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Finance

Back to the Future!

October 14, 2020

Christopher Leinberger has had a singular career embedded in urban land use issues – as a strategist, teacher, developer, researcher and author. Recently retired from academia, he most recently taught at George Washington University as the Charles Bendit Distinguished Scholar & Research Professor and chair of the Center for Real Estate and Urban Analysis. His new venture is a startup, Places Platform, developing tools and methodologies to measure economic, social equity and environmental conditions in cities and metropolitan areas.

Growing up in the 1960s and 70s, Chris learned early the value of connecting coursework and theory with hands-on community engagement. Although he first put his business degree to work in the corporate world, Chris found he wanted to run his own organization and opted to take over management of Robert Charles Lesser & Co (now RCLCo), a one-office real estate consulting firm in Southern California, first as executive vice president, then as an owner and managing director. By 2000, RCLCo had become one of the largest real estate advisory firms in the U.S., with four offices nationally. Chris then moved to work as a developer full-time, co-founding the Arcadia Land Company, for which he is still a managing partner.

From 2005-18, Chris served as a fellow at Brookings’ Metropolitan Policy Program researching, writing and speaking on issues of walkable urbanism and metropolitan governance. He also helped found LOCUS (Responsible Real Estate Developers and Investors), serving as president from 2008-16, to help push political advocacy at the federal and regional level for a walkable urban future. In addition to George Washington University, Chris has taught at the University of Michigan, University of New Mexico and Harvard Graduate School of Design. He is the author of two books, Strategic Planning for Real Estate Development Companies (1994) and The Option of Urbanism, Investing in a New American Dream (2008).

Insights and Inspirations

  • There are no new ideas.
  • “Back to the Future” got it right.
  • We should be able to urge cities into an upward spiral by providing them with data, showing what returns best results.
  • “NIMBYS are the most pernicious force in urbanism. In large part, they have caused the housing shortage and crisis we are in.”
  • Equity should be patient money in the capital stack.

Information and Links

  • Everything you possibly want to know about Chris is on his website.
  • His most recent book is The Option of Urbanism, Investing in a New American Dream.
Read the podcast transcript here

Eve Picker: [00:00:17] Hi there. Thanks so much for joining me today for the latest episode of Impact Real Estate Investing. My guest today is Christopher Leinberger. Chris has had a singular career working on urban land use issues, as a strategist, teacher, developer, researcher and author.

Eve: [00:00:47] Growing up in the 1960s and 70s, Chris was actively involved in community affairs and social change issues. He learned the value of connecting coursework and theory with hands-on community engagement early on. Although he first put his business degree to work in the corporate world, Chris found he wanted to run his own organization and opted to take over management, and then ownership, of Robert Charles Lesser & Company, now RCLCo. At the time, it was a one-office, real estate consulting firm in Southern California. RCLCo became one of the largest real estate advisory firms in the U.S., with four offices nationally, by 2000. Chris’s new venture is a startup – Places Platform. This is a project he audaciously hopes will become “the Bloomberg of real estate and the built environment,” developing tools and methodologies to measure economic, social equity and environmental conditions in cities and metropolitan areas. Be sure to go to EvePicker.com to find out more about Chris on the show notes page for this episode. And be sure to sign up for my newsletter so you can access information about impact real estate investing and get the latest news about the exciting projects on my crowdfunding platform, Small Change.

Eve: [00:02:25] So, welcome to the show, Christopher. It’s really nice to have you here.

Christopher Leinberger: [00:02:29] Really pleased to have a chance to chat with you.

Eve: [00:02:32] I read some of your bios, and the common theme in your development work is the one you discovered when you were eight years old, the value of well-developed, walkable urban land. And I’m wondering how that theme came to take center stage in your professional life?

Chris: [00:02:50] Well, it took me about 20 years to realize that that was what was driving me, from the age of eight – how we build our cities and why are certain blocks, certain places, vital and other places are not. And I didn’t know that at age eight. But that’s the basis of urban economics. But I thought that was just kind of a childhood fancy. And after business school, I went to work for two corporations and found out very quickly that I make a terrible employee and went to work with a small consulting firm in Beverly Hills, California, that I eventually bought three years later, Robert Charles Lesser and Company. And that, basically, was a firm that I could now explore how we build our cities and what makes certain places vital and others not so.

Eve: [00:03:47] And what did you discover along the way? It must have been pretty difficult setting out on this path.

Chris: [00:03:55] Well, certainly, this is back in the early 80s, and drivable suburban development was the thing in vogue. And in fact, this consulting firm, which did market studies, financial feasibility, I introduced strategic planning for both real estate companies and places, like downtowns. And I expanded the company from just a West Coast operation to a national, in fact, you know, we did a lot of work abroad, until I sold the company in 2000. It’s still very active today. It’s much bigger than when I was running it, back in 2000. But it was a little depressing to look at the fact that the market seemed to only want masterplanned communities and subdivisions and, you know, strip malls. And that’s what we were doing in the 80s. The market studies and the financial feasibility were all about, you know, this drivable suburban stuff that we in this country invented. But then towards the end of the 80s, it really kind of started with a project I did in Downtown Chattanooga, which was a strategy for Downtown Chattanooga, the first downtown strategy I’ve ever done. And we pulled this strategy together with the city, with the place manager, River Valley Partners, and the county and the banking community and all sorts of … and the great civic sector, just a remarkable civic sector. And we put together a strategy. 14 points to it. And within three years, 13 of the 14 were done.

Eve: [00:05:37] Wow.

Chris: [00:05:37] And it was off to the races. And so, I’ve stayed in, I’ve stayed involved with Downtown Chattanooga for the last 30 years. It’s just been a remarkable turnaround. So, there I found that, good lord, people actually may want this walkable, urban stuff that, that really was so attractive to me when I was eight.

Eve: [00:05:55] Right. Yeah, I think I always dreamed about living above a coffee shop in a downtown.

Chris: [00:06:04] I always dreamed of living on a penthouse of a 1920s apartment building, you know, condo, co-op, whatever, and having a deck all around you and having the cage elevator take you up to it, and so …

Eve: [00:06:21] Fabulous.

Chris: [00:06:22] Anyway, I got the cage elevator. The building I live in, it’s five stories on Mass Ave, and it has the oldest elevator in town, which is a cage elevator that comes right up to our floor.

Eve: [00:06:35] How about the deck all around? No?

Chris: [00:06:38] No, didn’t get that. The ‘deck all around’ is just about to become about 108 solar panels.

Eve: [00:06:45] Oh wow, and I got the coffee shop after about 20 years of trying so … Just an aside, I’m especially in awe of your advisory role in Walk Score, which is a tool that I use every day, apparently with four million other people. So, that’s an amazing tool that’s emerged out of your interest, as well.

Chris: [00:07:06] Yes, I was on the initial board of Walk Score before, and then, of course, it was bought by Redfin, so that board went away. But I have loved the folks at Walk Score. I still use them, you know, in my research at Brookings and George Washington University. And now, in my next phase of life with Places Platform, which is my startup, that is basically Sim City for real, and Walk Score is foundational to that.

Eve: [00:07:37] So, I use it. I developed a Change Index for my crowdfunding platform, Small Change, and I use it to identify, you know, where projects are that walk in the door are located, like every day. It’s a fabulous tool.

Chris: [00:07:51] It’s remarkable. And the other thing that a number of us have found is that in walkable urban places, Walk Score above 60 yields tremendous value enhancement. You know, here in D.C., on the for-sale residential side, one Walk Score point above 60 yields about a 10-dollar-per-square-foot increase in value of a house or a condo.

Eve: [00:08:22] That’s pretty amazing.

Chris: [00:08:22] That’s huge. Places Platform just did our beta test in Grand Rapids, Michigan. So, this is a Midwestern town, small Midwestern town, not exactly a bi-coastal sort of place. And in the office market, one Walk Score point increases office valuations by a buck a square foot.

Eve: [00:08:44] Wow.

Chris: [00:08:45] And that’s, again, for a town that an office sells for 180 to 200 bucks per square foot, one Walk Score point equals a one percent increase in valuation. That’s pretty significant.

Eve: [00:08:58] So, I’m proud to say my Walk Score is, I think, 99.

Chris: [00:09:01] Wow, well that’s impressive. My Walk Score’s 92. I live within about four blocks of Dupont Circle.

Eve: [00:09:11] I live downtown in Pittsburgh, so you really, no, that’s pretty simple.

Chris: [00:09:14] Yes, it’s great.

Eve: [00:09:16] You know, I first became aware of your work when, when I was struggling with a capital stack for a little catalytic development project. And I heard about the Albuquerque project and ‘patient money,’ and those of us who do this sort of development know that it’s very difficult to get traditional financing to accomplish groundbreaking projects. And I just love you to talk a little bit about how you approached that when you started that project, and, in general.

Chris: [00:09:45] It starts with an understanding that there is no such thing as new ideas. As you may have also seen or heard, my favorite urban movie is “Back to the Future,” and it’s the most important urban movie ever made that is popular because it shows the two ways of building: drivable sub-urban and walkable urban, in three different time periods. The 1950s, which was really a reflection of the early 20th century, 1985 when the movie came out, which showed how we completely disinvested in our downtowns and all the energy, and all the money, shifted to regional malls and business parks, and, of course, subdivisions. And then the near distant future, that again this 1980s view of the near distant future, which showed downtowns coming back. And the suburbs going into decline, and who’d have thunk that …

Eve: [00:10:46] Yeh.

Chris: [00:10:46] … in the 1980s. Well, that near distant future was 2015. So, these writers of the movie nailed it, and none of us in the 1980s were thinking that the cities were going to come back that quickly and that well. So, you look at how we used to finance, and much of the money in the capital stack… You know, the capital stack is going to be comprised of two basic categories – equity, you know, cash at risk, and debt, money you get from banks at very cheap interest rates. So, by definition, the equity is the risk capital and it goes in first and comes out last. And with a ‘Back to the Future’ financing approach, that, you’ve got to have 40, 50, 60 percent of your capital stack being equity, and most of that being ‘patient equity.’ It’s not looking for an internal rate of return of 25 percent. It’s going to be put in. It’s going to get paid back when the project matures. You know, don’t bother measuring it. Just recognize that it’s there for the mid- and long-term. And if you realize that, in walkable urban real estate, you can make a bloody fortune. But you just can’t make it in three to five years.

Eve: [00:12:18] But we have pretty impatient investors right now who want to make that sort of return quickly. Two years.

Chris: [00:12:25] Oh, yeah, oh yeah.

Eve: [00:12:26] That’s frustrating for me with my platform, because, you know, some … these projects that I think are so important for the future have a very hard time getting equity.

Chris: [00:12:41] So, you have to be creative, of course, and most the important thing to be creative about is making sure that the land invested in your deal is invested patiently. So, the best example… I’m in partnership with Robert Davis in my development company. Now, we’re both, at this point, limited partners with our development company, which is called Arcadia Land Company, based in Center City, Philadelphia. But Robert’s best known for the project, Seaside, on the panhandle of Florida. And it’s the first New Urbanist project. And Robert got 80 acres from his grandfather as his inheritance on what was then known as the Redneck Riviera. This is where the country boys from Alabama would go down to the beach and drink. And Robert looked at this as a patient equity investment, and slowly but surely came up with a great urban plan, and slowly invested in the infrastructure, block by block. And he sold his first one eighth of an acre lot for ten thousand dollars. He sold his last one eighth of an acre lot for two million dollars …

Eve: [00:14:02] Oh wow.

Chris: [00:14:02] … 25 years later.

Eve: [00:14:04] Wow.

Chris: [00:14:04] And he still owns Downtown Seaside. It’s worth a bloody fortune, with condo prices at 1,500 bucks a square foot. That’s what the ancients knew how to do. And that’s what the Grosvenors in London knew how to do 400 years ago. They were just, you know, farmers that happened to own this farm that became the West End of London. And they never sold the land. They just had long-term leases, and became one of the top 20 wealthiest families on the planet because they invested long-term. So, we have lots of examples, just not that many currently, as we have this ‘get rich quick’ mentality

Eve: [00:14:49] We really do, don’t we? Interesting. What’s your favorite project that you’ve worked on?

Chris: [00:14:56] My second project. I was still running and owning Robert Charles Lesser and Company and got hired by a Seattle family to redevelop a shipyard in Kirkland, Washington, right on Lake Washington, right across Lake Washington from Downtown Seattle. They built Liberty ships there during the Second World War. And this family also happened to own the Seattle Seahawks at the time, and they had their practice field there. And so, they asked me to figure out what to do with it. And we came up with this pretty, at that point, wacky idea of high density, mixed use, walkable urban – a new marina, office, hotel, retail around a plaza, rental apartments, condos, and from day one, decked parking, highly expensive to build, so we could get the kind of density that we needed. And the east side of the Seattle metro area, at that point, you did not charge for parking. So, this was an incredible investment with zero return as far as the parking goes. And everybody, you know, Urban Land looked at it and said, you’re crazy. And I mean, even the office brokers who have no skin in the game, said this is crazy. And we came up with this set of recommendations. And the family, the Skinner family, old mine family up in Seattle, said to me, great idea! Now can you build it? And I said, holy smokes, I’m a consultant. What, do you want me to do something? So for about two years, I was the fee developer and it came out of the ground, it just … to this day, it gets the highest office rents and rental apartment rents in the northwest of the U.S.. Because of its high density, walkable, urban nature.

Eve: [00:16:57] Wow. And you were hooked, right?

Chris: [00:17:00] Oh, yeah, I saw the power of it. It was just really impressive. And, you know, this is your ultimate doing well while doing good. And you can feel really proud of Carillon Point, which is what it’s called … because it’s a long-term keeper. And I asked the family, so, you know, why do you want to do something that’s, that’s so unconventional from the finance point of view? And they said, well, we’ve been around Seattle for 100 years. Our family’s going to be around for at least another 100 years. We’re building with 100 year perspective.

Eve: [00:17:30] Wow. So, then what led you to launch Places Platform?

Chris: [00:17:35] This is kind of a culmination of all the work I’ve done, going back to age eight. You know, I mentioned earlier, it’s the Sim City for real estate and place management and city management. It also could be viewed as the Bloomberg of real estate. Michael Bloomberg, with his original company that made him worth 40, 50 billion dollars, basically created a data set, a database of all the stock and bond markets back in the 70s and 80s, that … and so on one screen in front of you, or actually two or three screens, you could understand anything about any stock or bond that was being traded on public markets worldwide. And that was a huge step forward. Well, real estate is worth about twice as much as all the publicly traded assets in this country, of all the publicly traded companies. And we are not yet at that point, but we have 100 percent database of all the real estate, we’re real close, and that’s what Places Platform is creating. Working with Walk Score, working with Co-Star, working with Zillow and Collateral Analytics, and a variety of other databases that are in their silos, we’re bringing them all together. And we’re looking at it from an economic performance point of view …  meaning we can do gross regional product, GRP, at the place level, at the city level. At this point, we can’t get GRP below the metro level, at least officially, you know, throughout the country. But Places can take it down and tell you what the GRP is of Downtown D.C.. We look at the net fiscal impact, how much does the city net at the place level? How much does Downtown D.C. make for the city of the District of Columbia? The revenues coming in from property taxes and income taxes and sales taxes and all the rest, minus the cost of services, the net fiscal impact. And these walkable urban places almost always make the bulk of the money for a city to pay for public schools, and to pay for welfare and other social benefits. And then, of course, we look at the real estate valuations for all the real estate.

Chris: [00:20:05] We also have three other metrics. One is social equity. What does it mean for somebody who is a low-income household? We also look at it from a public health point of view, and particularly with COVID. And the fourth one that we have not yet developed is, of course, environmental. So, what Places Platform is trying to do is to have a quadruple bottom line. To analyze public policy, infrastructure investment, major real estate development, and understand and quantify what the economic, social equity, public health and environmental, you know, hopefully benefits, are from those investments.

Eve: [00:20:47] Is your hope that this information will propel cities towards the right sort of development?

Chris: [00:20:57] That’s it. I’ve come to realize in my career that there’s either a downward spiral for cities or an upward spiral. And the 80s and into the 90s was the downward spiral. No matter what you did, no matter what federal program, whether it be UDAG grants or Model Cities or you name it, redevelopment, there was a downward spiral that no matter what you did, no matter how much money you spent, it would not change the downward spiral. Well, we’re now in this upward spiral, with, you know, the market share gains for walkable, urban development is just through the roof, and the price premiums are two, three, four times the price per square foot of drivable suburban places. So, we have this upward spiral. And I have found that the upward spiral, if you have correct public policy, can both give you economic returns and social equity returns and public health returns and environmental returns. And this will be a measurement tool to make sure you are achieving all four of those returns. You do not have to sacrifice social equity for these economic returns.

Eve: [00:22:15] So, then I have to ask the dreaded question, do you think that COVID-19 is more than a blip on that upward spiral?

Chris: [00:22:25] To be flip? It is just a speed  bump, it is just a blip that, you know, a year or two from now we’ll look back and just say, that was kind of a weird couple of years. But having said that, I’m not saying that a lot of changes are being sped up. Changes that were in place …

Eve: [00:22:46] Compressed. Yep. Yep.

Chris: [00:22:48] The head of global research for Cushman and Wakefield asked me a couple of months ago to work with them to help figure out what’s the ‘future of office’ in the U.S.. And so we’re in the middle of that work right now, and certainly there’s going to be an impact, particularly on the office market. There’s going to be, in my mind, it’s pretty clear, that there’s going to be a repricing, i.e., a reduction in value of offices. It’s going to affect different metro areas differently, and we’re going to be looking at it, looking at the 30 largest metros to figure out what the impact will be in each of those 30 metros. But, like with every crisis, there’s opportunity, and the opportunity, if we see a repricing and a reduction in occupancy in the office space as more people work from home, and, you know, it’s not going to be 100 percent work from home. We know that. But it will be more than what we had, which is about 11 percent in 2018, according to the census, worked from home during the most recent week that that survey was conducted. It’ll be higher than 11 percent.

Eve: [00:24:07] Yeh, yeh.

Chris: [00:24:07] So, those offices will experience a lot of pain. And the other thing is, that then allows that office space, which is in remarkably great locations, particularly the walkable urban space, to be recycled, probably as residential.

Eve: [00:24:28] Yeah.

Chris: [00:24:28] We are short anywhere from seven to 12 million housing units in this country. That we’ve not allowed the real estate development community to build. We have mandated that they could not build them. And that has created this horrendous affordable housing and homeless situation. And so a lot of those office spaces, as well as a lot of the hotels, are going to become assets that we can convert into housing in great walkable urban locations.

Eve: [00:25:03] Right, right. Aside from that are there any other current trends in real estate that you believe are most important for the future of cities?

Chris: [00:25:12] Yeah. We collectively in real estate and the built environment, you know, urbanists, in general, we really need to address, forcefully, the need to ‘up-zone.’ Up-zone land, and in particular, in cores and corridors. The cores are walkable urban places, both in center cities, but in particular the urbanizing suburbs. Probably 50 percent of new walkable urban development will be in urbanizing suburbs. Metro D.C. is leading the way, not just in this country, but worldwide in the urbanization of the suburbs in Arlington and, you know, downtown Bethesda, Silver Spring, Reston Town Center, National Landing, National Harbor. But it’s a massive up-zoning battle …

Eve: [00:26:07] Yeh.

Chris: [00:26:07] … fought by NIMBYs. NIMBYs are the most pernicious force in urbanism right now, and I am quite ashamed of my generation, I’m a baby-boomer, that are leading the NIMBY charge and it’s the most selfish movement ever. And they’re basically saying, you can’t come here. And if I stop you from coming here, my house is worth more. And it’s all in the land. So, we need to flood the market with more up-zoned, walkable urban land. But it’s only going to be a small percentage of total metro land. Here in D.C. only two percent of the metro area is walkable urban. That’s it. Two percent. And that’s where all the action is.

Eve: [00:26:55] You know, you’re probably familiar with this, but over the last 10 years or so, I visit Melbourne, Australia regularly, and they up-zoned their key commercial corridors in the way you’re describing. And it’s been really interesting to watch it. Are you familiar with that?

Chris: [00:27:10] Very much so. I’ve been to Melbourne quite a bit.

Eve: [00:27:13] Yeh, yeh.

Chris: [00:27:13] You may have run into Mike Day, who’s the leading urban planner in Australia, who’s based there, and he has an urban planning firm that is the largest in the country. And he and I have been working together, particularly in Melbourne and Sydney. Yeh, they really need to up-zone. I mean, they obviously, you know …

Eve: [00:27:32] Oh yeh, Melbourne is sprawling badly.

Chris: [00:27:34] Oh, god, it is horrendous. And the same with Sydney. But, you know, their downtowns are among the top five on the planet.

Eve: [00:27:43] Yeah, they’re fabulous.

Chris: [00:27:44] When you get out of the downtowns, and it’s just suburban hell.

Eve: [00:27:47] Not all of it. Like Melbourne has a really great train network and a wonderful bike network that really connects some of the neighborhoods around downtown, really, pretty well, which is, you know, one good thing.

Chris: [00:28:01] Well, the downtown and the downtown adjacent places are tremendous in Melbourne, as you know better than I, you know, the region of Melbourne is comprised of, like in the U.S., many, many, many jurisdictions. And so the center city is one jurisdiction, downtown and downtown adjacent. So, then all those suburban jurisdictions just don’t get it …

Eve: [00:28:27] Yeh.

Chris: [00:28:27] …and they are beginning to get it. A lot of efforts going into it. So, I have no doubt that they’re moving in the right direction.

Eve: [00:28:35] Well, a city like Melbourne, too, I think it’s one of the fastest growing metros … It’s certainly the fastest growing in Australia, and …

Chris: [00:28:42] And it’s such a lovely place. It is just …

Eve: [00:28:44] It’s a lovely place.

Chris: [00:28:45] Charming as can be. Remarkable people.

Eve: [00:28:49] Ok, then, do you think equity crowdfunding can play a role in building communities for everyone? We’re talking about social equity and how people can get a stake in their own community.

Chris: [00:29:02] I think it’s a critically important trend. And again, it’s ‘Back to the Future.’ This is how we used to build the great real estate. I always used to wonder back in the 80s when I was really trying to noodle through how did the ancients of the late 19th, early 20th century build these buildings that were so well built? They were over-engineered. They were architecturally significant. They were built for the ages as opposed to the junk that we were putting up in the 80s and 90s that were, you know, just slam bang, thank you, ma’am. Throw them up. Assume that in 10, 12 years they’re going to become a slum, and you didn’t care because you got your money out. And it was because of crowd funding. And it was local folks coming together to build, in particular, you see this with hotels that, every city needed a glamour hotel that would show off the best of that city. And all the business folks would come together and put in money to build this hotel, to demonstrate that this city has come of age. And those hotels are with us today as the grand, marvelous anchors of our downtowns. Every city throughout the country has one. But the same thing applies to much of the commercial real estate, that a lot of small investors came along and dropped in the equivalent of a thousand dollars and they owned a little piece of their community. And that did a lot of things. One is they would economically benefit from the vitality. They would walk past it and they could say to their friends, I own that building. Point of pride. That’s the great thing about real estate, is that, you know, unlike software development, which is viper … just vaporware, you can point to a stick and brick building and say, I own that. Great pride, great emotional return. And it also gives you a reason to care about and patronize your hometown. It’s the ultimate doing well while doing good.

Eve: [00:31:10] Yeah, I think you’ve described exactly why I started a crowdfunding platform. In Pittsburgh, you know, in the neighborhood I lived in for a long time, some of my neighbors would just band together to buy a vacant house to make sure that it wouldn’t fall into a slumlord’s hands. And, you know, that was exactly in that era. And I was, I was pretty impressed with that. I thought it was pretty fabulous.

Chris: [00:31:36] Yeh, yeh, I’ve seen that kind of thing happen throughout the country. Chattanooga, again, my favorite small town, has an organization called Chattanooga Neighborhood Enterprises that has redeveloped low-income neighborhoods surrounding downtown with zero, zero displacement.

Eve: [00:31:56] Wow.

Chris: [00:31:56] And it’s just remarkable. You know, there’s so many great examples out there now, over the last 20, 30 years.

Eve: [00:32:04] Well, I’ve really, really enjoyed talking to you. And I can’t wait to see how your new venture evolves. Thank you very much for joining me.

Chris: [00:32:11] It’s been very good to catch up with you.

Eve: [00:32:13] Thank you. Bye.

Chris: [00:32:13] Bye. Bye.

Eve: [00:32:26] That was Chris Leinberger. His fascination with cities started at a very early age and evolved into an astounding career working on urban land issues as a strategist, teacher, developer, researcher and author. He built an enormous advisory company and then moved on to focus on development as a co-founder of the Arcadia Land Company, a progressive New Urbanist development company for which he is still a managing partner. I hope you enjoyed listening to this interview as much as I enjoyed recording it. You can find out more about impact real estate investing and access to the show notes for today’s episode at my website, EvePicker.com. While you’re there, sign up for my newsletter to find out more about how to make money in real estate while building better cities.

Eve: [00:33:20] Thank you so much for spending your time with me today. And thank you, Chris, for sharing your thoughts. We’ll talk again soon. But for now, this is Eve Picker signing off to go make some change.

Image courtesy of Chris Leinberger

No guilt. Just action.

September 2, 2020

Cynthia Muller is the Director of Mission Investment at the W.K. Kellogg Foundation based out of Battle Creek, Michigan. 

Described as a “thought leader of the impact investing ecosystem and a trailblazer in the field,” Cynthia has been at Kellogg since 2016, first serving as a program officer with their Mission Driven Investments division, then as its director. Previously, she developed and managed the impact investment practice at Arabella Advisors, which involved deal sourcing and structuring of investments in health, education, micro-finance, housing and green technology – domestically and abroad. 

At Kellogg, the team she works with does grant-making and makes investments (in both nonprofit and for-profit organizations). Their core mission is to “improve the lives of children, their families and their communities, with an emphasis on investments that help to dismantle the root causes of racial inequity.” Since Kellogg’s Mission Driven Investments was created in 2007, they have put $100 million towards market-rate investments, and $50 million strategically towards below market-rate program-related investments.

Cynthia also served for seven years as the director of strategic investments for Capital Impact Partners where her work on impact investments targeted health, food, education, energy efficiency and economic development. And she serves on the boards of Groundswell and Enterprise Community Loan Fund. She holds a Master of Business Administration from the Foster School of Business at the University of Washington and a bachelors degree in psychology from Stanford University.

Insights and Inspirations

  • Every time there has been opportunity for black and brown people to build an asset, to build wealth, it has been taken away from them.
  • Who do we consider deal worthy?
  • Their family bought land one generation after slavery. The Reels Brothers Spent Eight Years in Jail for Refusing to Leave It.
  • Cynthia thinks power mapping is the go-to community engagement tool.

Information and Links

  • Cynthia is a staunch advocate of local investment through Community Financial Development Institutions (CDFIs), having done her first community development deal early in her career in her home state of Alaska.
  • She’s particularly proud of the Kellogg Foundation’s commitment to investing in fund managers and entrepreneurs of color, including organizations like Blavity, Impact America Fund and Rethink Impact.
  • At this critical moment, she’s re-reading Jennifer Eberhardt’s book Biased, and the Business Case for Racial Equity.
Read the podcast transcript here

Eve Picker: [00:00:15] Hi there, thanks so much for joining me today for the latest episode of Impact Real Estate Investing.

Eve: [00:00:22] My guest today is Cynthia Muller. She’s the director of Mission Driven Investment at the W.K. Kellogg Foundation. Cynthia doesn’t see herself as a leader, but she is. She’s been described as a thought leader of the impact investing ecosystem and a trailblazer in the field. Cynthia has been at Kellogg since 2016, first serving as a program officer with their mission driven investment division, then as its director. There she is wholly focused on their core mission to deploy investments that help to dismantle the root causes of racial inequity. She’s taking action.

Eve: [00:01:18] Be sure to go to rethinkrealestateforgood.co to find out more about Cynthia on the show notes page for this episode and be sure to sign up for my newsletter so you can access information about impact real estate investing and get the latest news about the exciting projects on my crowdfunding platform, Small change.

Eve: [00:01:41] Hi, Cynthia. I’m just really delighted to have this opportunity to talk to you.

Cynthia Muller: [00:01:47] Me too, Eve. It’s been great, it’s great to connect and I’ve been a huge fan of the podcast and I’m really excited for our conversation today.

Eve: [00:01:54] Oh, that’s lovely to hear. OK, so I like having fans. So tell me, just to set the scene, what’s your background and how did you become a leader in impact investing?

Cynthia: [00:02:11] I honestly, I didn’t set out, by any reason, I certainly don’t think of myself as one now. I’m really just a practitioner and I have the fortune to work for the W.K. Kellogg Foundation, where I lead our Mission Driven Investment program, which is about 13 years old, focused on impact investment. We do both MTRIs, our mission really did invest in market rate investments, as well as concessionary investments known at the foundation as program-related investment. And it’s a small 450 million but it’s really exciting because that pool has really been a tool for us at the foundation to learn how do we invest with a more equitable lend? How do we invest understanding that not only are we achieving a financial return, but we are also targeting demonstratable, tangible social impact?

Cynthia Muller: [00:03:02] And so, 13 years ago when our board approved this, they also declared us an anti-racist organization. In that same year in 2007, our predecessor, previous president of our foundation, as well as board members who are currently and of the past, had, knew that there were opportunities for us to think about how do we use tools differently, how do we think about systems differently? And so, 13 years later, it’s all culminating now this intersection between understand that there would be systems that people operate in and even though these systems are built for everyone, they don’t work for everyone. And I think what I’m heartened, despite this is a terribly difficult time to see what all of the loss of life, as well as the challenges that many folks are facing, and in particular, the poor Black, native and other marginalized groups that were already systematically left behind who now, yet have a double whammy to try and catch up.

Cynthia: [00:04:08] But that is also an incredible opportunity for groups that we fund and that we partner with. These are groups that are in communities. These are groups that, through their advocacy, lived experience and continued representation of the communities, know exactly what tools, what resources they need in order to build the community that will work truly for everyone. So, I’m so excited about that, this work and about the ways in which we can think about these systems, right? Because we’re in such a period of inflection. We, in philanthropy, you know, obviously we, like a lot of other industries, are going through our own reckoning and how we navigate the non-profit sector and social impact and even how we navigate being complicit in some of these practices of white supremacy in these systems. So, for me, it’s really helping to figure out how to use these tools to unlock and really help to support our folks in developing resources, tools and funds, models that truly could be resonant and sustainable for communities in the long term.

Eve: [00:05:12] I read somewhere that you said, you talked about approaching racial equity, not with guilt, but with an impact lens, which I love. I think that’s a really meaningful shift in understanding for me, I suppose. And I wanted to start talking about, like, this is a really huge subject we all know but I’m in the little real estate industry section of it and I wanted to start talking about, you know, how the real estate industry fails people of color and what you think are some of the key things going wrong.

Cynthia: [00:05:47] Sure. And, I want to couch my remarks carefully, because, again to the point, I don’t want to guilt, you know, folks in these conversations. These conversations are really to help illuminate, right? Illuminate how people actually experience working in these systems. And I think, in real estate industry in particular, I think is interesting, obviously built off our understanding of what it means to own land. Our, I should say, Western understanding of what it means to own land. And that’s derived from obviously the theft of land from Native Americans several hundred years ago.

Cynthia: [00:06:25] And so, the start was there. The start with our fundamental understanding of what it means to land. And so, when you have a society that has been built on taking land from folks already there and then re-giving it out, well of course you’re going to have flaws in the system several hundreds of years later because it perpetuates this idea of who owns the land and who has the right to decide on it. But that’s not to say that for 2020, I think in the ways that real estate has left Black communities behind, I think it’s similar to how the finance industry or even the entertainment industry has left Black communities behind. They leverage the work, the creativity of folks in use of their land. And it really started with slavery, with the renaming of the 40 acres and a mule. And so, folks who had nothing coming out of reconstruction where they were promised this land and they had it for a couple of years before it was unfortunately taken back and given to other folks, and in that case, those who have resources. And so, I think compound that over generations. Right? Every time there was an opportunity for black and brown people to build an asset, to build wealth, unfortunately and systematically, it was taken away through, either through force like we saw in, you know, in many examples that we’ve been learning about, but we also learned through other means, through legal means, right?

Cynthia: [00:07:53] And for me in my own journey, in understanding how these systems work, and even myself being complicit and working in organizations that didn’t know, or to understand how, you know, we continue to perpetuate this divide through our financing structures, through how we even underwrite our deals, who we consider deal-worthy, even by zip code. And so I think all of that’s to say that we all operate in this environment of a real estate where we understand who owns things based on who it’s passed down to, the legal structures, but as we have learned through great reporting like The Atlantic and The New York Times and others, there have been generations of folks who’ve been losing their land. And one of the greatest examples right now is the great Black land theft. There’s a great, great piece in ProPublica on just that. Basically, the systematic theft of Black land that’s been left to families through generations. And unfortunately, the families that they gifted this land are unable to, for a variety of reasons, maybe they don’t have the assets to find a lawyer or understand how to reach the appropriate folks to document ownership. And so, this creates more vulnerability and predatory behavior by others who see it as an opportunity.

[00:09:11] And so, I think that’s all to say that’s how the system works. We see how the money comes in. We see who is getting financed, how these big real estate funds are able to amass all this property through systematic purchasing. And we see how this plays out in local communities where there are a handful of individuals or families that own the real estate, right? And so, unfortunately, for folks who, like myself, my father was in Vietnam, came back from the war, settled in Alaska and worked as a civilian on the Air Force base for many years and was ultimately able to buy his own property. But that was after a lot of handwringing. He had to jump through a lot of different hoops, thinking about financing in different ways because traditional banks were going to put him through extra steps that he wasn’t willing to go through. So, every time we talk about creating wealth for people, that’s great. But it’s not that everybody has the same access and opportunity to create that wealth. I think that’s, quite frankly, how real estate fails black and brown communities. That lack of recognition is very much obviously focused on the bottom line and that exchange of the assets and who owns and how much revenue we can glean from it but we never systematically just sit down and think about who actually is benefiting from this and who is it benefiting from this?

Eve: [00:10:37] I mean, that’s just a huge problem. And, you know, and the predatory behavior is continuing today in different ways. So, it isn’t like it’s stopped. So, what would it take to correct this? We’re talking about banks that won’t lend to certain groups of people. We’re talking about people who go into poor neighborhoods and purchase homes for less than market value. We’re talking about all sorts of, kind of, failings that ultimately impact people who don’t have the resources to deal with it, right?

Cynthia: [00:11:13] Mm hmm, that’s right. So how do we, how do we help them, right?

Eve: [00:11:16] How do we start, right?

Cynthia: [00:11:20] So now that we’ve painted this dire… What’s out there? There are some incredible areas of opportunity and great work. One of those is really around community development finance. This is an industry that’s been around for 40-something years. This really came out of church groups, non-profits creating loan funds all over the country to do justice, to be that bridge finance or for, in those places and those communities, for those people who are being overlooked. And so, there are several thousand CDFIs across the country, they’re all kinds of shapes and sizes. Some of them are national, some of them are in places, some of them are thematically structured, but they’re all in the service of deploying capital. And a lot of them are very much active in the real estate market because a lot of great programs in the 80s and 90s and then the aughts have really allowed the industry to flourish. New market tax credits to various CDFI fund programs, healthy food financing.

Cynthia: [00:12:24] I do think the CDFI space has done a tremendous job. We’ve got a great history and track record of these transactions. I think the challenge is that the industry is a little dispersed. Obviously, it’s all over the country and each CDFI has its own individual strategy. And I think further, the CDFI industry has been really, really thoughtful about scaling up and figuring out how do we start to do larger deals so we can be a more significant player with the larger banks. And I think we’ve proven that case. I think, unfortunately, though, we have veered a little bit away from providing capital to the folks in the most need.

Cynthia: [00:13:05] And I say this because when we, as we have been trying to marry this impact and finance, I think this field is borne out of a number of different things and I think the folks that have come to it have brought all of this incredible insight and talent and resources from a lot of the institutional finance investment. Some of those folks came from banks, they came from investment banking, they came from equity, venture capital, the whole industry. Now if you think about it, what are those industries lacking? A lens into these communities, a connection into these communities. And unfortunately, I think that it still comes out in different ways. And so, I’ll say that while we have incredible groups that are providing capital to low-income communities, we’re still not hitting the most marginalized. We’re hitting cities, we’re hitting gentrifying areas. And so, if you actually look at some of the loans across the country, we are, we’re actually, we’re doing work but we’re hitting the wrong areas.

[00:14:02] And so for me, it’s really helping to illuminate what these other opportunities look like and that CDFIs and others have the opportunity to really bring their lens and this 40 years of working in low income communities to the space, and to provide that capital. That quite frankly, and it’s already happening in so many ways. In the news recently, we’re hearing about groups like Netflix and PayPal who are deploying tens of millions of dollars into CDFIs and community banks to help folks address these needs. And PPP, the subsequent round after the first round, they made sure to include CDFIs because, obviously, they realized really quickly that there was a whole flock of folks that were being left behind. I think CDFIs aren’t the panacea, but I do think they are a huge partner, along with other asset holders that help to influence how we structure the practice.

Eve: [00:14:55] Yes. I think developers., OK let’s talk about developers. They’re often, you know, that’s often considered a bad word in underserved neighborhoods, while there are, I think, quite a few developers who really want to do the right thing. So how we train developers to fully understand the consequences of their projects? And can we do that? Can we really, like, look ahead 20 years and understand what might happen in a neighborhood?

Cynthia: [00:15:27] Yeah, I think we can. I think we got a little bit of a lesson with Opportunity Zones. While…. hold out with me here. Opportunity Zones obviously a lot of challenges. I personally have a lot of challenges with them in the way that the program is structured, and I think folks have talked about this in detail. So, I don’t think I have anything else to add. But I do think there were a number of my peers who were really trying to figure out just that. How do they help to show, demonstrate, the practice of making these investments in communities with that land? Right? Because that was the general intent that I think that a lot of folks had expected and unfortunately the program did not have enough accountability metrics to really allow for that to really play out.

Cynthia: [00:16:15] And so we’ve gotten what we’ve gotten, you know, a lot of deals that didn’t go into high need communities. However, the work that Kresge Foundation funded really around, how do we look at these transactions with that lens? I think that was the most valuable piece of what we learned from Opportunity Funds so far, is that we can go in with a good intent, right? We know that the idea was to bring in new money, right? But we also realized that, unfortunately, capital markets need some accountability, you know. And I know that there’s varying degrees of how we can play that. But it’s clear to me that had we been clear about when you’re going into these communities, here are kind of the criteria. How are you engaging with the community? What’s the community’s voice? Does the community have an actual equity stake in this development? If so, how? Right? So how do we get past this rubber stamp where people hold community meetings to say they did it and say the community’s involved, right? How do we actually push for meaningful?

Cynthia: [00:17:18] I think the answer is pretty simple. I think the answer is that communities have a voice. And a voice that I think that people have been so surprised and shocked by. And it’s been social media. Think about what we are able to see now right outside of the news. When I was growing up, you saw the news and that was your world view, right? And whatever news you’ve watched? And now your world view is not just the news you watch, it’s the social media system and the people you connect with. And so, think about communities you see all over the country right now with, you know, Municipal Boards and cities debating and hearing the community talk about how they’re being failed. And that is raising the visibility around a lot of the gaps. And I think that’s really where the opportunity is. Because when you have a community that engaged, that community is willing to be involved and willing to go with you on that journey. And also, it means that there is an accountability there, that you can’t just come into that community and say you’re going to do one thing and not follow up.

Cynthia: [00:18:19] And I think that, quite frankly, developers, unfortunately, have a reputation. And I think this is an opportunity for them to work in a meaningful way, because I think in the long term that actually benefits them. If they have a community that’s bought into, right? It’s going to compound the prosperity of that asset, of that community and the longevity of that community, right?  And bring in more folks. And so, you want that compounding effect, but you have to spend the time to do it. And unfortunately, underwriting, due diligence, structuring doesn’t allow for that. So how do you do that in a meaningful way that still allows folks to get their deals done to set up these projects to house, provide services to folks without going through a two-year journey of learning this community? And I think the answer, quite frankly, is that the community has to be involved in the development, right? It means that we have to think about their engagement differently. And it’s not just the developer who’s developing, it’s the community who’s developing their own community. It’s a very deep philosophical shift, but it’s one where I think where it’s the time for us to be having a conversation.

Eve: [00:19:23] Yeah, no, I agree. But I think, you know, it’s a very different conversation when it’s a small developer versus a large one. It’s about resources and what’s possible and it’s a huge industry doing a lot of different things. It’s difficult.

Cynthia: [00:19:40] When you talk about small, like, the small developer, and I’m thinking about, you know, obviously there’s the developers in New York and L.A. and then you’ve got developers in the Midwest and in these smaller cities. And there are different dynamics there, right? There’s a little bit more, obviously, insular, you know. It obviously depends on who owns what assets, the political leanings of folks in power and whatnot. But I do think, given Covid, given the Black Lives Matter uprisings, we’re in a place in time where that’s our leverage. Right? Because we all want to build stronger communities. We all want to live in safe, strong communities. And I think that’s the message for us, right? Where we’ve been living in the last four months in Covid and all of this. And there’s so much fear and people just want to get to their communities. And so, it just feels like, if there were a call-out to developers, it would be now. You have an opportunity to rewrite how you show up in communities, how you develop communities, who you develop communities with.

Eve: [00:20:50] So, I want to go up the food chain just a little bit more because it isn’t just developers. When developers look for equity, which, you know, over the last 15 years they have needed more and more of as banks have retracted the amount they will lend. You know, when you need to find 35 or 40 percent of the development cost as equity, you have to pay for that. Now we’re in the market where there’s investors who are seeking a return for the risk they’re taking. And I think, more than anything, that return drives what goes on, right?

Cynthia: [00:21:26] It does.

Eve: [00:21:27] And I think there are expectations of return in real estate that I’ve heard, you know, are 25 percent internal rate of return. How can you ever build anything affordable for a community when that’s the equity that you have access to? You know I have Small Change and I’ve been trying to raise money for meaningful projects, and this is this is the question I always get from developers. How much return do I have to give to investors to raise the money? And I don’t really know the answer because I think there is kind of the level of greed and I wish that were kind of reduced right now, but I don’t know the answer. I don’t know if you have thoughts about that.

Cynthia: [00:22:12] While impact investing or social mission investing or whatever folks call it, I think we’re in a moment. There’s enough of us now, we’re in major investment banks, we have our own celebrities now and I think our practice out there. Listen, like Netflix dedicating 100 million to Black banks all over the US didn’t happen overnight, right? These funds that are 200-million-dollar impact funds didn’t happen overnight. There are investors who understand how to manage risk and how to manage impact. I think the challenge is in creating a better flow between those investors and to folks that are raising those dollars. And that’s the piece that I think we constantly run up against. What’s nice is, through the global impact investment networks, through groups like SOCAP and Confluence and others, we have these great anchor organizations within our field that are really able to connect folks to the deal. So, for instance, at Confluence I just think they do a fantastic job, really kind of digging in in specific things and bringing their investors together. So, like any investor that has an interest in an area can go in. And in with other folks that have been looking at similar deals and to engage. I think it’s really creating more visibility and awareness around that practice.

Cynthia: [00:23:36] And one of the things I think that it’s already being seeded, it’s been seeded, is that we are in so many business schools right now, there’s so much impact investing being baked in into MBA programs, into graduate programs all over the country. We are also, we have a dearth of folks who are interested in the space and not enough jobs. And so, I think that I would put it out to developers to really start to look at that. There’s a whole dearth of folks that are coming into the industry with this orientation. Hire them, engage them, especially if they’re from these communities. Because what I have found is that a lot of these students and the young folks, the way that they’re coming up in the world is not in these silos, the way that the world is so much more fluid. And so, it makes so much more sense, the why. For them this is, this integration, is much more, is a no-brainer. Unfortunately, we’re on the other side of it or trying to reorient our infrastructure, our approach, our lens into that. And so, I would say for investors and for folks, for developers, smaller developers, looking for this type of investor, I that that with the impact field in the regard that we have community foundations in every major city in this country, we’ve got family foundations, we’ve got private foundations, and we’ve got a lot of individuals, like a lot of your listenership and your partners, right? And so, we have to start to message that and get that out more. And I think it’s starting to take root. It’s just, it’s a lot. It’s a lot in this environment, right? To introduce in a completely new framing.

Eve: [00:25:12] It is. Yeah. And then, you know, there’s also redlining, which was supposed to be gone, right?

Cynthia: [00:25:21] No, yeah, no it never went away, never went away.

Eve: [00:25:24] It never went away. So how does that get eradicated? How will that go away?

Cynthia: [00:25:31] So familiar. You know, there are recent reports of some of the cases, and current cases of redlining are still there. And so, I think this is also a finer point, right? So, while we are being aspirational, working in this new normal, we still have to recognize we have vestiges of this old practice. And I think that for many groups that are wanting to engage, and what do I do now, it’s really continued to let up and figuring out how do we support those communities. Look at the communities that haven’t been, who haven’t had any investment. And it’s not easy, it’s not hard to find them, right. And you can see exactly who has been flown over and the bank does, or what have you. Start looking at them.

Cynthia: [00:26:16] So, whenever folks come to us and they’re like, oh, my gosh, we got we’ve got 50-million-dollars, which we do. All right. So, I ask them to look at their issue areas, look at and think about who’s benefiting and who isn’t, and then really focus on who isn’t. And that’s your baseline. And then you build from there you look at, all right, so if this community does not have access to housing, we’re like, well, OK, well what other alternatives, right? Is a smaller housing unit? Is it partnerships with other groups? It’s really helping them to reframe their lens instead of how the deals fit within the future is, to look at what the actual deal is and how you look for the opportunity.

Cynthia: [00:26:56] And I think that given that this recession will hit us very much in places different than the last recession and in a sense, because, look how Covid is hitting us now. The wave will be similar. So, I think the developers in those places that will be in a tremendous amount of opportunity and need for creativity.

Eve: [00:27:22] Yes.

Cynthia: [00:27:22] To help to buy up some of these properties, to help them ensure that they maintain affordability, that they are owned by Black and brown community. And so that’s where I would go. I would look at that and start to think about how do we, how do we help reinforce these communities.

Eve: [00:27:38] Right. Oh, OK.

Cynthia: [00:27:43] Sorry, we said we’d go heavy and deep.

Eve: [00:27:48] I know, it’s hard work, isn’t it? Just shifting gears, a little bit, how much money is being deployed in impact investing at the moment and how much you expect that to grow?

Cynthia: [00:28:01] Yes so impact investing has, over the last few years, has grown a tremendous amount. And so, in the most recent global impact investment report, I believe that the size, and they, every year, they do a survey of self-identified impact investing and impact investors, that every year it’s been going up. And so, this year, I think we’re up into several trillion. And what’s really exciting is if you actually look at the impact investing, if you look at that survey, do it every year, you can see, year over year, exponential growth of the folks that are identifying in this space. And even more so, if you look here in the US, you can see more and more folks that have, who have investable assets, who are very much interested. So, the signs show that there is interest.

Cynthia: [00:28:44] I think the challenge is like, OK, what is that interest, right? And how do we translate that interest into capital and into these deals? And I think that’s the piece that, what we do in our grant-making and with our peers in the impact investing field, it’s where, how are we creating new vehicles, whether they’re investment vehicles and organizations or even thinking about the fintech infrastructure, right? So, there’s a lot of conversations around that. And how do we attract investors to participate in, kind of, this fintech revolution or should we in some cases? And I think that’s all to say, that there’s a momentum and it’s just connecting that momentum with folks who have capital. And the folks who have capital are very much interested in that. A least based on my schedule calls.

Eve: [00:29:34] You said the folks that have capital and that that’s actually what interests me most because everyone has a little bit of capital. I think about how everyone could be involved. And, you know, when you build a new project in a neighborhood that is funded through foundation funds or government funds or new market tax credits or however, you basically increasing, eventually, the asset value of that neighborhood. And then there are people who are left behind. We call that gentrification. I think there’s probably some good things about gentrification. You can’t, you know, not leaving neighborhoods in deplorable states is one of them. I think investments have to be made. But how do you make sure that the little people also get to be part of this, maybe even get to invest?

Cynthia: [00:30:27] Yeah, and I think the more that we can democratize investing, I think the better. The same way think about social media, the way that we’ve democratized people’s voices. Some would argue there’s a downside, and there definitely is…

Eve: [00:30:42] Yeah, there definitely is.

Cynthia: [00:30:44] I will not deny that. But think about it. Think of the voices we’ve been able to hear; think of the things that we’ve been able to see.

Eve: [00:30:52] Yes.

Cynthia: [00:30:52] Think about the deals. Now translate that to investment. Think about the deals we’ll be able to do as a result of people’s voices and perspectives who outside of our industry. And I think there’ll be a reckoning for us around what does risk actually mean? When you think about the risk of National Guardsmen coming into your city and bringing, and all of the chaos that could come with that, right, because some of these protests? And so, I think risk is really what’s on the table, is like, how do we, a free market, define risk? And that’s what’s really happening, because it’s clear that people have defined risk in ways that have been self-serving to one group or groups over others, right?

Eve: [00:31:36] Yes.

Cynthia: [00:31:36] And so, and that’s where we’re at. That’s where we’re at. But wait a minute, you didn’t have, you know, how many folks were like, wait a minute, you know, why couldn’t you waive our rent? These are all issues that are based on the system, but we can dictate the system based on what the need is in this given moment. And I think that that’s really caused a lot of consternation in folks, and particularly those folks that are coming, that are growing up, progressing in their careers and realizing they’re not going to have the same opportunities as the parents.

Eve: [00:32:11] Right.

Cynthia: [00:32:12] Or the grandparents. Are you even remotely, you know.

Eve: [00:32:17] So, a completely different question again. What community engagement tools have you seen that have really worked?

Cynthia: [00:32:26] Power mapping. It’s probably one of my, the best tools in the sense of really, if you are an investor who wants to, you want to make sure that you’re engaging in community in a sufficient and a meaningful way and, be real, like the Black community, right? And often folks especially, say a white developer, or white-led organizations don’t know how to navigate that. So, I would encourage folks to look at things like power mapping and helping them to understand why some communities will be so resistant to developers. This takes reflection and really understanding around the barrage of issues that these communities are facing. And obviously, place is paramount, but now on top of that, access to health care, access to jobs. And so, when you think about that and you have developers that are coming in, we’re going to fix your lives with this new development and then not deliver. And then rinse and repeat. That bears out, that really shows up in the community. I encourage folks to always go into understanding power. How has it been stripped from this community? You know, in the past, how has it enabled the community? You learn about the history, right? It really helps you to understand, how do you find a project, or structure a project, that will get through and be meaningful and beneficial to the community. So, I always start with power mapping.

Cynthia: [00:33:48] I also start with, you know, there are a lot of really great local data and analytics there. Folks who are just totally crunching the data for the communities, right? And really using that to program. Look at them. A lot of folks like to bring in national groups and they’re great, too but I think these local groups have access to data, they have the nuance of this data, that I think is far more powerful and insightful to folks who are thinking about a comprehensive project. That’s the data that helps to tell the story of that community. And so, so many stories of communities have been forgotten or reframed. And so, I would also think about them, making sure you’re getting an understanding of that community, not the, you know, not the one that’s told you by folks who are selling it, but really the community. Right? And so, you know, when you’re going in, you know what you experience with blockers in that development.

Eve: [00:34:46] That’s really, that’s really fascinating. OK, so, where do you think the future of real estate impact investing lies, like 10 years from now? What does this all look like?

Cynthia: [00:34:57] Gosh. Hopefully, it means we see more community making decisions about what businesses are there and more deep engagement, right? I think we’ve seen a lot of national chains that go into various communities and doing a lot of extractive practices, unfortunately. And so, I’m hopeful that we see a little bit of a rightsizing of that, right? And I think where we see much more meaningful and thoughtful engagement from a lot of our national corporates who are a critical partner to community development all over this country. I also hope that we have better models for underwriting these projects and ensuring that we’re thinking about risk in the proper way. And then we are also, we’re comfortable with a different form of return from some of these projects we’ll take. We all, many of us, are long-term investors, right? But we all, we say we’re long term investors, but that’s not how we act. And so, I think that’ll be an interesting piece, I hope that it helps us to shake out a new framing around that.

Eve: [00:36:05] And so what’s next for you? What are you working on?

Cynthia: [00:36:10] A couple of things. Something that I’m really excited about, well as much as you can be excited about trying to systematically eradicate racial injustice in the capital markets, is really some of this ecosystem building. So, for instance, like I said, you know, this recession is going to be so localized and so for, in my mind, that it creates a lot of opportunities with a lot of our local leaders and a lot of folks are about to become local leaders. And so, there’s the conversations that are happening in some of these cities around that and thinking about innovative financing structure. So, I’m really excited about that, Eve. I’m also excited about getting a little more visibility to many of our under-banked and under-financed regions, most notably in the US south. The US south are going to have like 45 percent of our population, is probably the most impoverished counties and cities across the country. And yet we barely have banked them. We barely have community banks and other resources to help these communities, kind of figure out the tools and structures that would work for them and so, for me, it’s really connecting those dots and really helping them build those eco systems and driving more capital and connecting investors to those burgeoning opportunities and businesses and funds.

Eve: [00:37:36] Well, I think you’ll have your hands full, in fact, I think we’re all going to have our hands full, but it is, as you said, an opportunity. Thank you so much for talking to me today. I really enjoyed our conversation. Hope we continue it.

Cynthia: [00:37:55] Likewise, Eve.

Eve: [00:37:55] That was Cynthia. Every time there has been an opportunity for black and brown people to build an asset, to build wealth, says Cynthia, it’s been taken away from them. Who do we consider deal-worthy? Cynthia thinks we are in a moment and so do I. This may just be the moment where we should all sit our guilt aside and just take action.

Eve: [00:38:22] You can find out more about impact real estate investing and access the show notes for today’s episode at my website rethinkrealestateforgood.co. While you’re there, sign up for my newsletter to find out more about how to make money in real estate while building better cities.

Eve: [00:38:39] Thank you so much for spending your time with me today. And thank you, Cynthia, for sharing your thoughts. We’ll talk again soon but, for now, this is Eve Picker signing off to go make some change.

Image courtesy of Cynthia Muller

Rent to buy.

July 27, 2020

How do we address the affordable housing crisis? There are lessons to be learned from all over the world. 

Kris Daff, in Melbourne, Australia, is developing an important solution. Australia’s housing market is very expensive and lack of tenure in the rental market results in significant levels of housing anxiety. At the same time, Kris, a real estate developer, was disenfranchised with the for-sale housing market in Australia. Usually there are display models and a sales suite, a real estate agent is appointed, and there’s a lot of expensive marketing deployed. The goal is to have investors or residents pay ten percent up front for the right to buy an apartment when a building is finished. Kris finds this to be an impersonal relationship between developer and homeowner, especially as more often than not investors are buying units with managing agents acting on their behalf. At the same time a superannuation investment industry which is the fourth largest pension fund in the world has emerged in Australia, and institutionally owned housing is likely to be on the rise threatening home ownership for those who really need it even further.

Kris wanted to find a way to get affordable homes into the hands of people who need them the most. To that end he embarked on his own international research project on how housing is delivered in other countries, large-scale housing owned by one entity and offered for long term secure rental for residents for whom ownership may be difficult. He took what he learned from US commercial housing models and Europe’s approach to the development of long-term rental housing and melded the two into a unique housing model. 

His company, Assemble Communities, builds uniquely affordable housing products that offer a stable, permanent housing solution for low to moderate income earners. They provide tenants with a five-year lease and an option to purchase their property at the end of that lease. They’re not obliged to buy but Assemble provides a program of financial coaching and cost-of-living savings initiatives to help them get there. To date, over 10,000 people have registered their interest with Assemble.

There are no pools or saunas here but Assemble has created an important solution to an enormous problem.

Listen to my interview with Kris Daff.

Image courtesy of Assemble Communities

Technology, finance and inclusion.

June 29, 2020

There’s been a major shift in the way our financial systems work.

FinTech, short for Financial Technology, or the use of technology in finance, is fast becoming the new normal. Increased connectivity and reliance on technology has brought with it a demand for new financial products, blurring the lines between traditional banking and less traditional financial providers.

One such example is Title III of the 2012 JOBS Act, better known as Regulation Crowdfunding. Regulation Crowdfunding is a securities regulation that permits anyone over the age of 18 to invest. Known as investment or equity crowdfunding, this regulation has allowed everyday people access to investment opportunities that were previously unavailable and has thereby expanded the pool of available capital for entrepreneurs.

The dramatic changes to our financial landscape provide opportunities for development as well as challenges for policy makers and the market. Financial regulations can either encourage or impede competitiveness. Government must walk a fine line between regulating the market and stifling market initiative. But they need to address the quickly evolving financial scene as innovative providers are entering the market with new financial solutions at a rapid pace. Risk management can ensure strong and sustainable growth by reducing the probability and severity of bad events but how do you make sure that a financial market cultivates growth and encourages people and businesses to participate and innovate in a socially responsible way?

Melissa Koide founded FinRegLab for just this reason. Previously the Vice President of Policy at the Center for Financial Services Innovation, she then served as Deputy Assistant Secretary for Consumer Policy at the U.S. Treasury Department until 2017. Through her work in government she saw the need for an independent organization to test financial methodologies and new technological tools. With FinRegLab she aims to inform policymakers and financial institutions alike in order to help advance financial inclusion.

You can hear more in my interview with Melissa Koide.  Listen in!

Protesting US Bank at OccupyMN – Day 20 by Fibonacci Blue, CC BY-2.0

Assemble communities.

June 17, 2020

Kris Daff is a developer with two companies. The first, Make Ventures is a more traditional development company, focused on urban infill. It’s the second that Kris is wildly passionate about, and that passion is wildly contagious. Assemble Communities, a developer and “community manager,” is offering a housing model that sets out to solve the very many problems that low to moderate income folks are confronted with when looking for a stable, permanent housing solutions in Australia. And Kris plans to do that at scale.

Assemble is building communities, not just housing units, with a unique housing model that allows you to lease a property, and after five years, choose whether or not to buy it. Not unlike car-leasing models. The idea is that prospective buyers can ‘sample’ a community before committing. And Assemble, as a community manager, provides assorted services like dog-walking, dry cleaning, cleaners, parcel pickup and arranges assorted community events like yoga or exercise groups, dinners and more. They even have a culture ‘magazine’ called Assemble Papers. Kris describes Assemble as “an organization that provides end-to-end property development and management services”.

“We buy development sites, build ‘multi-family’ (long-term rental) properties, and enable communities to develop within and around them.”

Kris is the Managing Director of Assemble and is also Managing Director of Make Ventures. Originally trained as an engineer, Kris is an experienced property professional and, on the weekends, he can be found cycling around the bay – or swimming in it with his family.

Insights and Inspirations

  • “It’s not about being a megalomaniac,” says Kris. “It’s about saying this country [Australia] needs solutions at scale.”
  • Kris has become disenchanted with the standard approach to selling housing which ignores the worker market. He’s developing an approach that provides housing opportunities for those who need it the most.
  • Assemble’s model is a bit like leasing a car. Try your unit for a while and if you like it, you can buy it.

Information and Links

  • Kris’s first project under the Assemble Model, 393 Macaulay Road, Kensington is a partner project of Homes for Homes.
  • Kris is involved in Housing Hive by the Lord Mayor’s Charitable Foundation.
  • 15 Thompson Street, Kensington, is Assemble’s latest development project. 
Read the podcast transcript here

Eve Picker: [00:00:06] Hi there, thanks so much for joining me today for the latest episode of Impact Real Estate Investing.

Eve: [00:00:12] My guest today is Kris Daff, a fellow Australian. Kris is a developer with two companies. The first, Make Ventures, is a more traditional development company focused on urban infill. It’s the second, Assemble, that Kris is wildly passionate about, and that passion is wildly contagious. With Assemble Kris is building uniquely personal, affordable housing products and solving the very many problems that low to moderate income earners are confronted with when looking for a stable, permanent housing solution in Australia. And Kris plans to do that at scale.

Eve: [00:00:54] Be sure to go to rethinkrealestateforgood.co to find out more about Kris on the show notes page for this episode. And be sure to sign up for my newsletter so you can access information about impact real estate investing and get the latest news about the exciting projects on my crowdfunding platform, Small change.

Eve: [00:01:21] Hello, Kris, thanks so much for joining me today.

Kris: [00:01:24] Hi Eve, thanks so much for having me. Looking forward to having a chat.

Eve: [00:01:27] Nice to hear a similar accent. Anyway, so you’re a real estate developer and you have two companies Make Ventures and Assemble, which are both great names, by the way, and I’m wondering why you have those two companies and what each is focused on.

[00:01:46] Sure. So, I’ll start with Make, and Make’s a very traditional real estate development and investment company. I established Make about five or six years ago to focus on the acquisition of real estate for large scale urban renewal projects in Melbourne. And we were successful in that pursuit of those projects and they’ve sort of been the longer-term planning processes. And one of the things that came out of all of that was we ended up with a sort of forward pipeline of a lot of housing for that business, you know, sort of several thousand apartments across multiple locations.

Kris: [00:02:24] And one of the things that I’d sort of worked out for myself, personally, is I’ve become very disenfranchised with the traditional delivery mechanism of housing in this country, which is, housing which is delivered via an off-the-plan sales approach. So, and, so the typical approach is, you would go and set up a display suite, sales suite, appoint a real estate agent to come and do a whole bunch of marketing and spend a whole bunch of money on all of that and you’d get investors and essentially some owner occupiers and, sort of, whoever would turn up and pay a 10 percent down-payment and then sign a contract, would sort of have a, get a right to buy an apartment off you at the point at which the building was finished.

Kris: [00:03:11] And it was a very impersonal relationship between a developer and their clients, which then not the residents, because typically you would have all the investors, typically you’d have a real estate agent managing that transaction for you. And I could sort see, you know, that that sort of writing was on the wall a bit with that model. And I think that model will still be an important model moving forward in this country but it was obvious to me that with the emergence of our superannuation investment industry, so the fourth largest pension fund market in the world, so, a huge volume of capital available from those sources, that institutionally owned housing as we would typically see it in mainland Europe, North America and some other geographies internationally, would emerge as a very important asset class in Australia where it hadn’t really existed previously. And I think there’s a few reasons for that, is, one that, sort of, hadn’t needed to exist because whilst off-the-plan hadn’t been perfect as a delivery mechanism, it had done a reasonable job of keeping up the supply of housing this country needed.

Kris: [00:04:20] So what I then embarked on was a, sort of, international sort of approach, research thesis on saying how does housing get delivered internationally, and housing that’s of large scale but owned in one line then offered for, sort of, long term secure rental for residents for whom ownership may be difficult, what does that look like internationally? And I think the sort of lessons for me is, from North America I took commercial models and taxation settings and some other things that I think that market is super sophisticated in, and from Europe I took, and particularly locations in mainland Europe and particularly places like Netherlands and others, I took an approach to the development of long tenure housing, the development of community in that setting and, you know, the sort of housing co-operative type approach and the sort of self-curation of community by residents. There’s been, a sort, big lesson from that geography. So, all that got me to a point at which I understood the sort of secret sauce, if you like, to what is the approach to the management of large scale institutional housing projects, was really the key to their success and providing an infrastructure within a project in a future neighborhood to let your residents have a very good, productive, sort of wholesome life there.

Kris: [00:05:47] So, we basically acquired Assemble which was an existing development business that was doing a very good job of community occupant-centric type projects and transitioned that business and its approach to the development of contemporary and engaged neighborhoods to be our multi-family housing platform so, or will-to-rent platform, as we call it here. And now, you know, Assemble’s really the face of everything that we’re sort of doing and Assemble will be, sort of, partner, the housing partner for all our clients and future residents moving forward. So, it’s really exciting.

[00:06:27] So, we only do very low, low, and middle-income housing. So, we don’t do what I, sort of, call juiced-up multi-family, like I’ve, sort of, seen in New York. So, we don’t  have a pools and gyms and indoor driving ranges and saunas, and we don’t have someone that will do the dry cleaning for you and put it back in the closet upstairs and all that sort of embellished life. I don’t believe in any of that, which is I guess, more that reference back to the, sort of, a more sort of simple life. The people get a much deeper level of support in one of our buildings than they will in a traditional Owners Corporation type arrangements.

Eve: [00:07:02] You know, what I’ve learned about Australia is that it’s really a for-sale market and most developers build housing products for sale, and yet they’re so expensive. I don’t know how someone gets into that market when they’re a civil servant or they can’t afford, as you said, that sort of embellished lifestyle.

Kris: [00:07:24] Yeah, they can’t. And I guess the systemic problem that comes with that. There are some better value options around but traditionally that’s been found in the far reaches of outer suburban Melbourne, which is a sort of systemic problem with our housing market where you’ve got the people that can least afford to be located 40 kilometres from the CBD or place of work, at a hospital or whatever else, all the people that make our city run get dislocated to these areas and they need to have two motor cars and, you know, they’ve got to have access to public transport and don’t get to see their families as often. So,

[00:07:59] That’s a very American problem, too. Definitely.

[00:08:02] Yeah, yeah. So, we sort of researched again, so, home ownership, given how expensive housing is in Australia for some people it’s just going to be very difficult, if not impossible. What we started researching then is saying: well, if you can provide ten-year certainty, so long-tenure housing, across the spectrum of incomes, how would that make people feel about their housing future? Because one of the things that we identified is the thing that people really crave in Australia is, and need is, sort of longer-tenure housing options.

[00:08:40] And the issue that a lot of Australians are facing who are likely to be long-term renters is that they are stuck in a year-to-year leasing cycle and the fact that they’re only getting twelve months lease at any one time doesn’t allow them to put down roots in a location in the same way that you would if you were in a position to be able to purchase a property. And that lack of, sort of, tenure certainty results in significant levels of housing anxiety. So, people are just nervous about what their housing future looks like. And the extension of that is just, well, if you’re stuck in a year-to-year leasing situation and the landlord’s got the potential to just sell the property or kick you out so they can move their kids in or whatever, who are at university age, for example, might be a good example. So, how does that make you, sort of, feel about your housing future? What’s your propensity to really engage in that neighborhood, in that community? Are you as likely to volunteer or join the local gardening group or, you know, do you get nervous about this warming relationship with your neighbours and other people in the community for the fear that your landlord might kick you out at the end of the year and you’ve got to move three suburbs over? So, what’s the point? So, how do you get your children into school and make sure they don’t have to move schools halfway through their primary school education, for example? All those things together create a lot of nervousness in our housing market for people that are struggling to access ownership place.

Kris: [00:10:10] What we’ve done is, Assemble’s delivering multiple options to the lower/middle income Australians one of which is we give people a five-year lease and then the option to purchase their property at the conclusion of that lease. They’re not obliged to do so. And we provide them with a supportive program of financial coaching and cost-of-living savings initiatives. So, we do a lot of bulk-buying, for example, of sort of household cycles in the like and try and bring down their cost of living to put them in a better position to save for a down-payment on the property at the end of the lease and to just get people sort of more familiar with the concept of ownership. And that’s been the very popular program. So, we’ve got 10 or 12,000 people registered their interest in being in one of our buildings now, And then, so, we’ve got about a thousand apartments in the pipeline for that part of the business in Melbourne.

Kris: [00:11:05] And then separate to that, we’ve got about 2800 apartments which will be delivered as wholly owned communities in a sort of multi-family approach. So, they’ll stock properties that are only available for rental, and never an opportunity to buy your individual apartment. But that’s catering to a different part of the market. And in those projects, we’ll be able to deliver about 20 percent of the housing to very low-income Australians. So that’s social housing type rentals who would qualify for Commonwealth assistance and the like for their rent.

Eve: [00:11:38] So does the government provide you with any assistance in building these out, or do you just, do the only provide assistance to the renters?

Kris: [00:11:47] In our circumstance we’re not getting any direct financial assistance from government. Quite interesting, actually, so I’ve spent a lot of time with our different layers of government. The, sort of, State Government and parts of the Federal Government and I’ve always premised all our commercial models and investment models on not requiring significant taxation change, and the like, to affect our project outcomes. So, I’ll go and have a discussion with, say, a State treasurer about what we’re doing and say: “You know we’re building this, and we don’t really need your help financially” and they’re always trying to find an angle in. They’d say: “this is really fantastic. This is the sort of housing that we want. Are you sure we can’t be involved?” So, I think that’s important for us. And to be honest government’s got some very important roles to play and for us, mainly, it’s about planning consent, and the like, that we would sort of seek to lean on them to maybe get that happening a bit quicker than it might traditionally. But I think getting deep financial support from governments to deliver our projects is something that we’ve always tried to avoid because having government in there is a sort of as a counterparty can add complexity to the, unnecessary complexity to the transactions. So, we’ve focused on our sort of partners that we have – our community housing sector partners, for example, who do some extremely good work in very low-income housing. And then partnerships with our biggest superannuation investors to provide the capital required to build and own these assets long term.

Eve: [00:13:21] So, you said something that you glossed over, but I thought was really interesting, in that you help these tenants who might eventually own, you kind of teach them how to become homeowners. I’d love you to elaborate on that.

Kris: [00:13:34] With the option where people have got their half-a-decade lease and then the option to purchase a property at the conclusion of the lease. So, we allow those future residents to enter into those agreements in advance of construction starting. So, typically it would take us about two years to build one of our buildings from the point at which we start on site. So, they’ve got two years of construction plus a five year lease, so seven years in total, to be able to get themselves organized into a sort of regular savings pattern, to be able to be in a position to purchase their property at the conclusion of the five year lease. And the reason that seven-year period is being selected is, we did a lot of work with a couple of our large retail banks here on saying, assuming someone’s sort of started from scratch, how long would it take them to save a deposit to be able to purchase a property, based on different income bands, and the like? And about seven years is about the period that we arrived at. But what we did realize is, it’s very hard to change behavior without support. So, we employed an in-house financial coaching team to work with the residents from the day they sign up with us, so in advance of construction starting. So, we’ve got a multi-stage program that they can participate in adopting. So, some people are very comfortable with numbers and they understand savings and they know how to do a household budget and all those things. And some people just find that a bit more challenging. But at the moment, we’ve got about and 80 percent participation rate from households from our, sort of, future residents in the program. And it’s not, sort of, financial planning. We’re not doing, recommending investment options for them and those type of things, it’s more about how do you form a household budget? Tips and tricks about setting up a separate account to direct deposit some money into each month so that you can’t, sort of, access via a debit card or something that’s just sort of savings account. How to get better value on energy, data, these types of things.

Eve: [00:15:33] This is spectacular, ‘cause all that stuff is pretty overwhelming if you’re tackling it for the first time.

Kris: [00:15:39] I sit through all the sessions and I’ve learned a lot myself. So, I’ve got some better habits.

Eve: [00:15:47] I get bombarded by energy, data, and it’s like, oh no, how am I going to figure this out?

Kris: [00:15:52] And we’ll offer that too, so, through our buildings where people aren’t even on that homeownership pathway model, for people that are just long-term tenants of ours then they’ll have access to that program as well. So, it’s not just about supporting people ultimately, sort of, buying the property from us at the end of the five-year lease. But with other buildings that we’re doing, which are just long-term rental, we’ll also give them access to that team because we think the sort of lessons and, sort of, financial skills and things that Sarah and her team can give to people, just applicable whether you’re working towards ownership or whether you just sort of want to save for your grand holiday that you’ve been wanting to do for your whole life and you haven’t been in a position to save enough money to do, so.

Eve: [00:16:40] What’s the ultimate big, hairy, audacious goal for Assemble then?

Kris: [00:16:45] I think where we’re positioning ourselves, in terms of the businesses, what the team’s working towards is to be the pre-eminent affordable housing developer in this country. And we’ve got a very large pipeline of projects, as I said, now. And it’s not about, sort of, being a megalomaniac, it’s about saying this country needs solutions at scale. So, for me to sort of be mucking around and sort of doing 20 apartments here and thirty apartments there was never really consequential enough for me. So, we’re doing large neighborhoods of significant scale – you know most of our projects are between 100 and 1000 apartments in a single location. We don’t do towers and things but we’ve got some large sites that have the neighborhood of maybe a dozen buildings of eighty apartments each, for example – is to be able to demonstrate to government and other stakeholders that more affordable housing solutions are possible in this country and that we can deliver returns to institutional investors that are efficient, to sort of get them off the bench in housing. And we think that’s really important work.

Kris: [00:17:54] But, ultimately for me, I like the fact that we’re aligned with our future residents. So, when someone can sort of hand the keys back and say “oh thanks, Kris, you know you sort of told me this was going to be a super place to live and it was going to be, you know, warm in winter and cool in summer but, you know, it’s sort of not performing as well as I’d hoped it would.” It’s a sort of different type of alignment with your future community compared to a traditional development approach. So, you know, the things that I’m finding really enjoyable about the organization here is, we get a lot of people who want to work with us and be part of the team who wouldn’t otherwise be interested in participating in a development company. So that’s sort of purposely.

Eve: [00:18:40] You said you’ve got a thousand apartments in the pipeline, and one of the goals is to make sure these assembled living spaces are close to jobs. How do you select sites and are your tenants able to manage without a car? Because, of course, that makes housing more affordable, etc.

Kris: [00:19:01] Yeah, we select sites on a bunch of sort of different metrics so, typically access to heavy rail connections, strong public transport connections, putting them in locations where there’s an existing high level of sort of community and urban infrastructure in place, you know, retail, supermarkets, parks, community based infrastructure, sort of, health care services, employment services, those types of things.

Kris: [00:19:27] In terms of personal transport, we have a significant over provision of bicycle storage in our buildings, for example. We do have car parking available, but at a very much reduced rate to what you would traditionally see in a project in Melbourne. And we provide that to people on a needs-basis. So, you’ve got mobility issues, or you’ve got a dedicated work vehicle, or you’ve got young children, all those types of things then you would qualify for a car park in one of our buildings. If you’re otherwise sort of fit and well and just can’t be bothered walking 400 metres to get your groceries, then you wouldn’t get a spot. You wouldn’t get allocated a bay. Because we’re not strata titling most of our projects, we design those spaces to be – ’cause we get that car use will change over time and it already has, and the way that people get around will change – is we design those spaces to be able to be retrofitted to perhaps, if the buildings has got 50 car bays, for example, and in 10 years’ time the community is only using 30 of them, turn 10 into a music room that we can install into the basement or another workshop space, for example, for the residents to do little projects. So we design in to the inherent flexibility and the re-use of that space because there’s a lot of big buildings in Melbourne built 10, 20 years ago in the Southbank area, for example, where the recent City of Melbourne carpark survey says only about .4 of the bays that exist in those buildings are actually getting used, and it’s all being broken up into little chunks of building in strata titling and things and it’s really impossible to do anything meaningful with that space long term.

Eve: [00:21:11] So, like, what are your occupancy rates like compared to other buildings like this, or are there no other buildings like this?

Kris: [00:21:18] So we’ve got our first project under construction. So, we don’t have occupants yet, but it’s been fully allocated to future residents. So, we’re fully committed for the next project we’re doing, which is in Kensington, in Melbourne, in Thompson Street. There’s two buildings of 100 apartments each there and I think we’ve had 7800 people register their interest in that building. So, we’ve got, you know, a lot of demand, so but, that’s sort of saying you’re really interested in this. What that translates into, people that actually formally want to commit and sort of, you know, it might be sort of 10 or 20 percent of that number, but still a significant over subscriptions. There’s a lot of demand, I think, for housing and I don’t think it’s so much, obviously the access to the housing model is there and more affordable and everything else is, is something that people are very interested in and focused on in Australia where they feel like perhaps the housing market is not with within front of mind. But what’s more important, I think, is our approach to the development of the neighborhood within our buildings is just as important, if not more important to most people that interested in being in an Assemble building in the future.

Eve: [00:22:41] So what is the approach to the development in the neighborhood?

Kris: [00:22:44] Pretty organic. So we’ll have full-time on site staff at each location, but they’ll be,  so, in our hospitality space downstairs in each building, for example, like the cafeteria, the cafe space and grocer, is all the front-of-house staff there will be trained in our system so, you know, they’ll be able to log a maintenance request or let you know when the next yoga class is going to be happening in the communal spaces, but, is an approach to say, well we’ve got a much more personal interface with our staff. So, the stuff that I’ve seen in other locations internationally is very much like hotel type concierge services. So, there’s a few issues with that for me. Personally, I think that embellished lifestyle’s just not a particularly sort of Melbourne style of living.

Kris: [00:23:30] Then the second thing is that that’s an expensive way to sort of resource a building. That would put pressure on our ability to deliver affordable rents and prices. We have staff that provide a sort of infrastructure and an approach to living somewhere with organized walking groups, yoga classes, gardening groups. But the idea is that we’re more in the sort of European housing co-op style of living, trying to transition the residents to be more self-managers of their little neighborhood, their little communities. The idea, from my perspective is, I’d much rather give half a dozen residents 40 bucks a week off their rent each and they look after all our gardens, than paying some contract gardener to come and, Jim’s Gardening or whatever, to come and do the weeding and, you know, pick the vegies or whatever for me.

Kris: [00:24:22] So that approach is going to take a while to sort of transition into. And I think what we’ll find, in our neighborhoods of, say we’ve got a hundred homes, is there’ll be 20 homes of that are hyper-engaged in the building community and sort of wanting to sort of do everything with your neighbors and everything else. And then there’ll be 60 homes that are sort of in the middle somewhere who are happy to do it but they want to be doing the gardening every single Saturday morning with their neighbors, for example. And thern there’ll be 20 people, 20 homes that have residents that, you know, just want to sort of come home and sit on the couch and watch The Voice or something and aren’t that engaged. And that’s, each one of those groups is fine. That’s just society cross-section, right?

Eve: [00:25:05] Yeah, that is typical, yeah.

Kris: [00:25:07] So you don’t have to be a green thumb or be an expert in fixing bicycles or whatever else to sort of be in one of the buildings. So, we’re not trying to engineer a social outcome. You know, it’s a random ballot to get a spot and one of our buildings.

Eve: [00:25:20] Interesting. So, what’s your background and what path led you to all of this?

Kris: [00:25:26] So by trading I’m an engineer, a civil structural engineer and I’ve got a geology degree also. So, engineering and science background but moved out of that sort of consulting engineering space very early in my career into sort of project management and then into more traditional development businesses. So, delivering developments where, you know, section one of the report each month on how the project was performing was always about, sort of, how’s the profit looking? So, it was always about the shareholder return, our investor return, and never so much about the sort of long-term outcomes that we’re generating with our projects. So, working in a few businesses, and did some projects I’m still very proud of, in that part of my professional life but found myself, as I said earlier, checking out of that delivery mechanism for housing, you know, sort of four, five years because it bought up such a large portfolio of projects, started investigating other ways of deal with the housing that was more aligned with our residents.

Eve: [00:26:29] Interesting.

Kris: [00:26:31] Yeah, so look, I learned a lot of good skills and things over the journey that are definitely applicable to this space, but plenty I’m finding it a lot easier to sort of get out of bed and go to work in the morning.

Eve: [00:26:45] Well, that’s good. That’s important. So, are there any current trends in real estate development that interest you or you think are really important?

Kris: [00:26:54] In Australia, in housing, I think the biggest emerging trend is going to be in social affordable rental housing. And that’s institutionally owned whole residential real assets. So that’s buildings and of scale, buildings in between 100 or 200 and 300 apartments, of which a large proportion’s very low-income housing. So, social rental, and that’s analogous to the United States market of the low-income housing tax-credit type component within a mixed tenure, mixed socio-economic buildings. And I’ve seen some very good examples in L.A. and in New York of the sort of mixed tenure outcomes that you can generate. And there is a limit to the amount of ultra-low-income housing you can sort of integrate comfortably with a, within a sort of market scheme.

Kris: [00:27:41] But I think in Australia, that asset class, particularly focused at the affordable end is going to be a sort of huge focus for investors and developers by the lot. But we’re positioning ourselves, I guess, to be a bit of a leader in that space. And I think that’s…

Eve: [00:27:57] That’s exciting.

Kris: [00:27:58] …really important work because they’re the people that are finding housing the most difficult. We’re doing a project in Coburg where we’re going to do 50 homes for older women fleeing domestic crisis, for example, and it’s the fastest emerging group of homelessness. So, you know, there’s some pretty bad sort of societal issues and housing is at the front of a lot of that. And no one’s shying away from it. Everyone knows it’s a big issue and everyone knows we need industrial-scale solutions to housing, and we think we can’t do all that, but we think we’ve got a role to play in guiding industry on models that can deliver moderate returns for investors. And the upshot is they’re going to get on and deliver at scale some housing solutions for the people who are finding housing the most difficult.

Eve: [00:28:46] What is a moderate return for an investor in Australia? What are you shooting for there?

Kris: [00:28:50] So, for our long-term rental housing we’re in the sort of mid-single figures for an equity return. That’s a levered return. You know, up to maybe the sort of high single figures depending on the mix. And then for our homeownership part-way products, more sort of in the high single figures. In equity returns, you know, I’m very familiar with what sort of returns pension fund investors get in North America, sort of similar asset classes. And we think we outstrip any large industry sort of transitioning relatively rapidly to international return level expectations. But it’s very difficult for a Superannuation Fund investor who’s there to represent the interests of their members. So, we’ve got millions of working-class Australians who have charged them with the responsibility of managing their retirement savings. So, to move first in a new asset class that’s not established yet, and things, has a whole bunch of inherent riskiness. But I’ve been very proud of some of our Superannuation Fund partners in how brave they are being in capitalizing us, to allow us to deliver housing solutions that have not necessarily been included before in this country. Yeah, and that’s generally because they believe it’s important work. And, in a lot of cases to be fair, Industry funds, so union-based pension funds, is where it’s particularly applicable to their members who may be in that sort of lower middle income. Probably got good jobs, good stable employment, but just don’t earn lots of money.

Eve: [00:30:27] Right. So, what is the next five years look like for you?

Kris: [00:30:31] We’ve sort of been going for five years now and the next five years for us is really transitioning, starting from the first half of next year into a pretty flat-out delivery phase. So, next year, we’ll look to sites, so start construction of about fifteen hundred homes across around six locations. And, so the last sort of four or five years is been spent getting capital support, getting planning consents, piloting, doing a small project in Kensington, which is 73 apartments, which is under construction and due for completion in May next year, to a phase where we can start to move into that industrial sort of scale delivery phase where we’re delivering extremely large neighborhoods across multiple models and getting to the solutions that are at scale and projects that are at scale for our superannuation fund investors because they need this sort of certain level in scale to make a project investable for them.

Eve: [00:31:32] Right. Maybe thirty thousand units in the next five years? Fifty thousand units?

Kris: [00:31:38] Wow, I don’t know. I think we’re looking at a stabilized portfolio, at the end of five years, around five to six thousand units. I think it would be a sensible objective, to the extent it, sort of, grows beyond that then I’m not sure. My nervousness is, you know  scales useful for the provision of housing solutions, at scales extremely useful for Australians, but who are sort of seeking that tenure-certain housing at affordable rents but how do you hold onto the DNA of our offer and how do we make sure that our neighborhoods, you know if we’ve got forty of 50 of them, are being managed in a way that are sort of true to where we started? And that’s a good challenge, I guess, if you sort of get to that point and we become a very desirable housing partner for Australians. And then I’m sure I’ll be able to sort of find solutions to be able to keep the offer what we want it to be.

Eve: [00:32:36] It’s totally impressive and I can’t wait to see the outcome next year and the next time I’m in Melbourne I really love a tour, if you’ll give me one. You yourself have really impressive goal.

Kris: [00:32:48] Thanks, no worries. It’s been good. Doing new things is always challenging, particularly new things that are expensive, so like building buildings. But I’ve got a really great team here, we’ve got about 30 office staff now, we’ve had six new starters during the shutdown.

Eve: [00:33:06] Wow.

Kris: [00:33:06] Which has been challenging, but I’ve been extremely proud of the whole team. It’s interesting, actually, it’s a fascinating sort of study on ways of working and probably the majority, actually, of the team, I think, have sort of upped production for the same worked hours compared to what they’re doing in the office. So, not having the sort of distraction of the sort of coffee machine or overhearing conversations and whatever else. In the office environment, for some people that sort of focused work time’s really useful. So that’s been quite interesting. But on the other hand, the whole team are desperate to get back to the office because they’re sort of craving human connection.

Eve: [00:33:43] Yeah, we all are. You’ve had an easier time of it in Australia than we have over here. Thank you very much, Chris. And I really can’t wait to see what comes of all of this.

Kris: [00:33:55] Thanks Eve.

Eve: [00:33:56] Thanks for your time. Bye.

Kris: [00:33:57] Good on you, bye.

Eve: [00:34:11] That was Kris Daff. Wow. Chris is tackling an enormous housing problem in Australia head on, and he wants to do it at scale. His company Assemble is gearing up to build affordable neighborhoods that solve many of the problems low to moderate income earners have in Australia. But first and foremost, Assemble offers a long term and secure housing solution for those who need it most. You can secure a home in an incredibly expensive housing market by buying a unit after five years if you want to and Assemble will offer you all the support you need along the way.

Eve: [00:34:53] You can find out more about impact real estate investing and access the show notes for today’s episode at my website rethinkrealestateforgood.co. While you’re there, sign up for my newsletter to find out more about how to make money in real estate while building better cities.

Eve: [00:35:10] Thank you so much for spending your time with me today. And thank you, Kris, for sharing your thoughts. We’ll talk again soon but for now, this is Eve Picker signing off to go make some change.

Image courtesy of Kris Daff, Assemble Communities

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