Archive for category: Member Events & Success Stories

Fellowship Square and Community Partners: Uniting for Impact at the Annual Summer Food Rally

July 2, 2024
July 2, 2024

 

Last month, StarKist, Feed the Children, and Cornerstones hosted their third annual StarKist-Feed The Children Summer Food Rally aimed at combating food insecurity in Northern Virginia. The event successfully provided 21,000 pounds of donated food to five local food pantries and affordable housing nonprofits that reach vulnerable individuals and families in the region. Initially, this event was geared towards supporting families with children who depend on free or reduced-price meals during the school year and face challenges accessing food over the summer break. However, this year’s rally was expanded to include older adults, recognizing the unique challenges of food insecurity they face, such as physical difficulties in grocery shopping, meal preparation, and the financial dilemma of choosing between medications and groceries.

Fellowship Square, a HAND member and affordable housing and services provider for vulnerable seniors in the Washington DC metro area, was one of the five partners of the Food Rally. This event was an enjoyable occasion for Fellowship Square’s 300+ residents at Hunters Woods Fellowship House in Reston, Va., many of whom live on a restricted fixed income of less than $10,000/year, as it received widespread support and supplies from the Food Rally.

Nationally, food insecurity is a challenge that over 5 million older adults courageously face every day. In Virginia alone, 7.5% of the more than 1.9+ million seniors strive to meet thier nutritional needs. Addressing food insecurity requires collaboration and partnership. For Fellowship Square, partnering with Feed the Children (who focus on the other side of the age range!) and StarKist (who focus on the other side of the age range!) was an excellent opportunity to improve the lives of older adults by providing them access to nutrient-rich foods, contributing to a healthier Fellowship Square community overall. For additional information, please read the news release

APAH Resident Services 2023: Residents Making the Most of Their Home

December 14, 2023
December 14, 2023

APAH’s Mission
APAH’s mission extends far beyond four walls and a roof. As a nonprofit developer, we address regional affordable housing needs by developing and preserving quality affordable apartments while providing programs and services to empower residents to make the most of their home. Real estate development is just the beginning of APAH’s work. In addition to housing stability, we prioritize economic mobility; health, wellness, and senior support; children, youth, and families; and community engagement through onsite programming across our properties. APAH recognizes that when a stable home is combined with effective services and programs, it can be life-changing.

Prioritizing Resident Voice
Since 2012, residents have been members of APAH’s board of directors, bringing their lived experience to the table to shape and enrich APAH’s priorities and strategic decision-making. Including APAH residents at the board level provides invaluable perspective as we develop innovative programming to meet residents’ varying needs. To add another platform to gather resident feedback as APAH’s portfolio of properties grows regionally, APAH’s Resident Advisory Council launched in 2022. Resident representatives from each of APAH’s 21 properties volunteer monthly by meeting with staff to help shape programming and priorities for APAH communities. In addition, onsite resident services staff build rapport with residents daily at each property and design programs to help address resident-identified challenges and barriers. Residents are surveyed by onsite coordinators upon move-in so that APAH can learn about each family’s or individual’s goals and dreams. By working hand in hand with residents, we understand who they are, what their needs are, and how to best support their journey.

Residents Making the Most of Their Home 
The lifeblood of APAH communities is the residents who call an APAH apartment “home.” Families cooking a meal, children finishing homework, seniors sharing a coffee, and neighbors learning about each other are what make APAH communities special. By elevating resident stories in APAH’s communication strategy, we highlight the joys and resilience of our neighbors. Programs such as the Latino College Access Club, now in its second cohort due to a partnership with the Virginia Latino Higher Education Network and admissions expert Lyons Sanchezconch, is getting students college-ready by lowering access barriers around tools like the FAFSA process. The Snowden’s Ridge Diamonds Dance Team is unleashing the creative spirit of young girls and teens under the leadership of APAH’s onsite coordinator, LaNia Dixon. APAH is supporting the older adult population in the region at its newest senior residences by providing wellness programming, transportation assistance, social connections, and much more.

APAH believes that everyone deserves a place to call home–a foundation to live their dreams, and we will continue to work to make the region more equitable, diverse, and inclusive.

We hope this latest video inspires the HAND community to prioritize using every creative tool we can to elevate residents’ voices. Doing so with dynamic storytelling that showcases the dignity of the families that call our properties home, will, we hope, help move the needle on the critical housing and funding needed to support residents in the region.  

 

Five Minutes With David Nisivoccia

December 13, 2023
December 13, 2023

David Nisivoccia

The HAND network is hard at work to address the growing housing affordability challenge across the Capital Region. Five Minutes With is a series highlighting these members and other stakeholders. This informal conversation delves into their recent projects, the affordable housing industry, and more. In this edition, we had the pleasure of chatting with David Nisivoccia, Executive Vice President and Chief Operating Officer of Volunteers of America National Services. Take a look at our dialogue below.

HAND: Congratulations on your new role with Volunteers of America (VOA)! Tell us more about your background and your organization’s work.
David: I’m happy to be returning to the DMV, having grown up in Northern Virginia. I’ve spent most of my career working on behalf of public housing authorities, including Fairfax, San Antonio, and most recently serving as the Executive Director of the Denver Housing Authority. I’m just wrapping up my first 100 days in this position at VOA, and I’m already amazed at the breadth and depth of housing, healthcare and human services provided by the team. I’ve had the opportunity to travel across the country, visiting our programs and housing sites, and a key commonality across these communities is the consistent undersupply of affordable housing.

Founded in 1896, Volunteers of America is a national, faith-based nonprofit organization that serves more than 1.5 million people in 46 states, the District of Columbia and Puerto Rico. VOA National Services is a wholly owned affiliate and one of the nation’s largest nonprofit providers of quality affordable housing, with a portfolio of 13,000 units across 38 states and Puerto Rico, as well as senior healthcare facilities and other related community health programs.

HAND: Having worked all over the country, you certainly have seen the housing landscape in different markets. What are some of the trends you have noticed?
David: More than 20 million American renters today are burdened with housing costs. As a result, the average family is extremely sensitive to economic volatility and is even susceptible to homelessness should their household face acute financial challenges. This is especially true here in the District and the surrounding region. With significantly more of the average household’s income going toward housing, that means less money is available for transportation, groceries, healthcare, childcare, and especially savings that could protect folks in times of crisis. Affordable housing is one of the most significant societal challenges of our time – and we aren’t going to build our way out of it fast enough using traditional methods or doing business as usual.

HAND: What are some of the biggest challenges when it comes to building more affordable housing for those priced out of the current market?
David: The National Multifamily Housing Council estimates that 4.3 million new rental homes are needed by 2035 to meet the demand. The challenges are stark: rising interest rates and construction costs, tumultuous equity markets, strong opposition to densifying neighborhoods, limited soft funding and oversubscribed bond cap, an overwhelmed and under-resourced workforce. We must use every single tool in the toolbox, and invent new ones that address the challenge from both the supply and demand sides. We need both carrots and sticks … accelerated entitlements and expedited permitting; efficiently-designed housing; modular and manufactured housing solutions, and new capital stacks that can work well together. And we need new partnerships, and opportunities for mixed-use projects that leverage capital markets and affordable housing programs.

HAND: There certainly is no shortage of challenges facing our sector. What is Volunteers of America doing here in the Capital Region to increase the supply of supportive affordable housing?
David: In partnership with Hoffman & Associates, D.C. United, and the D.C. Government, Volunteers of America is thrilled to relocate our national headquarters into the emerging Buzzard Point neighborhood of Southwest D.C., where we will bring together more than 100 full-time employees, co-located with 110 units of deeply-affordable senior housing operated by Volunteers of America National Services. Of these units, 69 out of 110 units will be set aside for seniors earning 30 percent AMI or less, which we believe is the most critical tier of residents to house.

We are currently exploring strategies to implement best-in-class technology supports to help address social determinants of health. The building is designed to achieve LEED for Multifamily certification, and every single unit will be accessible, allowing residents to age in place and take advantage of built-in infrastructure as their mobility and health needs change. The project also will include market rate multifamily and retail. We are excited to expand our reach in the District of Columbia and bring our national expertise to support local initiatives in the city.

HAND: Why is it important for Volunteers of America to move from your current headquarters in Northern Virginia into the District of Columbia, at Buzzard Point?  
David: In a time of significant office vacancy and hybrid work, Volunteers of America will bring a commercial office presence to DC, as one of our greatest strengths as an organization is being “in-community,” leveraging relationships, trust and connections in the communities we serve. We recognize the value of human connection, as that is what we do every day with the people we serve. Co-locating our staff teams with affordable housing and services in the District is a reflection of our commitment to ensuring we are “in-community,” connected on a daily basis to the communities we live in, work in and have the pleasure to serve. We plan to continue our work as a public policy partner and thought leader in advocacy efforts around affordable housing, making our voices heard and ensuring policies work well for industry practitioners like yourselves.

I look forward to growing our presence in the DMV, and working with all of you to answer the call for meeting the region’s affordable housing needs.

 

Five Minutes With Emi Reyes

October 20, 2023
October 20, 2023

The HAND network is hard at work to address the growing housing affordability challenge across the Capital Region. Five Minutes With is a series highlighting these members and other stakeholders. This informal conversation delves into their recent projects, the affordable housing industry, and more. In this edition, we had the pleasure to chat with Emi Reyes, CEO of the Latino Economic Development Center and HAND Board Member. Take a look at our dialogue below to discover Emi’s commitment to community development, diverse experiences, and insights on cultivating more equitable communities in the area.

HAND: The HAND Team is excited to have you on the Board of Directors! Can you tell us a bit about yourself and your past work experience?
ER: I am honored and thrilled to be a part of the HAND Team as a board member! My journey began in Washington DC, where I was born to Salvadoran immigrants. Their hard work and determination instilled in me a deep passion for entrepreneurship and community support. This drive has guided my career, culminating in my current role as the CEO of the Latino Economic Development Center (LEDC).

During my time at Bennington College in Vermont, I co-founded our college’s inaugural student farm, an experience that sparked my interest in working with agricultural entrepreneurs, particularly in Central America. Following my studies, I spent five years with Chipotle Mexican Grill, where I gained valuable insights and experience while managing locations across the DMV area and Albany, NY.

In 2018, I embarked on a new chapter by joining LEDC as an intern in the small business lending department. This led me to the role of loan officer which provided me with invaluable experiences, shaping my understanding of the unique challenges and opportunities faced by small businesses. It’s been an incredible journey, and I’m eager to bring this rich blend of personal and professional experiences to the Board of Directors at HAND. I am committed to leveraging my background and passion to contribute to the growth and success of the organization and its mission.

HAND: Tell us about how you plan to use your experience to inform HAND’s Board of Directors and staff.
ER: Over the years, I have cultivated strategic leadership skills from my work at LEDC where we constantly navigate challenges, identify opportunities, and execute strategic initiatives to drive growth and impact in our community. Also, working with diverse stakeholders, including government entities, nonprofit organizations, and community members, has allowed me to understand how to effectively engage with various groups. I plan to employ this experience in order to create meaningful dialogue and collaboration among HAND’s stakeholders, ensuring that our initiatives align with the needs and aspirations of the communities we serve.

HAND: What are you most looking forward to over the coming months at HAND? Are there any projects that you are particularly excited about?
ER: I am very excited about the GenerationHAND program. I believe that we have such an amazing opportunity to help bring up the next generation of community development professionals and leaders. Being able to offer our GenerationHAND Braintrust Committee’s experience to the industry’s emerging leaders is something that I am excited and proud to be able to offer.

HAND: One of the initiatives you’ll play a key role in is our GenerationHAND Braintrust Committee. What is one piece of advice you would give to professionals who are just starting out in this industry?
ER: One big piece of advice I’d give to up-and-coming professionals would be to build a diverse network that offers an array of perspectives and knowledge in a specific industry. In my experience working in the non-profit and CDFI industry, one of the most important things is that collaboration is key. Whether that is with government agencies, local organizations, community leaders, small business owners, or community residents— it is important to be connected to different areas of your field. It doesn’t only help on a personal and professional level, but it also enhances the work of the organization you are working at.

HAND: What is your “why” for working in this industry?
ER: My “why” for being a part of this industry is connected to my strong ties with my neighborhood and my commitment to ensuring that all residents benefit from community development. Growing up in DC, I’ve witnessed the progress and growth, but I’ve also seen that it hasn’t reached everyone. Many long-time residents are struggling with rising costs and limited opportunities.

I believe that true community development involves fostering an environment where all individuals can prosper. By working in this industry, we assume a pivotal role in closing these disparities by offering accessible financial resources and services to marginalized communities, enabling them to actively engage in the positive transformation and development occurring within their surroundings.

Being a part of this sector allows me to collaborate with other local organizations, community leaders, and residents to identify their specific needs and offer financial assistance or counseling to ensure they get exactly what they need. This work not only supports individual success stories but also contributes to the overall resilience and vitality of the community.

HAND: What might you be doing if you weren’t working in this space?
ER: If I weren’t working in this space, I believe my passion for the food industry would still guide my path. Growing up in a family of restaurant owners profoundly influenced my appreciation for the intricacies of the food lifecycle, from cultivation to cooking. During my time in Vermont, I worked in a restaurant and immersed myself in the kitchen environment, which I found exhilarating due to its intensity and demand for quick thinking.

I envision myself exploring opportunities that align with my love for food and the challenges of the kitchen. Whether it’s venturing into culinary entrepreneurship, sustainable agriculture, or culinary arts education, I am drawn to spaces that allow me to channel my full brainpower towards finding innovative solutions and contributing to the food industry in meaningful ways.

Five Minutes With David Bowers & Paul Stanford

December 7, 2022
December 7, 2022


  David Bowers                      Paul Stanford 

To wrap up this year’s GenerationHAND mentorship program we interviewed one of our mentor-mentee pairings, David Bowers (Enterprise’s Vice President of the Mid-Atlantic Market and Senior Advisor of the Faith-Based Development Initiative) and Paul Stanford (Director of Grants Administration at the City of Baltimore Department of Housing & Community Development). During our conversation, Paul attributed a large part in obtaining his current role to David’s mentorship. David also highlighted the value of the insights he received from Paul, which led to interesting perspectives about approaches to life and work.

HAND: Paul, congratulations on your current role as Director of Grants Administration at the City of Baltimore DHCD! Can you tell us about your journey to this point and how your mentor, David Bowers, played a role in helping you to secure your current position?
PS: Thank you. My journey in the housing field started as an AmeriCorps Member with Habitat for Humanity of Michigan during college. The exposure I received seeing the positive impact Habitat for Humanity had on the community and families they helped become first-time homeowners gave me clear direction on the career field I wanted to pursue: housing. Specifically, affordable housing.

From there, I continued to expand my career and gained experience in different areas of housing, from housing counseling, foreclosure prevention, housing policy, program development, real estate development finance and managing large local rental housing and grant programs with different localities in Virginia, District of Columbia Government, and now the City of Baltimore.

My role as  is special because I play an important role in providing and managing millions of dollars in funding for housing and community development projects that will provide affordable housing and an economic impact on much-needed areas in Baltimore and manage a team of dedicated staff members. I now work in the city where I live and bought my first home. During the interview preparation stage for the position, I reached out to my mentor David Bowers for guidance and interview prep assistance. David previously served in a leadership role within Baltimore on its Affordable Housing Trust Fund Commission and would be a great asset in helping me prepare for my interview.

During our discussions, David provided me with expert-level training on one of the main grant programs I would be responsible for under the position and how to manage a team effectively. Having these discussions with David in preparation for the interview increased my confidence during the interview process, which eventually led to an offer and my acceptance as Director of Grants Administration.

HAND: David as the vice president and Mid-Atlantic market and senior advisor of the Faith-Based Development Initiative for Enterprise Community Partners, you lead a team that provides local developers access to financing and capacity building/technical assistance. Additionally, you are engaged with local coalitions advocating for increased resources for affordable housing and community development, among many other hats that you wear. Prior to joining Enterprise, you were a program manager for a single-family housing program at the AFL-CIO Housing Investment Trust, a financial and programs advisor at the Community Development Financial Institutions (CDFI) Fund, and worked in the office of U.S. Senator Barbara A. Mikulski. You have extensive experience in housing and community development, especially working in collaboration with public and private sector stakeholders in Baltimore and DC. Can you tell us how your mentors have assisted you along your journey? 
DB
Professional mentors have assisted me in my journey with several critical lessons. An early lesson was to be willing to stretch beyond my comfort zone to engage in an opportunity that would expand my horizons and provide me with strategic experience and exposure.  This is how I ended up doing appropriations work during my tenure working with former U.S. Senator Barbara Mikulski.  I was hesitant to take advantage of the opportunity because I didn’t think of myself as “a numbers guy” but more of a policy guy.  One of my mentors in the office essentially told me to sit down, shut up, and listen.  She then schooled me on the power of the appropriations process and how valuable it would be for me to learn that process and be in those rooms.  It was some of the best advice I have ever received.  A second lesson I was taught by a mentor was to think three moves ahead.  At one point, I was about to leave the Senator’s office to take a job that would have doubled my pay.  My mentor told me it was a nice next step.  But has counseled me to think of how it would position me for the second and third move after that.  He and I would play chess at times.  He always beat me.  Part of the reason is that he could consistently think three to four moves ahead.  I decided to stay on board and get more experience doing appropriations work.  That was a better long-term professional move for me though it required a short-term sacrifice financially.  A third lesson a mentor taught me was to always understand what I am looking to get out of an employment experience because the employer/company always knows what they are looking to get out of the employee.  Whether it is the impact I want to have via my labor or what I want for my own professional growth and development – be clear on what is in it for me.  She helped me understand the importance this plays in setting the dynamic for interaction over issues including work responsibility, pay, time and title.

HAND: Paul, why do you believe your mentor-mentee relationship with David was fruitful? Specifically, what actions or mindset did you have as a mentee that helped lead to the success of your relationship?
PS
No knock to present or past mentors in the program, but I have the best mentor. I could not have asked for a better mentor. David took the GenerationHAND mentorship program seriously by ensuring we met bi-weekly, took notes, followed up on challenges I faced, and met the entire scheduled meeting times. I respected our mentor-mentee relationship by being available and on time for scheduled meetings and being prepared to have open conversations with David.

My mentor-mentee relationship with David began before the opportunity with Baltimore. With David being previously involved with the City of Baltimore and having expert-level knowledge on one of the grant programs, I would be responsible for making me believe our mentor-mentee relationship and my current position with the City of Baltimore was meant to be.

HAND: David, what is something you took away from this program that surprised you?
DB
A pleasant surprise for me in the experience as a GenerationHAND mentor was the insights I received from my mentee. During our conversations, there were interesting exchanges where I heard interesting perspectives about approaches to life and work from a different view. A variety of factors were likely at play – being from different generations and having different life experiences.  I was surprised at how our conversations really became comfortable two-way exchanges.

HAND: Paul, what would you say to mentors and mentees considering joining the GenerationHAND mentorship program? 
PS
For those considering joining the GenerationHAND mentorship program, I would say do it. Mentors and mentees can benefit from each other and potentially create a long-term mentor-mentee relationship. Communication and setting meeting expectations are key to a successful mentor-mentee relationship.

HAND: David, why did you want to be a mentor in this program, and what advice would you give to future GenerationHAND mentors? 
DB
I was willing to be a GenerationHAND mentor because I believe strongly in giving my time, talent, and treasure to benefit others. Part of that is from a sense of religious obligation. Part of it is from a sense of moral and cultural obligation. Others have poured into me, so I am compelled to pour into others. My hope is that my insights, questions and listening ear….that the time I spent with my mentor will play some part in helping him have an even more abundantly successful career.  I believe each generation should go further than the one before–building upon prior generations’ work and lessons.  For future GenerationHAND mentors, I would suggest to be available, be open, be honest and be you.

 

Five Minutes With John Hall

November 21, 2022
November 21, 2022

The HAND network is hard at work to address the growing housing affordability challenge across the Capital Region. Five Minutes With is a series highlighting these members and other stakeholders. This informal conversation delves into their recent projects, the affordable housing industry, and more. In this edition, we had a conversation with John Hall, Loudoun County’s new Director of Housing & Community Development. Check out our dialogue below to learn about his nearly 30-year career, what excites him about working in the DMV region again, and what he believes is a “secret sauce” to creating more equitable communities in our region!

HAND: Congratulations on your new role as Loudoun County’s new Director of Housing & Community Development! You have extensive experience in housing and community development – can you tell us about your journey to this point?
JH: Thank you very much!  I cannot believe I have been working nearly 30 years.  My journey has been so fulfilling.  I am grateful for having the privilege to work with so many great communities.  I started in the banking industry with commercial loan servicing and real estate loan administration in Dallas, Texas.  I pursued graduate studies in New York to focus on poverty alleviation activities such as workforce development and all other social welfare policies.  I never imagined integrating my banking experience.  In fact, in my first position after graduate school, my boss told me she hired me because of my banking experience, which is what I was trying to escape.  What I found over the years is that the banking experience provided me with an acute awareness of affirmative covenants, regulatory requirements, as well as commercial acquisition and development knowledge.

I leveraged this knowledge with workforce development to build neighborhood assets with a couple of community development corporations in Texas.  As a non-profit developer, I worked with elected officials, board members and communities to increase rooftops and generate economic activity.  My position in Lubbock, Texas afforded me the opportunity to work with everyone in order to effectuate components of John McKnight’s Asset Based Community Development model. 

From there, I initially arrived in the mid-Atlantic region working at the US Department of Housing and Urban Development.  I endeavored to preserve affordable housing on a national level by working in the Mark-to-Market program with qualified non-profit organizations.  Wanting to be closer to the action, I became a field office director at HUD for the capital region and later for the Commonwealth of Virginia.  I left this role as I was appointed agency director for the District of Columbia’s Department of Housing and Community Development (DHCD).  We achieved a lot at DHCD with affordable housing production, but what I am most proud of is the interdepartmental collaboration that institutionalized permanent supportive housing using the agency’s annual consolidated Notice of Funding Availability.  Since then, I have gained more experience at the local level overseeing entitlement grants and public housing agencies.

HAND: You were once the director of DC’s Housing and Community Development Department. What excites you about working in the DMV region again?
JH: I am elated to return to the DMV.  There is no place that possesses the intellectual capital this region has.  I am among friends in the business and look forward to re-activating networks to do great things together that benefit the residents of Loudoun County and the whole region.

HAND: As director of a newly established independent department, what excites you about your leadership role in this new department? Do you foresee any challenges? Are there key takeaways from your experience thus far that you are bringing into your new position?
JH: I am excited about the commitment of Loudoun County’s elected officials to provide attainable housing for everyone.  The County’s Unmet Housing Needs Strategic Plan (https://www.loudoun.gov/5278/Unmet-Housing-Needs-Strategic-Plan) has 143 key action items for us to create the opportunity for victory throughout the county.  Implementing public policy is my forte, and I am overjoyed to join the team.

Housing and community development is hard everywhere. Immediate challenges will be adjusting to rising mortgage interest rates and inflation.  To mitigate this, we must optimize resources with strategic collaborations to produce results.

I have always maintained a strong focus on compliance.  That may go back to my banking days.  We want to spend money wisely and appropriately to reduce any chance of grantors requiring repayment.  I also know that we must be results driven in a relatively short timeframe. Having shovel-ready projects in the development pipeline is key to delivering for county residents.

HAND: According to our Housing Indicator Tool (HIT), 45 percent of renters in Loudoun County spend more than 30% of their income on paying rent. How do you see your role in helping to navigate this issue?
JH: Households should not be rent-burdened.  My objective is to triage this challenge in various ways.  One way is to examine transit-oriented development opportunities.  Metro’s Silver Line recently commenced service in the county.  I see this milestone as an effective way for households living near stations to bundle their housing and transportation costs to improve their quality of life.  Enhancing programming such as the Housing Choice Voucher Program is another mechanism to reduce rent burden.  Participants can leverage the voucher with the Family Self-Sufficiency Program to increase wages whereby the differential in the rent increase is matched by the program and set aside in an escrow account.  Often times participants earn enough for down payments to purchase a home while then using the voucher share toward a mortgage payment.  I would like to see more emphasis placed in this regard to increase homeownership, generate wealth and stabilize families.

HAND: Do you believe there is a “secret sauce” to addressing housing affordability and creating more equitable communities in our region? If so, what do you think that is? What do you think is the largest obstacle?
JH: I believe the secret sauce is collaborating partnerships, where all parties bring resources for a specified period of time.  I do believe, however, that despite competing priorities, we all get done what we want to get done.  We just have to identify partners with shared vision and commitment in making our communities stronger.

HAND: What is your “why”? What keeps you motivated to continue your work in this space?
JH: My upbringing emphasized for me to take care of people around me and not just family but neighbors and community.  So, I am motivated to be the voice for people who are not in the room and who may not know how to use available resources to improve daily living.

HAND: What might you be doing if you weren’t working in this industry?
JH: I would be teaching financial literacy to increase the number of people who break cycles of poverty. 

Five Minutes With Ayesha Hudson

August 9, 2022
August 9, 2022

The HAND network is hard at work to address the growing housing affordability challenge across the Capital Region. Five Minutes With is a series highlighting these members and other stakeholders. This informal conversation delves into their recent projects, the affordable housing industry, and more. In this edition, we had a conversation with Ayesha Hudson, the first loan recipient under  Equity in Action (EIA), HAND & Greystone’s debt and equity platform. Check out our dialogue below to learn about her 20+ year career, why she sought to get her project financed by the EIA, and what she believes is a “secret sauce” to creating more equitable communities in our region!

HAND: Congratulations on being the first loan recipient under HAND & Greystone’s Equity in Action program! We’ll get into that shortly, but first, can you tell us about your career journey up until this point?
AH: My career journey has been fulfilling! I am grateful to have achieved a 20+ year career in public service while simultaneously acquiring and managing investment properties. Both pursuits allowed me to impact others’ lives in very positively significant ways. When I consider my trajectory, it makes perfect sense that my path has led me to real estate development. I am motivated, through servant leadership, to create and preserve livable spaces in communities that are often overlooked. My varied career has given me a hands-on, inside look at my communities’ pain points while my empathy was groomed for action. I am looking forward to contributing more by way of quality, livable housing, and resident programming.  

HAND: Now, let’s talk about Equity in Action (EIA), a debt and equity platform designed to increase opportunities for black and brown real estate developers. Can you tell us why you sought to get your project financed by the EIA program?
AH: After engaging HAND’s membership and programming, I believed the EIA program was sincere.  Then when I met the lending team, I was convinced.  I began to see my loan application as a vehicle for positive change that would culminate with building improvements for my residents, growth of my business, and encouragement for other black and brown developers as they seek fair financing options.     

HAND: Tell us more about the project. What communities do you plan to serve, and what differentiates it from others in our region?
AH: This project is serving the beautiful Deanwood community, which has historically been underserved. I grew up within 3 miles of the building and would later respond to medical emergencies as a paramedic in this very neighborhood. While it can be a challenge to preserve housing in the lower socioeconomic areas of the District, our project fuses the business activity of real estate with a social responsibility to others. As an activated real estate development company, we are planning to add renewable resources and a more pleasing aesthetic to our block.  We are surrounded by neighborhood amenities, including public transportation and recreation making it a hidden jewel. We are looking forward to receiving some shine!  

HAND: How does it feel to be the first loan recipient under the Equity in Action program?
AH: I feel enthused, empowered, and better prepared to do this work!  My celebration, however, is tempered by the realization of the long-standing need for these kinds of lending initiatives. Once others follow, more black and brown developers can bring their full energy to the table so we may create better communities for our own communities. 

HAND: Many of us are familiar with the history of racism and its impacts on housing. Can you speak on how you approach your work in this space? How can developers of color in the real estate industry move the needle in a different direction?
AH: I approach my work in this space with a mix of empathy and realism. As I hone my development skills, I am guided by my spirituality and connectedness to the black community. Since my first investment in 1999, I have had an affinity for properties that, on first look, appear blighted. Knowing that our community yields so many hidden jewels, I am conscious of supporting it with the best intentions; financial reward has followed.  Moving any needle requires coordination and attentiveness.  As more developers of color align our skills, resources, and grit with one another, we will move the needle one project at a time. Relationship building and mentorship are integral to its success.      

HAND: Do you believe there is a “secret sauce” to addressing housing affordability and creating more equitable communities in our region? If so, what do you think that is? What do you think is the largest obstacle? –
AH: I believe the lack of housing affordability will need to be systematically dismantled through housing legislation. The laws that govern financing, tax implications, and subsidies present layers of restriction already germane in undervalued communities.  To me, the largest obstacle is fear of change.  The perceived social norms of poor people are woven into real estate development. As political decision-makers revamp laws to create more inclusivity, the housing landscape will inevitably change. 

HAND: What is your “why”? What keeps you motivated to continue your work in this space?
AH: I feel compelled to share my resources and influence in black and brown communities.  I enjoy working with people and being a part of a solution.  Being a housing provider allows me to take part in both callings. My grandfathers were involved in various real estate endeavors to include owning and operating a well-shopped convenience store in West Philly to running a farm in Waldorf, Maryland.  They imparted the importance of building a legacy, having self-reliance, and always sharing.  This opportunity to change my life and those around me is what keeps me motivated. 

HAND: If you weren’t working in this industry, what might you be doing?
AH: In my dreamt-up career, I’d be a part-time civil rights trial attorney who travels the world interviewing and writing about interesting people. 

Five Minutes With Maia Shanklin Roberts

April 10, 2022
April 10, 2022

The HAND network is hard at work to address the growing housing affordability challenge across the Capital Region. Five Minutes With is a series highlighting these members and other stakeholders. This informal conversation delves into their recent projects, the affordable housing industry, and more.  In this edition, we had a conversation with Maia Shanklin Roberts the Vice President
of Real Estate Development for Preservation of Affordable Housing
. Check out our dialogue below to learn more about the Barry Farms project, her work experience, and her words of wisdom for the next generation of leaders of color!

HAND: Congratulations on your new role at Preservation of Affordable Housing! Are there key takeaways from your experience thus far that you are bringing into your new position? 
MSR: Key takeaways: Engagement of community is essential in a successful affordable housing project. In my role, I am responsible for taking inventory of all of the various stakeholders on the project and discerning how best to utilize their skills/resources for the project. And most importantly, I have to be thoughtful in how to engage marginalized voices in the process because it is these stakeholders that are most impacted by my decisions.

HAND: You have extensive experience in a wide range of complex affordable housing development and real estate transactions – can you tell us about your journey to this point
MSR: I was an affordable housing attorney from 2017 to 2021. When going to law school, I knew that I wanted to do work that could create systemic change in low-income and urban communities. It was the sole purpose of going to law school. I am from DC, where I learned firsthand the realities of the impact divestment had on black and brown communities. Then after graduating college, I came back to DC to work for the Peaceoholics, where I worked with youth in gangs and crews and learned that unless we bring real resources to their communities – there would be no way we could truly curb the violence and other issues that plague our community. That lead me to law… and my desire to work to provide economic resources to my community. I loved it until I realized that I could do more. I could be that designer and bring my skills and talents, and perspective as a black woman from the community into my work. 

HAND: What excites you about your new role? Do you foresee any challenges? 
MSR: Working on affordable housing projects in DC excites me the most. Barry Farm is a major redevelopment, and it is my job to work with my team to imagine and implement a plan that could transform the lives of former residents and the DC natives. That’s huge! Of course, there will be challenges. On top of the challenge of developing a multi-phase project – infrastructure and vertical buildings… we also must address issues like gentrification, protecting former residents’ right to return, systemic poverty, and equity all within the project. 

HAND: Do you believe there is a “secret sauce” to addressing housing affordability and creating more equitable communities in our region? If so, what do you think that is? What do you think is the largest obstacle?
MSR: Not necessarily secret sauce… I believe you just have to operate with the assumption that your purpose as a developer of affordable housing community is to be the voice for the underserved and marginalized. Therefore, it is your job to increase opportunity for diverse and equitable participation at all levels in the project, and to ensure that you deliver a project with resources and amenities that provide equitable outcomes for the community served. I think the largest obstacle is that what’s “market” is not equitable. And so you constantly have to push this agenda with all stakeholders from your financing partners, to contractors, to national commercial tenants. In all ways, you have to ask on every call/with every decision, what more can be done to be inclusive and maximize opportunity and benefit for those who are not sitting at this table because of systemic racism and marginalization.

HAND: What is your “why”? What keeps you motivated to continue your work in this space?
MSR: There are not many people in leadership that look like me, and I want to change that. Our work directly affects black and brown communities. We must have more people of color in leadership and working on these transactions to ensure that they are best served.

HAND: Keeping in mind the history of racism and its impacts on housing, how can leaders of color or, more specifically, women leaders of color in the real estate industry move the needle in a different direction?
MSR: Your voice is needed. Don’t allow anyone to take that away from you. I think the most significant barrier is for the myriad of reasons we aren’t seen… I make it my business to be seen. I am passionate about my work and I don’t have any fear of speaking up and being the only one in the room if I have to be.
 

HAND: If you weren’t working in this industry, what might you be doing?
MSR: I would probably be doing similar work… lol, and traveling to warm and sunny destinations with my family.

From “Cradle to Career” | APAH’s Mission to Support the Next Generation Fund

March 28, 2022
March 28, 2022

Arlington Partnership for Affordable Housing (APAH) has received an exciting leadership gift from Tim and Diane Naughton, which was matched by AvalonBay Communities, to directly impact children and youth living in APAH communities from “cradle to career”. This combined $500,000 gift is part of a holistic strategy around youth programming called the Next Generation Fund. 

This initiative seeks to foster the expectation and provide support to enable every child living in an APAH community to graduate from high school and pursue college, or vocational training, to achieve a family-sustaining job that allows them to thrive. 

Check out the official press release here.

Five Minutes With Christy Zeitz

March 15, 2022
March 15, 2022

The HAND network is hard at work to address the growing housing affordability challenge across the Capital Region. Five Minutes With is a series highlighting these members and other stakeholders. This informal conversation delves into their recent projects, the affordable housing industry, and more. In honor of Women’s History Month, we are excited to share this special edition of Five Minutes With. In this edition, we had a conversation with Christy Zeitz the CEO of Fellowship Square. Check out our dialogue below to learn more about Fellowship Square’s farewell tour, Christy’s advice on how to make affordable housing projects work, and her words of wisdom for the next generation of female leaders!

HAND: As CEO of Fellowship Square, you bring extensive leadership experience in management, fundraising, marketing, and program development. Can you tell us about your journey to this point?
CZ: I do my best work when interacting with others, so I’ve always sought opportunities to meet new people, learn from them, and take the next step forward in my career. Along every step along my way to my current position as CEO of Fellowship Square, I’ve proactively learned from others, embraced challenges, and worked hard to attain stretch goals. Those priorities have served me in every position I’ve ever had – across all the organizations I’ve worked with and functions that I’ve had. The guiding focus of my professional life has been to make a measurable difference in the lives of others, and this is truly the most rewarding part of my journey.

 

HAND: What strategic financing and collaboration strategies can you share to ensure that affordable housing providers like Fellowship Square can continue to serve vulnerable residents with dignity over the long term?
CZ: To make affordable housing projects work, it takes smart, creative people working collaboratively. Fellowship Square is one of the leading providers of affordable housing and services to low-income seniors in the region, operating 670 units and serving roughly 800 residents. We’ve put structures in place so that the rental cost is never more than 30% of a resident’s annual income – making our communities some of the most affordable in the region for seniors. The key strategies that underly our work: collaboration, creativity, and openness to new approaches. Whether for the benefit of an owner, investor, residents, or the community as a whole, there are news ideas and options that must be uncovered and teased out in some way. If we go into a project thinking we are going to do it the way we’ve always done affordable housing projects, there will be a missed opportunity somewhere. Openness to new ideas is key. We and other housing nonprofits like us have the unfortunate challenge of competing against the for-profit developers for things like land and construction costs. These costs can be staggering – and create major barriers to building more affordable housing. We must be open to new ways of thinking, new partnerships and the unexpected twists and turns that get our projects done. Sometimes the “right” approach requires writing a new playbook.

 

HAND: Fellowship Square has launched a “farewell tour” of the 1970’s Lake Anne Fellowship House in preparation of moving 300+ residents from the original 50-year-old building to a brand-new state-of-the-art residence across the street. Can you tell us more about this undertaking, why it’s important and any challenges you may foresee?
CZ: Lake Anne Fellowship House, originally built in 1970, was the first senior housing and first affordable housing developed in Reston. Over the past 50+ years, the property has provided housing to more than 1,300 low-income seniors. Yet the building was showing its age and upkeep of the property was exceeding the amount residents pay in rent and the subsidies received from HUD. About seven years ago, our Board decided that the best path forward was to replace the existing 240-unit building with a new facility. 

This is where creativity and openness to new approaches came in. We embarked on a joint venture with Enterprise Community Development with whom we were able to craft a novel solution: instead of relocating the residents temporarily until a new building was built on the existing footprint, we would construct a new building on an underutilized portion of the current site. This would substantially reduce logistical demands as well as the number of relocations our residents would need to make. Under this creatively structured deal, once our residents are moved into the new building this spring, Fellowship Square will demolish the original building, market rate townhouses will be developed, and the land sales proceeds will be reinvested as part of the overall financing package. 

Of course, financing for affordable housing is never simple. The development team needed to secure project based rental vouchers for 100% of the units and create the right mix of financing for such an ambitious goal. In addition to our partnership with ECD, financing also came from diverse arrangements with Virginia Housing and the Virginia Housing Trust Fund, Virginia Community Capital, Low-Income Housing Tax Credit equity provided through Enterprise Housing Credit Investments by Capital One, Enterprise Community Loan Fund, Fairfax County Redevelopment and Housing Authority, and, of course, HUD. In fact, much time and effort were expended convincing HUD as to the critical need to preserve the deep subsidies for the existing very low-income residents and making sure they would be eligible to move to the new building so that all residents who wished could be accommodated.

All of this was accomplished. We broke ground in 2020 (in the middle of the pandemic!) and residents will relocate this spring to the newly built Lake Anne House. The property comes with some of the best amenities, services, and environmentally sustainable features. Residents will appreciate its gym, arts room, game room, wellness clinic, beautiful outdoor terraces, wifi throughout the building and more. We will also continue to have a full time Service Coordinator onsite to serve our residents.

But the grand finale is bittersweet – for the residents who have lived at Lake Anne Fellowship House for many years, for long time staff who have worked in that building for years, and for Reston community members who have visited the property, strolled through the hallways, and visited friends and family there. This is a major change, and I know there will be some tears shed. Sometimes it’s hard to say good-bye even when a bright new future lies ahead. We have a ”farewell tour” of programs to communally and collectively celebrate our community, this building, and our memories here as we prepare for the move to the new residence.

 

HAND: Do you believe there is a “secret sauce” to addressing housing affordability and creating more equitable communities in our region? If so, what do you think that is? What do you think is the largest obstacle?
CZ: There’s no “secret sauce” to housing affordability. In my mind, it’s more like a “Las Vegas buffet” of options, opportunities, considerations, and collaborations – and the plate for each region may be filled quite a bit differently. In the Washington DC Metro area, our housing needs span the spectrum of price points, amenities, services, and financing. The affordability factor is a core fundamental part of supporting the local workforce. As such, creating more affordable housing has to be a community effort – it can’t just be left to the housing advocates to fight for. The community as a whole has to come together to embrace housing affordability for all.  The more collaborators at the table, the more varied our buffet of options and the more success we can have.

The type of affordable housing will vary community to community, but collaboration across organizations will always be key.  For example, very low-income residents, especially those below 30% AMI, require significant subsidies.  Beyond rental assistance, this often includes the need for the provision of services including transportation, healthcare, food assistance, healthcare, mental health services, and more.  This means that affordable housing management must also be able to access public and private resources to augment standard housing management activities.  Fellowship Square accomplishes this by building a deep network of resources within our local community to plug into. Our vulnerable residents can access care managers who can provide or refer the residents to appropriate services in our community. This is important to build and foster.

 

HAND: In March we celebrate Women’s History Month and International Women’s Day. Given your extensive leadership experience, what advice would you give to the next generation of female leaders? What do you think is the most significant barrier to female leadership, and how have you overcome those barriers?
CZ: Few things make me prouder than to see young women asserting themselves and stepping up when they have an opportunity to lead. There are so many valuable traits and perspectives that we all benefit from when women are in leadership positions. For today’s emerging female leaders, they cannot sit by and wait to be asked to lead – it’s much more important that they seek out and even create those opportunities.

Sometimes the biggest barrier to reaching the next level in our careers is how we hinder ourselves. Whether through self-doubt or even other commitments, it comes down to priorities and having a vision for our own professional futures. Nothing will be handed to us on a silver platter – nor should it. Working hard and getting ahead is where you learn to grind it out and become a true inspirational leader. Leadership comes from experience, it comes from perspective, and those both come from hard work. But hard work that results in great leadership cannot be achieved in the shadows!

Women must always put themselves at the table – and in my experience, there’s always a way to have your voice heard in those circles, whether directly or indirectly. Regardless of someone’s position on a staff flowchart, each individual person can be a leader in some respect. Young women who may feel they aren’t in a position of leadership can still have an important impact on the trajectory of projects, assignments, teams, and workplace culture. Show initiative and you will be rewarded.

As you can tell, I’m very much an optimist. I always believe that what I want to happen can happen, it’s up to me to figure out how to make it happen. And the only thing holding me back is my own ideas of what I can and cannot accomplish. I hope other women can learn from this.

HAND: What is your “why”? What keeps you motivated to continue your work in this space?
CZ: Working in the affordable housing space is a little like making dreams come true. For too many people today, having a safe, affordable, and stable home can seem out of reach. Being a part of helping to make this dream of housing happen is a daily motivator for me. Nearly every week, I get at least one call from one of our 800+ residents who wants to tell me about what’s going on in their life. They never hesitate to say how thankful they are that they live at Fellowship House. This is what keeps me motivated every day. I am so proud of the work my organization does, and really appreciate the time and effort the Board and staff put into our mission.

 

HAND: If you weren’t working in this industry, what might you be doing?
CZ: I’d be living in the Caribbean, working on my side hustle as a fiction writer…and helping anyone who asked!