provides residents with
fewer opportunities to walk to destinations or amenities. Coupled with the long clisfat
from employment centers in the east, this creates greater dependence on cars to
access jobs, services and amenities.
Exhibit 12. 4th Street from a 1940s Postcard
za
Of
W%a I
1' Document � - a
_M I Community Profile 1 104
124
Populaflon
During the lost 10 years, Yakima County had an annual average population growth
rate of about 0.6%, which was slower than Washington's 1.2% growth rate. Yakima
County's population was estimated at 251,466 in 2018, up 3.4% from the 243,240 county
residents in 2010. During the same period, Washington's state's population grew by
12.1 %, nearly three times faster.
The City of Yakima has grown since 2010, with a current estimated population of 94,440
residents. The city is expected to continue growing and is projected to be home to
110,387 people by 2040, as shown in Exhibit 4. This would add 15,947 new persons
between now and 2040, or about 760 new residents per year. The city has grown slower
than the county as a whole, especially between 2015 and 2018, as shown in Exhibit 5.
.0311 Document I Community Profile 1 105
125
Exhibit 14. Historical and Projected Population in City of Yakima, 2000-2040
120,000 110,387
1 91,196 94,440
'fakinio Actual
— — — Yakirno Projeced
4)
S!
V\
Yakima Kennewick Richland Walla Walla Yakima County
Source: WA Office of Financial Management, 2019; Yakirna County Planning, 2020; BERK Consull-ing, 2020
AIDocument I Community Profile 1 106
126
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 (22% vs. 25% statewide), as shown in Exhibit 6. Yakima has larger proportions of
residents under 5 (8% vs. 6% statewide, and under 18 (28% vs. 22%).
Sources American COMMU I lify SLjrvey SO] 0 1 5-Yr Estimates, 2010 & 2018: BERK Consulting, 2020
Demographic patterns across Yakima vary by geography, with areas east and west of
16th Avenue showing markedly different patterns shown in Exhibit 7. Key geographic
differences in age include:
a The proportion of youth is higher on the east side.
Mr-M-TITIM MIT
Docum
ent 'Communily Profile 107
127
1 SO
F,
Wb-t a r•1 an Wver
0 > 40% Population
Yakima is ethnically diverse. The City of Yakima's Hispanic or Lafinx population
rgimnirkes 46% of its nnoulafion com ared to 12% st t wi A
ORt 0. 0, OJONS 2 - a
The younger population in the City of Yakima is far more ethnically diverse than older
age groups. This is particularly apparent in student population. In 2019, 13,069 (80%) of
students at Yakima School District identified as Hispanic/Latino.
A relatively small proportion in the City of Yakima identify as American Indian or Alas
Native. The city's American Indian/Native Alaskan population was 1.2%, smaller than
the 3.6% countywide and slightly higher than the 1. 1% statewide. These percentages
likely reflects the nearby presence of the Yakama Notion in Yakima County. I
-:111Document I Community Profile 1 108
128
77%]
87%
70%
72%,
55%:
65%'
63%
49%
48%'
44%,
HISTORY OF THE LATINX COMMUNITY IN YAKIMA COUNTY
The large number of Latinx and Hispanic residents in the city reflects historical patterns of
migration and employment, tied mostly to the local agricultural industry. While the city has been
a destination for migrant Hispanic farmworkers over the years, growing numbers of Hispanic
farmworkers began permanently settling in the area from the 1930s to 1980s due to changes in
the agricultural industry and immigration reforms.
Yakima's population grew from roughly 3,200 residents in 1900, steadily increasing decade after
decade, to 45,500 in 1960. These population increases were in part due to the arrival of Mexican
American farmworkers from Texas in the early 1930s. During World War 11, the U.S. government
established the Bracero program, which allowed Mexican citizens to come to the Yakima Valley
to work. While these workers did not settle in the Valley, this established the Yakima Valley as a
destination for Latinx farmworkers. By the 1980s many former seasonal workers settled
permanently in the Yakima Valley due to changes in immigration policies. By the 1980s, Yakima
County's Hispanic population was 14.8%, and by the 2000 census, 33% of the residents of Yakima
County were of Hispanic or Latino origin, compared to 7.5% in the state. Today, 48.4% of Yakima
County's population is Hispanic, nearly four times the statewide percentage of 12.3%
Reflecting its ethnic diversity, Yakima has a high proportion of residents who speak
ianguage other than English at home. 37% of the city's total population speak a
2iLurnent j,ComLpuL!j Profile 109
=Wsac=
129
language other than English at home, compared to 19% statewide, shown in Exhibit 9.
Spanish is the most common language among non-English speakers, with 3517o of the
city's total population speaking it.
Exhibit 19. LonguagesSpoken at Home in City of Yakima and Washington State, 2010 and 2018
IWO
bl�
JIINII 'IFIty Spondsh ",Aools <'r VeKM� W(WO�r O� €uj
A
The distribution of race and ethnicity across Yakima varies by geography, with areas
east and west of 16fh Avenue showing markedly different patterns. The proportion of
residents who are of Hispanic origin is greater on the east side, shown in Exhibit 10.
MEMO"
Y'AlDocumeat I Cornmuhlty!400q
000NOMMA
130
Exhibit 20. Percent of Residents that Identify as Hispanic or Latino in City of Yakima, 2014-2018
HISPANICPERCENT
LATINO
Yakima City Limits
City Council Districts
Over 0%
4-
60% to 80%
40% to 60°l0
20% to 40% .
Under 20%
r
NOTE: Percent of populaliwt In, ldwI i-i
as Hki—I, a Latino, 2014-2018 ACS S-year
estimates, census block group geacpaphy.
�:;. ., ._.. <_<... ..... .......... . ............. .........�... ....; ': ... ter. 5.
�L
ia
0 I _. 2 r a I
:..Miles
_.) f ., .. .. r.
Document I Community Profile 1 l 1
131
Households
A household is a group of people who live in a single dwelling unit, such as a house or
apartment. Households can have only one member or many members. They can be
families or unrelated people living together. As of 2017, there are an estimated 33,466
households living in the City of Yakima. Understanding the makeup of the households in
the city across age, race, and family sizes helps us to better understand and provide
affordable housing to a diversity of household types and sizes.
0 0 ro=_ me ro
The average household size in Yakima is 2.71, slightly larger than the statewide average
of 2.55. More than half is of the city's residents live in single or two -member
households. Exhibit I I shows the breakdown of households by size by tenure.
m rom ina s
*%Novo
1.485
1,253 6,233
Is= ;_%7 MA
5-person 6-person 7+ pers
homehold homehold hou ih
When summarizing housing affordability by income level, households are typically
grouped relative to the U.S. Department of Housing and Urban Development (HUD)
Area Median Family Income (also known as "AMI"). The 2019 AMI for Yakima County i�
$56,078. Exhibit 12 lists 2018 median income in the city and county for families
(households with two or more related persons) and non -families. Family incomes are
;AI Document I Community Profile 1 112
132
typically higher than non -family incomes due to the higher earnings from potential dual'
income households. However, the gap between family and non -family incomes in
Yakima is particularly wide, as the median non -family income in the city is a little over
half (53.6%) of AMI. This likely reflects the presence of agricultural workers who may live
in non -family arrangements and make relatively lower wages.
1111:111 ji-PPIN 11'1!1 11IN11:1.911111111111n 11111�r ir 1 117111111711
Source: American Community Survey, 20 14 2018; BERK Consulting, 2020
Exhibit 13 breaks down renter- and owner -occupied households in the City of Yakima
by income level relative to AMI. It shows a significant difference between owner-
*ccupied and renter -occupied households, with owner households much more likely to
have incomes above 100% AMI.21 Only 21 % of renter households earn at or above AMI,
compared to 54% of owner households. Close to a quarter of renter households have
,--xtremely low incomes, compared to 8% of owner households.
_1 Low" R ' lg�j'
1 -21 Document I Community Profile 113
133
01KOMT-T.r."
24%
Owner 54%
39% x(Ime-dy bow
Median household incomes vary by ethnicity as well, as shown in Exhibit 14. The median
Hispanic or Latino household has an income about 15% lower than median white alon-.
(not Hispanic/Latino) households.
MEE
Document I Community Profile 114
MENEM
134
Exhibit 25. Median Household Income by Census Tract in City of Yakima, 2014-2018
MEDIAN HOUSEHOLD
INCOME i
E] Yakima City Limits
City Council Districts
Over $1 00k
$75k to $1 00k
$50k to $75k
j
$25k to $50k
Under $25k
NOTE: Median Household Income, 2014-2018
ACS 5-year esfirnwes, census block group
geog, aphy.
0
0 1 2
Miles
211 ' Document I Cor���ofile
a 1 115
135
One of the best indicators of affordable housing needs is the number of households
that are "cost -burdened" or spending too much of their income on housing. These
households have limited resources left over to pay for other life necessities such as food,
clothing, medical care, transportation, and education. They are also at higher risk of
displacement when housing costs rise, or life circumstances change.
The U.S. Department of Housing and Urban Development (HUD) considers housing to be
affordable if it costs no more than 30% of a household's income. Households paying
more than 30% of their income for housing are cost -burdened, and households paying
more than 50% are severely cost -burdened.
Between 2012 and 2016, 36% of all households in Yakima were cost burdened, as shown
in Exhibit 16. Households with lower incomes are more likely to be cost -burdened.
Source: HUD CHAS (based on ACS 5-year estimates), 2012-2016; BERK Consulting, 2020.
Exhibit 17 presents estimates of total households by income level and cost burden
status. While there are cost burdened households across the income spectrum, severe
cost burden is most prevalent among the lowest income groups. Slightly more than
3,000 households (63%) with extremely low incomes, roughly 1,500 (30%) households wi
very low incomes, and 600 (9%) households with low incomes are severely cost -
burdened. I
1
Document I Community Profile 116
9 1 M
136
IT I, 1 311
51iil
g'g & 4p
z
0 Severely Cost -Burdened (>50%) 0 Cost -Burdened (30-50%) Not Cost Burdened Not Calculatet
14,000
12,000
10,000
8,000
6,000
Total HH: 4,985
4,000
2,000
0
Total HH; 6,640
Total HH; 5,065
gg
Total HH: 3,495
tl'11'51111101`,,
Extremely Low- Very Low-income (30- Low-income (50-80% Moderate Income (80-
Income (:530% AMI) 50% AMI) AMI) 100% AMI)
As shown in Exhibit 18, renters are more likely to be cost -burdened than owners, with
nearly half of renter households (48%) cost -burdened, compared to a quarter (25%)
among owner households. Renters are also more severely cost -burdened than owne
with 23% of renter households severely cost -burdened compared to 10% of owner
households.
ink'AlDocumenf I Communfly Profile 117
137
�'i 1111=19��
All
Households ?63%� 4 Severely Cost-Rurdened
V Cost- Bu rden ed
Rente's 49% Not Cost Burdened
Owners1075% Not Calculated
Renter households are most vulnerable to the impacts of rising housing cost. Exhibit 1
shows estimated counts of cost -burdened renter -occupied households by household
type and income level. While there are households struggling with housing costs acro
the entire income spectrum, the greatest number are among household types with
incomes below 50% of AMI. The greatest need is among small families (2-4 members)
and non -family households, which are typically people living alone or with unrelated
housemates. I
Exhibit 29. Cost -Burdened Renter Households by Household Type and Income Level in City of
Yakima, 2012-2016
Senior Family 25 85 65 25 65 265
Senior Living Alone 365 430 335 35 95 1,260
Large Family 535 350 180 4 0 11069
Small Family 970 1,155 470 55 30 2,680
Other 880 820 320 49 0 2069
.... . .. ............ _'!�! ------ — - ----------
Total 2,775 2,840 1,370 168 190 7,343
. ............. .. — — ----------- ---
Elderly living alone A person age 62+ living alone
Elderly family Two persons, either or both age 62 or older
Small family Families With 2-4 members (excluding elderly families)
Large family Families with 5 or more members
Other Non -family, non-elderly;households (includes those living alone or with housemates)
billDocument I Community Profile
a 1 118
138
A
Residents with Special Housing Needs
Several groups may hove special housing needs or supportive services, such as
residents experiencing homelessness, residents with disabilities, and older residents.
Given the city's proximity to a large seasonal agricultural workforce, farmworkers c
also have special housing needs that differ from the general population. I
According to the 2019 Yakima County Point -in -Time (PIT) Count, 636 individuals were
experiencing homelessness countywide, with over half reporting having slept in an
emergency shelter the prior night. A summary of the count results is shown in Exhibit 2
Most households surveyed in the 2019 PIT Count were actively seeking housing and 7
ten households reported needing assistance to find housing. The top reasons cited a
the cause of homelessness included economic, job loss, alcohol/substance use, and
family crisis. However, there are often a combination of factors that contribute to
housing insecurity and homelessness. Exhibit 21 ranks the reasons cited by survey
respondents. I
11
ME
Emergency
Shelter
2019 YAKIMA COUNTY PIT COUNT
WHERE HOMELESS NEIGHBORS SLEPT THE NIGHT PRIOR TO THE COUNT
TQTALS INCLUDE HEAD OF Hou$EHOLD, PARTNER/SPOU5E AND DEPENDENT5 DATA FROM 539 SURVEY5
considered Homeless by HUD definition (636)
Not considered Homeless by HUD definition (148)
94
115
42
36
37 60 22
s � IN it
1 1"1110
Lon'",
�5NN
ON tin I- 'r
Covered -
Uncovered -
Vehide Inadequate Transitional Hospital i Jail Hotel /Motel
With Family
outside
outside
Structure Housing
Friends
1 Document I Community Profile 119
139
Exhibit 31. Top Reasons Cited as Cause of Homelessness, 2019 Yakima County PIT Count
(Participants could select more than one reason)
Number of Responses
1. Economic
178
2. Job Loss
177
3. Alcohol / Substance Use
174
4. Family Crisis
171
5. Lost Temporary Living Situation
134
6. Kicked Out / Left Home
108
7. Eviction
102
8. Domestic Violence
99
9. Physical / Mental Disability
97
io. Mental Illness
97
ii. Illness / Health Related
92
12. Released from Jail
77
13. Personal Choice
68
14. Lacking lob Skills
63
15. Medical Costs
34
16. Lack of Childcare
15
17. Language Barrier
13
18. Aged out of Foster Care
12
Another source of information about families experiencing homelessness and housing
insecurity is available from the Yakima School District. Each year the district surveys the
families of all students regarding f heir housing situation. During the 2017-2018 school
year the district found that at least 621 students experienced housing instability.
However, not all of these students meet the strict standards of homelessness in a`
count. A summary of the living situation of these students is shown in Exhibit 22. The ferrr.
"doubled -up" refers to students who are sleeping in a friend or family member's home
temporarily.
Exhibit 32. Students Experiencing Housing Instability in Yakima School District, 2017-18 School
Year
, 448 were doubled -up
- 101 stayed in shelters
clllllll��_ =__ 0
.0111Document I Community Profile - 1 120
140
Yakima County's Five -Year Plan to End Homelessness (2018) identified the following
population as needing specific attention with regards to homelessness are:
0 Individuals experiencing chronic homelessness;
0 Individuals over the age of 62.
Exhibit 23 shows households in Yakima by disability status and income. While there are
households with disabilities across the entire income spectrum, the proportions
decrease across income categories. The percentage of households with one or more
members with any disability among households with extremely low incomes is close to
for ambulatory limitations, with 37% of total households with this disability belonging to
the extremely low-income category compared to 17% in the moderate income or
higher income category.
Source: HUD CHAS (based on ACS 5-year estimates), 2012-2016; BERK Consulting, 2020.
MrOMMOMWOMAI
Document I Community Profile 121
141
9,000 residents are age 55-64, indicating that the elderly population will likely grow
significantly over the next 10 years. While older residents have a range of housing
preferences, many need affordable, accessible housing in age -friendly neighborhoocLA
with close links to healthcare and other supports. Some of these households in Yakima
have the financial means to afford appropriate housing and services. Many others do
not.
Exhibit 24 shows the prevalence of cost burden among elderly households across
below 30% AML
Exhibit 34. Cost -Burdened Households by Household Type Income Level (Elderly households) in
City of Yakima, 2020-2016
Elderly Family 105 170 140 110 140 665
Elderly Living Alone 815 620 625 60 155 2,275
_AlDocument I Cornmunj 1, Profile 1-122
N220311M
142
Yakima County is the biggest county in Washington for agriculture, measured both by
number of employees and by number of farms.28 As of 2018, Yakima County is home to
Agricultural workers have unique housing needs: year-round agricultural employees in
this region are estimated to earn less than the median household income, $31,719
annually in wages, and will likely be looking for bottom -tier homes or rental units for their
households. Seasonal workers who come from outside areas will need housing for
shorter time periods, and may desire lower -cost, temporary options such as single -
occupancy rooms or barracks -style accommodations. Because of these needs,
�easonol worker housing is typically measured in beds, rather than housing units.
Mill Documenti Community. Profile
143
Workforce Proffle
Countywide Employment
Him
lflt:� SlaTe average 0-17,�66,175. AgriculTure WOS Tne large -
provider of jobs and wages in the county in 2018, accounting for 28% of all jobs (32,320
jobs) and 22% of total covered wage income. While agriculture accounts for 28% of
jobs in the county, it accounts for only 22% of wage income, reflecting the seasonal
nature of its jobs.
Citywide Employment Trends
According to the Census, as of 2017 there were 40,482 jobs in the City of Yakima. During
the past 15 years the city has gained about 8,370 jobs averaging about 1.7% growth, or
about 558 jobs per year.29 Reflecting countywide employment, top sectors in the city
include agriculture, health care, retail, and manufacturing. The City of Yakima's
agricultural and manufacturing employers are diverse and include fruit packers, beef
processors, and canneries. The City's jobs in the health sector reflects its role as a
regional medical center, with a hospital and the nearby Pacific Northwest University of
Health Sciences (in Terrace Heights). City jobs are concentrated in the Downtown in the
costern part of the city and near US- 12 in the north.
Almost a quarter (23%) of the jobs in Yakima pay less than $1,250 per month. A worker
earning that wage alone would be severely cost burdened by the average one -
bedroom
$1,250 and $3,333 per month. Maybe of the workers in this wage category would also
have trouble afford average cost rental units without working multiple jobs.
To balance their household budgets, many lower -wage workers may move to areas
farther away from the city in search of more affordable housing options. Exhibit 26
shows the home location of workers who are employed inside the City of Yakima. Some
of these workers may desire to live in Yakima but currently live in surrounding areas. It is
likely that some of these households living outside of Yakima are doing so to access
more affordable housing or due to a lack of housing options that meet their needs.
211 Document J Workforce Profile 1 124
woman=
144
local workforce, especially lower -wage workers, can live within easy reach of
mployment centers and in the communities they serve.
Employment Projections
There is as a deal of uncertainty about future employment growth in Yakimas - to
the current30 stay-at-home order in Washington State that has resulted in widespread
layoffs and unemployment. However, employment growth in recent history has been
healthy: an average of 1.7% growth per year between 2002 and 2017.31 According to
the 2017 City of Yakima Comprehensive Plan, the city's growth target is to add 8,556
jobs between 2017 and 2040, or about 372 jobs per year (about 0.9% annual growth).
This would represent a slowdown compared to recent years.
Many lower -paying occupations, such as healthcare support (nursing/medical
assistants or home health aides), retail, and sales, are expected to be in demand in the
region in the next five years based on occupational projections and current supply -
demand data provided by the Washington State Employment Security Department
(ESD).32 ESID also projects the fastest growth in Construction, Transportation Warehousing
and Utilities, Education and Health Services, and Leisure and Hospitality.
"JI,IvvoII iIXY x I--f "A' i1ly"ll_)�l,l-_11,1q11f1J-1 -RtR--A
AI
0�1=�
145
Exhibit is i r Workersi i i 1
"I
w. '
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WENATCHEL1i
t
l
EPHRATA
r
yy
t 1
a.. h
QUINCY
a
ROSLYN
ALL LAIC
MOSES
LAKt
LiLENSBURG
GEORGE
t
. Kti TTIT A',,
l
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ROYAL CITY
Is
3
i
MATTAWA
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MOXEE
t l x
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ft.
OARRAH 0ilk
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��dEYN!±RRCxE RICH LA ND ,
GRAN ER
,y<,;o �
,` 1 Ft4AC0
n tsRANDVIEW
MABTON PRO'SaSR RICHLAND
Home Location of Workers With Jobs
KENNLWICS'
Located in the City of Yakima
More Workers El Yakima City Limits
�
mt
Other Cities
E
L _j County Boundaries
, v"
Yakamo Reservation
,
Less Workers
Mop NI.: M—h 2020
N®1®. Exdvda
0
—k— w Ih hon» 1-11ms —1,ide .1 mup..-1 A`
5 10 20
Document I Workforce Profile 126
C INDEX # 1313-1
146
Housing Inventory
Housing Supply Characteristics
There is a total of 36,120 housing units in Yakima, shown in Exhibit 27. Nearly two thirds
(65%) of these units are single family homes and 15% are multifamily buildings of 5+ units.
Another 12% of units are smaller multifamily structures such as duplex, triplex, and
quadplex buildings. Close to 7% of the housing stock is in mobile homes, which likely
reflects the supply for local seasonal housing for farmworkers.
- M"dhii&j'Jl' '_"? "o -,
a M'hfckrnd1' 5 ?us IQ 3Jras
"MV11"ifwngly �20— L)nes�
Mobdk-' "',v"nes
EMM
Exhibit 28 shows Yakima housing stock by number of bedrooms and households by
household size. It indicates a potential undersupply of both smaller units. 30% of
households in Yakima have only one or two members, but only 18% of housing units are
studios or 1 -bedroom units.
211,Document [ Housing Inventory —] 127
147
7TUMP-1
2012-2016
.9. =-
30%
X
a 30% 28%
PA
250/c
r 20%
I A% 14%
CL 15% 14°/®
According to the Yakima Comprehensive Plan, in 2014 only 10% of the city's residenti-0
structures had been built since 2000, and roughly half (50.1 %) of units were built 40 or
more years ago. These older units may represent lower quality housing stock that ma
require additional investments for upkeep. Older housing may also need modificatiol
;ALDOcument I Housing Inventory 1 128
148
for access to ensure their suitability for older residents, diff ere ntly-a bled residents, and
families. While some housing units may need upkeep or accessibility improvement,
older housing stock may also represent much of the more affordable housing availabIC
in the city. Exhibit 29 compares images of housing in southeast and northeast Yakima.
%uu,c��YoWrn��nmpmhems|*ap|on2Ol7.'. ~
� '
Exhibit 30 maps the geographical distribution of residential structure by year built. It
shows that much of the older housing stock in the city is located in eastern Yakima, in
areas that are typically close to amenities, services, and jobs. Preservation and support
for home maintenance can be important elements of housing affordability.
:III Document I Housing Inventory 1 129
149
Document I Housine Inventory 130
r� r
IM
In Yakima, just over half of housing units are owner -occupied (55%) while 45% are
Tenter-occu pied, as shown in Exhibit 31.
Home Ownership
Momeownership is an important topic to consider since it is the main way most
American families accumulate wealth. Homeownership in advantaged neighborhoods
also provides access to higher performing school districts, amenities, and social capital
that lead to better opportunities. There are a total of 18,081 owner -occupied housing
units in Yakima. In terms of race, 85% of these units are occupied by whites, and in terms
of ethnicity, 70% of these units are occupied by non -Hispanic white residents. Only 44%
of Hispanic or Latino households own their homes.
Exhibit 32 shows change in housing values over time in Yakima and Washington State.
Homes in Yakima are relatively more affordable and housing costs in the city are not
rising as rapidly as they are statewide. However, the median home value in Yakima has
risen by 387o from 2010 to 2019. Over the same period, the median family income has
only increased by 1976. This indicates homeownership is getting further and further out
of reach for many prospective home buyers.
Document-L.Housin2. Inventory 131
In
in City of Yakima, Yakima County, and Washington state, 2010-2020
80%
60%
40%
20%
00/0
-20%
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 YTD
All Hanes, Yakima City All Homes, Washington State HUD 1v4FI, Yakima County
Source: Z111ow, February 20201- HUD Income Limits, 2019, BERK, 2020.
Exhibit 33 estimates the income needed to afford an Average and "Bottom Tier"33 Cost
home in the City of Yakima, assuming the household has 20% down payment in saving2
available for the vurchase. It also shows the -,#erJA!_1n1JW_R
these income thresholds. Based on household income estimates from 2018, just under
half of all households in Yakima have incomes high enough to afford an average cost
home, and 627c had incomes high enough to afford a Bottom Tier home, as shown in
Exhibit 34. Unfortunately, data about household savings is not available, so it is
impossible to estimate how many of these households have the means to become
homeowners. At current housing prices, a 20% down payment is equivalent to
approximately one full year's income for households at these income thresholds, as
shown in Exhibit 35.
Document I Housin2 Inventory 132
MEMO=
152
N $100,000 or higher
W $75,000 - $99,999
$50,000 - $74,999
$25,000 - $49,999
M < $25,000
1=111111 1171111 , 11111111 Ilill:�1111
111:11:��!!11 1'19174=
80%
2-M
<
I Ir 11�11
FT"I'tMTRYP", 0117"
just under half of
Yakima households,
Irl3ryltl.iliwa-lh%,--J
save for a down
payment, and bottom
tier homes are still
WTUOU-1.4 VF �--No �--, 145-d
households.
1*WJJJ Document I HousiLi.IInvcwitotyy 1 133
153
February 2020
ZEM1OZE=_
Sales Price
Assumed 20% down payment
Mortgage amount
I
IT T ry Or I Tn
Monthly mortgage payment ($)
zm�= =
Property tax
Insurance
Annual costs
Monthly costs
qcl 8,2-
15,624 $
2 101
10,314
Monthly Income Needed
2A_862
Annual Income Needed
$
52,027]
34,3471
Source,: /illow February 20201 URK 2020.
Rental Housing
There are a total of 15,385 rental housing units in Yakima. In terms of race, 77% of these
units are occu�#Ced 0 whites, and in terms of W-4-
by non -Hispanic white residents. A larger proportion of Hispanic households are renters
than owners.
Exhibit 36 shows average apartment rents as of 2019 as well as the household income
level needed to afford the unit as a percentage of AMI. Households with incomes at
60% of AMI can still afford average market rents for I- and 2-bedroom apartments.
Those with lower incomes cannot. This helps to explain the fact that so many lower -
income households in Yakima are cost -burdened.
2ILDocument I Housing Inventory_ 134
154
Rents in Yakima are also rising at a faster rate than incomes. Between 2010 and 201 If
average rents in multifamily buildings such as apartments have risen by about 40%.
• the same period median • income increased • • 19%.
One likely reason for the continued -• in rent is extremely low vacancy rates, •
• • i - • • • - • • ♦ • # # -• --
low since 2015, while rents have continued to increase. The latest data shows Yakima's
vacancy rate at less than 1%, whereas a healthy housing market has a vacancy rate of
around 5%. When vacancy rates sink much below 5% there are fewer options on the
market for households seeking to move. This increases competition for the limited supply
• available units and results in upward pressure on market rents.
1111Document I HousinU. Inventory 135
155
$900
$750
$600
$450
$300
6%
$818
5%
4%
3%
2%
$150 "� I %
0.70%
$0 0%
2010 2011 2012 2013 2014 2015 2036 2017 2018 2019
-Average Monthly Rent (2-br) -Rental Vacancy Rate
Source: Washington Center for Red Estate Research, 20 10-201 9; ACS DP04 5-Year Esfimcjtes, 20 14-201 8;
BERK, 2019.
Housing Production
Single-family has been developed at a fairly steady pace over the past several years in
Yakima, as shown in Exhibit 38. However, 2018 and 2019 have shown a sharp increase in
the number of multifamily housing units permitted for development. Overall, 1,590 units
of new housing have been added in Yakima since 2015. Mobile home production has
maintained steady throughout this period, likely reflective of the housing needs of
(see discussion on page
1
PAIDocument I HousLi_q Inventory 136
IM
MIN
Single Family Duplex 3&4 115+ Mobile Home
Source: City of Yakima, 2020; BERK, 2020,
Subsidized Housing
Yakima has 686 units with federal subsidies. These units may be funded by one of
several programs at HUD or the United States Department of Agriculture (USDA). These
units typically have sub -market rents and are set aside for low- or moderate -income
households and specific target populations, The breakdown of federally -subsidized unit5
by target population is shown in Exhibit 39.
Housinq •r
Im
446
Target population unspecified 20
Total 686
Source: No[ional Housing Preservation Database, 2020: BLR<,-2020
y i' • • i ` i• i' i i • • •, •• i', • • "` i • i i a
102111 Document I HousinaInvenfory 138
IM
Gap Analysis
METC-7073rd
The projected population growth for the city is 15,947 new persons by 2040, or an
average annual population growth of 760 people.35 Using a consistent household size of
2.7, this translates to an annual increase of 281 households. Assuming a healthy
vacancy rate of 5%, this indicates the need for 295 housing units annually or 6,196 units
by 2040.
Between 2015 and 2018 the city permitted an average of 185 units per year, or only
about 63% of the rate needed to keep up with growth projections. In 2019, the city
permitted 852 units. While this recent boost in production is encouraging, it is unclear
whether this is a trend that will continue in years to come, particularly given the threat
of an economic recession associated with the 2020 Coronavirus pandemic.
Additionally, it is not yet clear if these units will be provided at price points, sizes, and
locations that directly address the greatest housing needs.
Current average market rents for apartments in Yakima are affordable to householl
with incomes at 60% of AMI or above. Residents in households at lower income lev
will have difficulty findings affordable housing under current market conditions, and
rents are increasing faster than incomes.
Using older data available from HUD, Exhibit 40 presents estimates for the number of
renter households with incomes below three different thresholds, as well as the number
of rental housing units in Yakima that would be affordable to them. It shows a clear gap
in the number of affordable units available for those with incomes below 30% AMI or
50% AMI. However, there is a surplus of units affordable at the 80% AMI level.
Significantly, this data reflects conditions from several years ago. Since then, it is likely
there has been a reduction in the number of units affordable to the lower -income
categories.
AI Document I GaE2 Analysis
1 139
M52MMME=
Im
fii
Number of Renter households 0 Number of affordable and available rental units
AiMl = HUD Area Median Family Income
5
Median value homes in Yakima are potentially affordable to households around 86% of
AMI, assuming that a given household has access to a 20% down payment. Nearly half
of the households in Yakima do not have incomes high enough to afford a home at this
price, and many of these households likely do not have savings available for
down payment ($52,027 for a median value home). Homes in the "Bottom Tier" (lower
third) in terms of valu-a on average, potentially affordable to households at 57% of
AML However, many of these homes may be small or in poor conditions.
As noted earlier, Hispanic and nonwhite households are underrepresented among
homeowners. In many communities, nonwhite households often face additional barriers
to homeownership such as overt discrimination or steering from real estate agents,
bankers, or others in the housing market; challenges related to immigrations status,
employment, or credit background; or lack of access to knowledge networks. This
means that these households may be less likely to own, even if they meet the income
thresholds necessary to own a home in Yakima.
W ma
t 10IF
Al Document -I Gciri AncAZMs 1 140
160
summer months.36 Identifying safe and sanitary housing facilities for seasonal workers i-'s
an important gap to address in Yakima County.
;MD—OCUment
161
Appendix: Table of Exhibits
Exhibit 1. HUD Income Categories Calculated Relative to HUD Area Median Family
Income (HAFI).>......a....., . ........ ....d
103
Exhibit 2. 4th Street from a 1940s Postcard...........................................................................a
104
Exhibit 3. East Yakima Avenue from a 1900s Postcard.......................................................a
105
Exhibit 4. Historical and Projected Population in City of Yakima, 2000-204....................
106
Exhibit 5. Population Growth Rates in City of Yakima and Comparison
Geographies, 2010-201......................................................... ....... . ......e ,......
106
Exhibit 6. Age and Sex Distribution in City of Yakima and Yakima County, 201...... .,,...
107
Exhibit 7. Population Under 18 Years Old and Over 65 Years Old in City of Yakima,
2010...... ................... ........ ............... ..............
8
Exhibit 8. Percentage of Population by Race and Ethnicity in City of Yakima and
Comparison Geographies, 2010 and 201..................................... .............._109
Exhibit 9. Languages Spoken at Home in City of Yakima and Washington State,
2010 and 201...................................................................................... ..............
110
Exhibit 10. Percent of Residents that Identify as Hispanic or Latino in City of Yakima,
2014-2018.....
1 1 1
Exhibit 11. Household Size by Tenure in City of Yakima, 2014-2018.....................................
1 1
Exhibit 12. Median Household Income by Household Type in City of Yakima, 2018 ......
113
Exhibit 13. Percentage of Households by Income Level in City of Yakima, 212-2016...
114
Exhibit 14. Median Household Income by Ethnicity in City of Yakima, 201....................
114
Exhibit 15. Median Household Income by Census Tract in City of Yakima, 2014-2018...
115
Exhibit 16. Cost Burden Status by Income Level of Households in City of Yakima,
2012-2016..................
117
Exhibit 17. Total Cost -Burdened Households by Income Level in City of Yakima,
2012-2016........ „ .....: ............... ..,
Exhibit 18. Household Tenure by Cost Burden in City of Yakima, 2012-2016 ....................
118
Exhibit 19. Cost -Burdened Renter Households by Household Type and Income
Level in City of Yakima, 2012-2016.....................................................................
118
Exhibit 20. Yakima County Homeless Point -in -Time Count Summary, 2019 .... ....... .: ......._1
19
Exhibit 21. Top Reasons Cited as Cause of Homelessness, 2019 Yakima County PIT
Count (Participants could select more than one reason)., ..............
120
Exhibit 22. Students Experiencing Housing Instability in Yakima School District, 2017-
18 School Year ........ ........: ... ....
120
Exhibit 23. Households by Disability Status and Income Level in City of Yakima,
Document I Appendix: Table of Exhibits 42
162
2012-2016„,,.....Q..,...,, .......... ....... ...w,..., <,...3.w.
1
Exhibit 24. Cost -Burdened Households by Household Type Income Level (Elderly
households) in City of Yakima, 2020-2016......................................................—
122
Exhibit 25. Farmworker Jobs and Housing in Yakima County, 2018 Estimate ....................
123
Exhibit 26. Place of Residence for Workers in City of Yakima, 2017..............................k....
126
Exhibit 27. Housing Inventory by Type in City of Yakima, 2018..........................................
127
Exhibit 28. Percentage of Housing Unit Sizes Compared to Household (HH) Sizes in
City of Yakima, 2012-2016,
128
Exhibit 29. Images of Housing in Southeast (left) and Northeast (right) Yakima........ _.,129
Exhibit 30. Residential Properties by Year Built in City of Yakima ...................... ..............
130
Exhibit 31. Household Tenure in City of Yakima, 201 ......... .................. .......*. ......- ......
131
Exhibit 32. Percent Change since 2010 in Average Home Values and HUD Median
Family Income in City of Yakima, Yakima County, and Washington
state, 2010-2020. ... 12
Exhibit 33. Home Ownership Affordability in City of Yakima, 2018-2020..................
133
Exhibit 34. Percentage of All Households by Income Bracket in City of Yakima,
2 J14-2018,.,„,,.o- .......... ........ ......... ....m, .. .....
3
Exhibit 35. Home Ownership Costs for Average and Bottom -tier Homes in City of
Yakima, February 2020........................................................................................
134
Exhibit 36. Yakima County* Rental Rates and Affordability, 2019.....................................
135
Exhibit 37. Yakima County Multifamily Rents and Vacancy, 2010-2019 ...........................
136
Exhibit 38. Count of Permitted Dwelling Units by Project Type in City of Yakima,
2015-2019.....,,. ,,,....,......, ..,... m.... ........:........ .......
137
Exhibit 39. Housing Units with Federal Subsidies in City of Yakima, 2020 ..........................r-138
Exhibit 40. Total Affordable and Available Rental Units in City of Yakima, 2012-2016 ; ..
140
Document Appendix: Table of Exhibits 143
ROMAN—DEXABIL-1
163
C // �Policy and �Regulatory Review
Infroduction and Purpose
[he purpose of this policy framework evaluation is to review and evaluate the current
City of Yakima Comprehensive Plan Housing Element to determine the City's progres3
and success in attaining planned housing types and units, achievement of goals and
policies, and implementation of the schedule of programs and actions. (RCW
36.70A.600 (2) (e)) This evaluation will inform potential strategies in the future Housing
Action Plan.
In addition to reviewing the Housing Element, this document reviews other related
Comprehensive Plan Elements, particularly Land Use. As well, regulatory incentives ant
barriers are considered.
The evaluation is organized as follows:
* Introduction
* Developing the HAP
* Objectives and Strategies
* Implementation
* Monitoring
* References
11 Appendices
;J1 Document I Appendix`. Table of Exhibits 144
DOC INDEX # BB-10
164
Growth Target Evaluation
70INKMOMM
The County has distributed population in consultation with cities. The City of Yakima's
2040 population target is 110,387. (Yakima County, 2017) (City of Yakima, 2017)
Yakima's 2020 population is 95,490. See Exhibit 11. Since 2010 the City has added 4,294
residents. Since the City's adoption of its 2017 Comprehensive Plan, the city has added
1,590 residents. In the last 3 years the City's annual average new residents is 530, a
greater annual amount compared to 2010-2017 at 386 persons per year. To achieve its
growth target, the city will need to add about 745 persons per year over the next 20
i/ears. See Exhibit 12.
r,MEEgij=4r
91.1993,220
6
3=-
91 A t AE Document I L)endix: Table of Exhibits
1 1 145
165
The average household size in Yakima is 2.71.37 If applying a 2.7 household size to the
2020 and 2040.
Exhibit 13 identifies council districts around which land capacity information has bee
developed. Based on a land capacity analysis, the City has more than twice the
housing capacity needed - 14,500 dwelling unit capacity versus a need of about 5,5
dwellings. About 38% of the capacity is for single-family dwellings, about 16% is for
multiplexes and townhouses, and 46% is for dwellings in multifamily and mixed -use
districts. Most of the capacity is in the western part of the city, See Exhibit 14.
"INWINRIWAW
MWIMAZan MXV
C....0 M.P.0
2
3
6
7
my umus
j UrNin G,.wtb Ar,a
:1 Document I AL)L)endix: Table of Exhibits 1-146
166
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. See Exhibit 15
and Exhibit 16.
1 Document I Appendix: Table of Exhibits 147
167
0 100 200 300 400 500 600 700 800 900 1000
SR stir. xtszZi
R-1 29MMIMMINNIVAMM
R-2 901,1011, 01100
R-3 0,111,01WHIMIN
B-1 NIPPON
B-2
H B
Scc MENOMONIE'Srth
LCC I
CBD I'll,
GC
M-1
m-2 ta
R D 4 zr HOW ENRON
AS
Source; City of Yakima BERK, 2020
SR Suburban Res�ce,-, al
L1 A
O
Single Fa".;v
R-2 T— Faridy
R-3 1.1,h yam ly
hr
B-2 L-1 Business
HS 6-n—
SCC Small Conve—ce Car—
LCC Large C.—I e1c. Ce'Tel
CBD Central Business D str,cr
3C G"ew Commerce!
V-1 Lqh'lnOUW5i
bl-2 H—,y Industr a!
RD Rag-1 D-e—am:
AS A rprt S.pp.n
rt
A r,
M 0 x i
:2 Document I Appendix: Table of Exhibits -1 148
168
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. See Exhibit 17.
3ounze�C|�o�Yok�no 8ERK'2D2O-
Vacant acres within 100 feet or more from sewer infrastructure represents about 30% of
the vacant acres, more equally distributed among areas inside and outside the
floodplain. District 5 has the most acres located further from sewer infrastructure of all
districts. See EA �*.
Document I A2pendix: Table of Exhibits
169
Most of the vacant acres not yet hooked up to sewer regardless of distance to
infrastructure is located in District 7 followed by District 5. Per the tables above, more
vacant land is in proximity to sewer in District 7 than in District 5. See Exhibit 19.
The City has demonstrated that it can produce both quantity and diversity in housing.
Since 2017 Yakima has produced 648 dwellings, or 216 dwellings per year, a little lower
than the need between 2020-2040 at 276 units per year. See Exhibit 20 and Exhibit 21.
39IT111511 1=1 #
34,887 35,652
Document I ,ApLie ndix: Table of Exhibits
92 1 150
MOMINUM
IM
5ourc��bFk4. x[RK2O�[� - ,
Annually, most dwelling units have been single family, but there have consistently been
duplex permits, and an increasing number of multiplexes and multifamily, particularly in
2019. See Exhibit 22. The City is allowing a range of housing types including more
affordable missing middle (plex, townhouse, etc.) ownership and rental housing, and
apartments. See Exhibit 23 and Exhibit 24.
AL 151
,-& Document I Appendix: Table of Exhibits
IN
C"I II! III III I
dMultifamily
Exhibit 64. Permits by Dwelling Type 2015-2019
900
Soo
700
600
Soo
About half of the dwellings have been developed in the R-1, R-2, and R-3 zones
combined. However, in 2019 larger numbers of multifamily dwellings were permitted,
predominantly in commercial mixed -use districts, particularly in GC, B-1, and CBD. See
Exhibit 25 and Ex'ki*it 26.
MA
921IL—cument, I ALiLiendix: Table of Exhibits 152
172
Exhibit 65. Permits by Year and Zone*
RM
EM
SR CBD GC
in.
9-1 Iv%- I Scc
w Mobile Homes
"Multifamily
Missing Middle
0 Single Family
Document [ Appendix: Table of Exhibits 153
173
Based on household income estimates from 2018, just under half of all households in
Yakima have incomes high enough to afford an average cost home - $245,000, and
62% had incomes high enough to afford a Bottom Tier home - $162,000. More than two
thirds of the single-family homes were valued at the average or bottom tier home price
affordable to about half or more of Yakima households. See Exhibit 27 and Exhibit 28.
N SO -5162,000 $1 63,000-S245,000 IN S246,000 �
Exhibit 68. Single Family Permit Average Values and Affordability Table
=�l
r_-slTiOTIIFAM- M1
rM M
:2 Document I Appendix: Table of Exhibits 1 154
174
In addition to permits identified above, two accessory dwelling units were permitted
between 2015 and 2019. As of 2020, the City received four permits; there are two
pending as of September 2020. The permits relate to properties in the R- I and R-2 zones.
Policy Evaluation
lis sFM1VTM-7FT-,;TTerS Trie gro"' , T TrgeT evaivaTion an I W
as community survey results to consider the progress in the City's Comprehensive Plan
Housing and Land Use policy implementation and how well the policies relate to the
Yakima Housing Needs Assessment.
The policy review considers the following evaluation criteria in terms of
success/productivity in achieving the housing units and capacity, and the status and
achievement of goals and policies. The relationship of the goals and policies and the
housing needs assessment is also referenced.
Success in affaining planned housing types and units
P#: Count of relevant projects built since 2017 or in pipeline
D#: Dwelling capacity in projects built since 2017 or in pipeline
Achievement of goals and policies
0 --- - 1 �55 ,Mill Document I Appendix: Table of Exhibits
175
M: Moderate progress/maturing implementation through
funding/code/program development
C: Completed
11 1 1 1 � 1111 1 g 1111111 111 1 1 1 11 11 11 rare
Linkage to Housing �Needs Assessment and HAP Objective
V V: Valid, continuing need for goal/policy to meet identified gap in HNA and/or HW
1000M T—AUTTSOUT-19 mom
A: Amend to address gap in HA or HAP ObjectiveS38
1: Indirectly related to HNA or HAP Objective
Exhibit 30 lists each policies in the Housing Element chapter, the data and information
considered, and the relationship to the evaluation criteria.
The City has implemented policies around housing preservation, supply, and diversity,
and its permit trends show the range and numbers of dwelling units increasing. The
funding must be prioritized as it is limited. Most policies directly support the findings of
the housing needs assessment; a few on design or on services could be more clearly
written. The main consideration is funding to implement policies that are early or
moderate in their implementation status.
Document I A2L)endix: Table of Exhibits 156
Im
GOAL 5.1. ENCOURAGE DIVERSE AND
AFFORDABLE HOUSING CHOICES.
5.1.1. Monitor market rate and
?ffordable housing needs. Review and
?,djust land capacity for housing
�.evelopment and redevelopment based
*n housing needs.
Quantitative: Updated land capacity shows M
Growth more than sufficient for target
Capacity and illustrates range of housing
types. See Exhibit 14.
5.1.2. Promote the preservation,
SF permits Sh
improvement, and development of single-
SF home d(
family hornes in Yakima.
repair p`
program C
re
O®
gr
$1,
In
5.1.3. Encourage mixed use in6V
in commercial nodes.
In
y units have been M V
for market rate
ee Exhibit 22. The
ir/Disabled Home
ram was established
irs ago. The average
ded is approximately
ionne over a lifetime.
homes were served.39
Number of MU From 2015-2019, four mixed use
projects projects were completed in the
Number of CBD zone, creating 33 dwelling
DUs units. In 2019, The GC and 13-
1 zones saw larger multifamily
projects. See Exhibit 26.
5.1.4. Facilitate small lot sizes,
Number of
The
condominiums, clustering and other
projects of
linei
options that increase the supply of
each type
dev
affordable homeownership options and
Average
dev
the diversity of housing that meet the
bedrooms for
zon,
needs of aging, young professional, and
new SF and
dev
small and large households.
MF
and
Subsidized
dev
units for seniors
inclk
1,2,
Lod
dev
rec(
M V
:ity allows zero lot M V
common wall single family
;Iopments that have been
,loped in the R-1 and R-2
!s. Townhomes have been
=Ioped in the R-2, R-3 GC,
RD zones. Multifamily
;Iopment in the GC zone
des apartments with studio,
and 3-bedroom units (The
jes). Units specifically
=Ioped for seniors not
ntly achieved.
A h irTM7 s yf 6,J mtj�'vcl' "'jov f I I fj�
-y, _n( I Ypdi
.Al Document I AL))ndix: Table of Exhibits 1 157
Im
Data on bedrooms not available
in consistent format. City has
developed a tracking approach
to address this for future years.
5.1�. Allow accessory dwelling units in Number of
single family zones toincrease the supply 6DUsond
of affordable housing units and to help location
existing homeowners remain in their
homes.
See Growth Target discussion M Y
above including permit trends.
While just two AOUswere
permitted in2Ol5-2Ol9'there are
four permits submitted in2O2O
and two pending ADU permits
' 5.1.6. Allow manufactured homes on
Code present.
The City allows both C V
individual lots in residential zones in
Manufactured
manufactured homes on
accordance with the provisions of state
homesadded
properties (13 permitted over
and federal law. Apply development and
or replaced.
2015-2019) and in parks (40
design standards equally to manufactured
permitted in last 5 years).
housing and other residences.
5.1.7. Promote the improvement Of
Programs in
Comprehensive improvements M Y
existing mobile home perks to meet
place, units
tomanufactured home parks
health and safety standards and quality of
replaced,
have not been made. Units have
life needs wfresidents.
park
been replaced individually. One
infrastructure
porkdidexpandhzodd-dx
improved.
units, but only that expansion
area was upgraded hocurrent
standards.
5.1.8. Encourage and incentivize
Number of
Bicycle Apartments constructed M V
affordable housing to development.
units built at
in 2019 includes 40 of 80 units for
below 80%
homeless/low income (B-I zone).
AMI by
The Yakima Armory developed
income band.
by the housing authority in 2019
provides 41 units of housing for
homeless and low-income
veterans (R-2 Zone).
5.1.9. Support proposals for affordable
Spread ufunit
There have been arange ofunit k» V
assisted and ma market t housing based
r rate ouyn� ase
types using
types, both ownership and
onthe following criteria:
permit data.
rental, across zones. See Exhibit
wDispersion ofaffordable housing
Overlay
26.
throughout the City
permitted
Developments inthe
° Convenient access hotransit
housing on
commercial and mixed -use
map oftransit
areas are more well -served by
Im
• A range of unit types
• Ownership housing when possible
• Long-term affordability
stops (if
transit, and there has been an
available).
increasing share of units in these
Housing with
zones. 40
long-term
See discussion under 5.1.8. The
affordability
affordable apartment
tgreements.
developments have long-term
affordability agreements.
#
Encourage a range of affordable
homeownership options and proviclz
access to education for first time buyers.
I Ordinance No. M V
:ed permit
lousing,
ireshold
Dted an infill
nodified
g reducing
n multifamily
mes.
'fiminary Plot
ewer than similar
iities of similar
- in counties:
,080 + $33/lot,
Y:
1,700 + $45/lot
HNA scats on
Encourage a range of affordable
homeownership options and proviclz
access to education for first time buyers.
I Ordinance No. M V
:ed permit
lousing,
ireshold
Dted an infill
nodified
g reducing
n multifamily
mes.
'fiminary Plot
ewer than similar
iities of similar
- in counties:
,080 + $33/lot,
Y:
1,700 + $45/lot
HNA scats on
More affordable home
affordability—
ownership types are being built
sales price of
including common wall single
recently
family and townhouses. See
permitted
Exhibit 28 and Exhibit 29.
homes
Between 2015-2019, the City
added 2 homeowner units in its
first-time homeownership
program. (Page 18 Annual Action
M V
Document I Appendix: Table of Exhibits
1 159
Im
5.1.12. Participate in efforts to secure Document Due to limited federal funding, E V
land available for affordable housing. City and preference for other
participation. programs, the City's 2020-2024
Consolidated Program does not
anticipate acquisition,
5.1.13. Allow for well -designed Report on In2Ol8,poirDhdQaInn &Suites 'E V
tarmworkar housing recognizing the City recent was converted into housing for
ofYakima'srole asthe primary city inthe fmrm*orker up|o80Oseasonal hznnwodkers.
agricultural Yakima valley with the housing The Yakima Housing Authority
greatest range mfhousing opportunities, pnojects(e'g- operates about 44horm*orker
urban infrastructure, and public services. hotel housing units and l6units for
conversion). seasonal fannwoMkerhousing.
Status of
design code.
GOAL 5.2. PRESERVE AND IMPROVE
EXISTING RESIDENTIAL
5.2.1. Invest inand improve quality mf City programs Policy bbroad and could be
life inexisting neighborhoods. regarding improved toassist in
qualify. implementation.
The City has a to
replace streetlights in
neighborhoods, The City has
mapped pavement conditions,
schools, and bicycle
connections and areas of
improvement to help prioritize
effort541. The City has also
identified non -motorized
improvements that improve
walkability, mobility, and
drainage in its capital facility
'
U A
180
5.2.3. Seek alternatives, when feasible, Unclear,
to demolition and removal of units from qualitativ
housing stock. -1
5�2A. � Encourag m ir
a * .
r i• a
home6wnem
Unclear, qualitative. Over the U A
2015-2019 period the City saw
199 units demolished about 14%
of the units permitted. It is
unknown if the units demolished
were replaced in new
developments.
� and Identify See discussion under 5.1.2. M V
aintain number of
ite-income
GOAL 5.3. ENSURE AN ADEQUATE
SUPPLY OF HOUSING FOR PERSONS
WITH SPECIAL NEEDS,
households
served and
dollars per
capita
invested.
5.3.1. Prioritize the provision of fair Average in addition to the development M A
share housing opportunities to all values based of affordable and special needs
economic segments of the population and on permit housing described under 5.1.8
those with special needs. valuations. the City has allowed a variety of
housing types that are available
at different price points. See
Exhibit 27. Single Family Permit
Values and Affordability Chart to
Exhibit 29.
5.3.2. Support development of new Zones/acres Retirement homes are allowed in M V
units and the operation of existing units
allowing
all residential zones except R-1
for housing persons with special needs
attached
and commercial and mixed -use
such as the disabled and elderly. Promote
housing or
zones.
universal design principles in new and
senior housing-
Universal design not adopted
rehabilitated housing to ensure housing is
Units built for
yet; however, the City has a
designed for all persons and abilities.
seniors,
provision to allow for reasonable
disabled.
accommodations and waiver of
Status of
building code requirements to
design code.
ensure access to housing that
meets the needs of the disabled.
Document [ AL)L,)endix: Table of Exhibits 161
181
(YMC 15.09.1 10 Reasonable
accommodations process)
5.3.3. Support programs that offer
City funding
The City restricts unlawful M V
assistance to homeless individuals and
(human
camping on sidewalks to assist
families.
services,
the homeless, the City worked
CDBG) and
with Yakima Union Gospel
City
Mission, Transform Yakima
participation.
Together, Yakima Neighborhood
HNA, Schools?
Health Services, and multiple
Related to
City departments as part of a
need
taskforce to help homeless find
identified:
shelter, food, and services.43 The
Number of '
City has been working towards
shelter beds,
building more affordable
number of
housing as a longer termr
families
solution. Bicycle Apartments
assisted.
constructed in 2019 includes 40
of 80 units for homeless/low
income (B-1 zone). The Yakima
Armory developed by the
housing authority in 2019
provides 34 units of housing for
homeless and low-income
veterans (R-2 Zone).
5.3.4. Support programs and housing
Housing repair
The City offers a Senior/Disabled M V
options that allow the senior population
programs -
emergency rehabilitation program to
to age in place as their housing needs
seniors served,
fix life and safety issues that would
change.
Supportive
otherwise displace these elderly and
services
frail homeowners into care facilities or
(meals on
risk homelessness. the City of Yakima
wheels) and
Office of Neighborhood development
households
Services assist approximately 100
served.
Senior/Disabled low to moderate
income Homeowner units a year with
CDBG Single Family Rehabilitation
program. Housing repair
programs: see discussion under
5.1.2.
I,, r r s ,i .t, :° �; t«r au,P,r. jl'Th: : 6CtIt ;fit i 5s qI,a, W i I .+ .pit '.
Document I Appendix: Table of Exhibits 162
�i �
182
GOAL 5.4. ENCOURAGE DESIGN,
CONSTRUCTION, AND MAINTENANCE OF
HIGH QUALITY HOUSING.
5.4.1. Promote
development practices
development.
sustainable Code status.
in housing Not a HNA
gap. Could
review in
strategies.
•• language is undescriptive U
of what sustainable means. It
could include access to open
•• and ••
communities, as well • healthy
building materials, energy
efficient equipment, and indoor
• quality.
IN
5.4.2. Use transitional densities, design Existing Code The City applies site screening M V, I
and landscape standards to ensure Not a HNA standards as a buffer between
housing is compatible with existing gap. Could uses, Design standards are not
character and planned goals. review in widely applied.
strategies.
5.4.3. Encourage development of well- Land The City has adequate housing M V
designed new housing in coordination capacity. capacity. See Exhibit 14.
with population growth, employment Housing built
growth, and transportation goals. versus
demand
(vacancy).
5.4.4. Coordinate future housing Sevverand
development with capital planning and water service
investment. gap areas
and
investments.
Code status
for
concurrency.
5.4.5. Implement utility standards that Same as Addressing strategies to
encourage infill development. above. advance infrastructure at a level
that can help advance housing
construction. The City does have
a program to fund public
facilities for low- and moderate -
income households. Another
program to advance all types of
housing (market rate and
e are vacant acres that M V
ilre extension of sewer
structure to be served. See
:)it 17 to Exhibit 19. Densities
limited until services are
ilable; see YMC 15.05.030.
M V
0111 Document I Appendix: Table of Exhibits 163
12
183
affordable) could assist in
providing for housing.
5.4.6. Ensure multimodal public and
Review transit
See Policy 5.1.9 for transit; transit M V
private transportation options are
in relation to
serves higher density areas. City
available for new and redeveloped
zoning density,
standards address street
housing.
standards for new development.
See 5.2.1 for investments in non -
motorized improvements.
5.4.7. Promote complete streets and
Code status.
Yakima has adopted a M V
trails to interconnect Yakima's
Lower priority
complete streets policy in YMC
neighborhoods and promote walkability.
for data
8.96. See 5.2.1 for investments in
analysis: not a
non -motorized improvements.
HNA gap.
Miles of new
streets and
trails and
sidewalks.
5..8. Promote safe, energy ;efficient,
Lower priority
City applies state energy code. M V
and healthy housing attainable to very
for data
Sustainable building practices
low-, low-, and moderate -income
analysis: not a
have not been implemented in
households. Explore measures to improve
HNA gap.
regulations.
indoor air quality and foster construction
Consider
methods that reduce dust, mold, and air
focusing future
toxics concentrations in the homes.
survey for HAP
on design
topics.
GOAL 5.5, FOSTER A CARING
COMMUNITY THAT NURTURES AND
SUPPORTS INDIVIDUALS, CHILDREN,
AND THEIR FAMILIES.
5.5.1. Make human services more
Indirectly
The City offers a wide variety M A
inclusive and accessible to the Yakima
related to
community services including
community.
HAP. Discuss
housing repair for existing
with TAC.
residents, and landlord -tenant
counseling. For new housing
opportunities, the City helps fund
public facilities that benefit low
and moderate income residents.
The City also acquires property
Document A endix: Table of Exhibits 164
184
to help construct homes under
federal funding. The City helps
develop affordable housing
through a Community Housing
Development Organization
(CHDO). Some programs have
been cut back due to limited
funding (e.g. having to strictly
prioritize housing repair funds).44
5.5.2. Identify opportunities and
Indirectly
This broad policy could mean U A
develop strategies that are proactive and
related to
advanced assistance to
preventative in their approach to human
HAP. Discuss
households prior to their
services needs.
with TAC
becoming homeless. See 5.3.4.
5.5.3. Allocate City general funds and
Indirectly
See Policy 5.5.1. E V
seek federal and state funds to offer
related to
human services that the City can best
HAP. Discuss
provide to address a spectrum of
with TAC
community needs.
5.5.4. Consider human services Code The City has a code E V
objectives in developing City regulations abatement enforcement program and a
and codes. For example, enforcing code and loss of transparent "Yak Back" requests
abatement may mean making people housing stock, to assure quality neighborhoods
homeless. Ensuring there are community and and safety; the City also offers
resources to assist these residents, before assistance programs to address housing
they are abated, is critical. offered to and facility repair, addition of
households. streetlights, and graffiti
reMOV01.45
5.5.5. Cooperate with school districts Indirectly The City cooperates with service M V
and non-profit human service providers to related to providers such as With the
identify needs and effective delivery of homeless task force. The City
f)6 i I 1 201
(1 A& a A,, fi(r R(,-" 1 Indl,
�-J
�J
1 Document I Ap2endix: Table of Exhibits 165
186
a 0
I I LIN A 0 IMM �-'
Annual Action Plan
Plan for use of federal funds,
Investment in
Latest plan, 2,1-1 19.
for CDBG and HOME
updated annually
affordable housing
Investment
needs and community
Partnership Funds,
development needs
2016
Yakima County
Strategic plan for approaching
a Housing needs data for
- The plan does not
Farmworker Housing
issues related to farmworker
seasonal and year-
appear updated
Action Plan, 2011 -
housing
round farmworkers
since 2016.
2016
- Increased housing
® The City has
stability for farmworkers
allowed use of a
Zoning Code, YMC Regulatory law on housing a En.
Title 15 development, amended as go
needed co
a Re
off
City housing program
administered through the
Office of Neighborhood
Deve4vii-f-ait t* fi*se wW:
hotel for seasonal
farmworker
housing.
Farmworker
housing is
provided by the
Yakima Housing
Authority and by
producers if
participating in
the H-2A program.
code aligns with
City made
and needs in the
extensive code
,unity
updates in 2019 to
ve barriers to
address barriers to
lable housing
affordable
housing.
• Increased investment in
neighborhoods
® Aesthetic
improvements
Some programs
have been cut
back due to
limited funding
DIVDL" on, socj p")!<Jn )u ont It of Eae tnr"'
Y
P ...... ... A—, .0-0 tax 1 A, 1— " I
1
-,Pill Document, I Appendix: Table of Exhibits 167
187
qualify (income and asset
(e.g. having to
restrictions)
strictly prioritize
housing repair
funds).49
Exterior Point City housing program
Increased investment in
•
Program administered through the
neighborhoods
Office of Neighborhood
Aesthetic
Development to those who
improvements
qualify (age and disability
restrictions)
Nomeownership
Through New
Construction
housing program
,Zjministered through the—
Sffice of Neighborhood
'60
00106WO 11 W1 I I
MM1110
1"FAIMM•N MAMM"'•
Increased
homeownership
The City also
acquires property
to help construct
homes under
federal funding.
The City helps
develop
affordable
housing through a
Community
Housing
Development
Organization
(CHDO).
Tenant/Landlord
Office of Neighborhood
P Improved
The City offers
Counseling
Development Services
fenant/landlord
landlord -tenant
program to assist either tenants
relationships
counseling.
or landlords with disputes and
a Education on legal
advice on reaching
support for those in
agreements or seeking legal
need
support.
. .... ......
Lot Acquisition
A City program within the
s New housing stock
The City also
Program
Yakima Target Area that
v Neighborhood
acquires property
provides funds to purchase lots
revitalization
to help construct
for residential development
% New infill development
homes under
projects. Lots must be
federal funding.
residentially zoned, have
[iufl 2011
Aninual Acticn R( "I"11
.. ........ --------
13111bocumen!J,
2 _/-L )endix: Table of Exhibits 168
188
vacant or substandard
within 12 months of purchas, 69
Downtown
A City program designed to
Special valuations for
Between 2007-
Redevelopment Tax
provide increased residential
eligible improvements
2019 27 market
Incentive Program
opportunities. This program is
in residentially deficient
rate units were
(YMC 11.63)
intended to stimulate new
urban centers.
constructed With
multi -family housing and the
the MFTE
rehabilitation of vacant and
program.50
underutilized buildings for multi-
family housing.
12120cument dix: Table of Exhibits 1 169
INIMM