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A Housing Strategy for the Near West

Version 2.0 of Near West Housing Seminar
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w purpose

on 30 November 2011

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Transcript of A Housing Strategy for the Near West

Local Choice | Market Innovation
Near West Housing Strategy
WHERE ARE WE?
Residential
The Near West Community is
Housing Units
6845
- 5118
“We have to play with the market that's out there. Adaptability is critical to the Near West ongoing success.”
2008 Median Sales Price of Single Family Residential Properties Sold
WHAT OUR ARE HOUSING MARKETS?
"Tax credit projects can't serve people below 20% because the subsidy isn't big enough.
*High Volume Corridors
*Diverse and Young Population
*Major Natural Resource
*Committment to Families
*Location, Location, Location
*Unique Character
*Rail Corridor as symbolic connector
hint: untraditional program mixing works
that 51 perecent is made up of
2. THE BALANCING ACT
hint: The strategy must develop urban design policies that are attractive to the mainstream of the housing industry and will lead builders to adjust the types of homes they feel comfortable producing.
Policies should be able to attract builders from other markets who have experience with the kinds of products being promoted.
monument enhances corridor
live / work model?
infrastructure / Gateways
Allow builders currently active in the market to adjust their product mix incrementally so they are not being asked to go too far out on a limb.
economic development does not only depend on the traditional production factors, but rather on mobilizing hidden and under-utilized capabilities & assets on the ground, step by step, searching for bottom-up complementarities to traditional models.
Asset-Based Community Development
HOW ARE WE GOING TO GET THERE
Innovative Infrastructure
Transit Future - Speed Bus or Light Rail
+
District Branding // Identity
Urban Program
STEP 2: Evaluate What Kind of Neighborhood Do We Have?
CDCs, are playing an increasingly pivotal role in mastering and fostering
local economic development initiatives by bringing corporate business,
civic organizations and public agencies into concrete collaborations
STEP 1: Organizing Around Housing Strategies
Community Development Corp.
housing
A. Partnerships


B. Broad support w/out Requiring Total Consensus


C. Focus on Demand


D. Cover the Whole Market


E. New Information


F. Local Leadership & Participation


G. Mid-term Time Horizon

A. Partnerships
B. Broad Support w/out Requiring Total Consensus
G. Mid-term Time Horizon
F. Local Leadership & Participation
E. New Information
D. Cover the Whole Market
C. Focus on Demand
for the strategy to be credible, there must be a clear path to the desired outcomes. The strategy should aim to enable communities to meet identifiable housing needs in a three- to tenyear time horizon.
Outside facilitators provide information and help manage processes, but local leaders set expectations, establish priorities and work closely with one another, actions which the Community Housing Strategies process is designed to encourage and support. It is important that leadership be shared by public and private sector participants.
The best way to move a discussion off-center is to provide new information that recasts the issue at hand. New information about markets and demographic trends helps identify product types that will be appropriate for a market.
Housing markets are best described as a continuum, from the lowest cost subsidized housing to the heights of luxury. Demand moves fluidly within that continuum, so that a surplus or shortage of one type of product will affect demand for other types.
Current consumer preferences will be acknowledged, but with the understanding that because new, innovative types of housing may not be well-known, consumers may not be aware of their choices. Emphasis should be placed on meeting functional housing needs in innovative ways known to attract consumer interest in other markets.
The strategy process needs to begin with a shared understanding and acceptance of the objectives: housing innovation and production. Acceptance of this common objective may be the most difficult part of the process, but success is predicated on it. Once the objective is established, everyone should be invited into the tent. But it should be clear that those who only seek to pull the tent down are not encouraged to stay.
The complexity of the development environment will require new and expanded partnerships. It will be very difficult to strike the balance between market economics and community acceptance with traditional arms-length relationships. An innovative development environment requires flexibility and adaptability, and those, in turn, require relationships of trust, based on shared objectives.
We are not simply focused on buildings, but the space in-between two buildings. This includes the physical components of streets, pathways, public spaces, developments, or gardens.
We believe ideas of aesthetics, identity, ecology, and innovation are driving forces in our thinking and process. Our interdisciplinary approach brings together the appropriate professionals to solve the often complex scenarios that exist between architecture and urban design.
Oxford University Press and Community Development Journal. 2008
All rights reserved. For permissions, please email: journals.permissions@oxfordjournals.org

Local economic development
initiatives from the bottom-up:
the role of community
development corporations

Flaminio Squazzoni
Credits
The Housing Partnership, through a contribution from the Washington Association of Realtors. Contact: Michael Luis, 425-453-5123, mluis@seanet.com.

Community Housing Strategies:
Market Innovation, Local Choice
The Housing Partnership
November, 2005

The Housing Partnership is a non-profit organization (officially known as the King County Housing Alliance) is dedicated to increasing the supply of affordable market rate housing in King County.
Planning to Stay: Learning to See the Physical Features of Your Neighborhood

by William R. Morrish

Planning to Stay offers a practical guide for members of a community to assess the place they live and take control of its development. It includes a total of 130 photos. "William Moorish and Catherine Brown are the most valuable thinkers in American urbanism today." - The New York Times

Published September 14th 2000 by Milkweed Editions
Devington Communities Association
Re-Connect Devington Campaign
Near Westside Neighborhood

LISC Sustainable Communities Initiative
Neighborhood Quality Monitoring Report
TeamArteria—The partnership of three professional services firms: The Sosa Group, EDEN Land & Design, Inc. & A2SO4 Architecture

Prepared for:
WCDC Westside Community Development Corporation
LISC Local Initiatives Support Corporation, with funding from U.S. Department of Housing and Urban Development. FOCUS Fostering Commercial Urban Strategies, and The businesses and residents of the West Washington Street Corridor
Ball State University // Design Studio // Todd Adams
Near Westside: Market Information for a
Comprehensive Housing Strategy

Development Concept Inc.
November 2009
WCDC
Studentsuniversity workerslow income latino familiesEmpty nestersurban pioneersFormer residentsExisting homeowners
Working class families
Our Markets & High Opportunity Locations
Full transcript