The Methow Housing Trust develops and preserves affordable, quality housing for residents of the Methow Valley.
For many Methow Valley residents, the stability and benefits of home-ownership are forever out of reach. As the Valley grows and changes, living wages cannot keep pace with dramatically increasing real estate values, leaving more and more Valley households in unsustainable living situations.
The Methow Housing Trust was formed to address this need following a six-month housing assessment involving a diverse committee of valley residents, sponsored by the post-fire Methow Valley Long Term Recovery Group.
Here are some key finding from that in-depth 2016 assessment:
Area median income (AMI) in the valley is $39,539, compared to the State average of $60,294
60% of Methow households earn less than $50,000/yr, and 25% earn less than $25,000/yr.
In 2000, 51% of owner-occupied homes were valued at less than $150,000. Now only 17% are in that price range, and most of those are in remote areas or in poor condition.
Nearly 40% of residents pay over 35% of their monthly income on rent or a mortgage payment.
Over 40% of homes in the Methow Valley are seasonal and/or vacation use homes, and only 13% of housing stock is available for rent.
Nearly 30% of children in the valley live below the poverty level.
The Methow Housing Trust, one of over 250 community land trusts in the country, has already achieved 501c3 status, recruited an active, bold and motivated Board of Directors, hired an Executive Director and part-time staff, opened an office at TwispWorks, and secured land in the towns of Twisp and Winthrop - with space and zoning capacity for 40+ homes. Want to learn more? Contact us at (509) 996-5943 or firstname.lastname@example.org
Staff & Board
Board of Directors
Phil Davis, Vice President
Nancy McKinney Milsteadt, Treasurer
Nancy Nash Mendez
Bill Pope, President
Laurel Spelman, Sectretary
Organizational Development: Create thorough and sound policies, organizational structure and internal management systems.
Glean “best practices” from other highly regarded CLT’s, local non-profits and capacity building resources.
Develop sound and thorough policies to keep pace with home building goals and public interest in the MHT Homeownership Program.
Take the time needed to build strong organizational structure (staff, board, workplans) and internal management system that will allow us to earn and maintain trust with members, donors and community.
Project financial/budgetary needs at least 3 years out each year.
Continue to recruit and develop a highly effective, professional, inclusive and bold board of directors.
Home Ownership Program: Build homes and match them with eligible Methow Valley residents.
Build an average of 5 homes per year, starting at the Canyon Street Property.
Refine home pricing strategy to ensure equity and long-term success of homeowners and MHT.
Clearly define the need and target demographic, and include eligible applicants in home design and neighborhood design development as much as possible.
Provide “proof of concept” with phase 1 of Canyon Street project.
Ensure future housing opportunities with additional land acquisitions when possible/appropriate.
Outreach and Education: Develop education and outreach programs to keep pace with land acquisition and home development goals.
Develop an outreach plan to effectively reach potential homeowners in the 60-100% of AMI range.
Use a wide range of outreach tactics to reach all generations and social circles, both potential buyers and community supporters.
Research and develop first MHT Homeownership Education Program by Summer, 2018.
Explore ways to build internal expertise and strengthen a broad range of affordable housing options through policy advocacy at County and State level, and strong partnerships with other local groups interested in housing issues.
Develop relationships with Federal and private lending institutions to facilitate mortgage options for eligible home buyers.
Fundraise: To match the vision and goals we are committed to.
Focus on private funding to accomplish Canyon Street Project goals.
Identify “Foundational Donors” for silent phase of capital raising campaign (2017)
Through outreach efforts and GiveMethow Campaign, build membership base to 100 in 2017. In 2018, retain 2017 membership and add 100 more.
Seek private foundation grants to support operations, programs and development.
Prepare to launch broad, community-wide capital campaign when MHT has a significant list of approved home-buyers.