MEDITATIONS: A Legacy of Wisdom, Advocacy, Community, & Business Acumen The Steve Corker Interview

 In an era when housing providers face mounting regulations, narrowing margins, and a cultural climate increasingly skeptical of private ownership, it is easy to become reactive or, worse yet, disengaged. Yet every age has its steady hands, those who have seen systems rise and fall and weathered crises without compromising their core values. Steve Corker stands as one of those steady hands.

A former Spokane City Council member, longtime rental housing provider, Stanford University graduate, retired executive, former Gonzaga University instructor, public servant, RHAWA Regent, father, and husband, Steve offers far more than anecdotes. He offers wisdom—the kind earned through decades of dedicated presence, persistent advocacy, and the choice to lead when stepping back might have been easier.

In this conversation, we reflect on a lifetime of providing housing, resilience amid political and economic uncertainty, advocacy as both civic duty and a means of protecting one’s livelihood, and why, at the age of 84, Steve continues to view housing not merely as a business transaction, but as an essential role within the community for people of all income levels.

For those just entering this business, considering leaving it, or simply searching for the words to articulate the meaning and responsibility of their work, this interview offers both a meditation and a powerful call to steadiness and preparation for change.

Daniel Klemme:

You’ve been a rental housing provider and investor in your community for decades. How have you seen the role of being a housing provider evolve over time?

Steve Corker:

My focus has always been on the lower-income rental market, and I’ve seen how much that space has changed. More and more, small landlords are the ones who end up dealing with complex challenges their tenants face—whether it’s domestic violence, alcoholism, serious health issues like cancer, or mental illness.

One of the things I’m proudest of is how we built relationships between housing providers and social agencies. Those partnerships have been crucial in mentoring landlords who are navigating those challenges. Whether it’s working with Goodwill and veterans, the YWCA and domestic violence, or with agencies dealing with substance use and mental health, we’ve come a long way in realizing that landlords aren’t social workers. But we can’t ignore that this work often gets put on our shoulders.

That’s one part of the job: trying to keep people in their homes. The other part is advocacy—protecting the industry from well-intentioned but harmful government incursions that make things more difficult for everyone. Because I served on the Spokane City Council, I had insight into how local government works, and I used that experience to help our industry navigate the system. 

Sometimes that meant filling the city council chambers with landlords. Other times, it meant sitting on housing policy committees to make sure landlords actually had a seat at the table. Honestly, I think we were able to delay some of the policies we’re now seeing in Olympia and Seattle for about eight years. That’s probably the second thing I’m most proud of: standing up for landlords and making sure we were heard.

Daniel Klemme:

Looking back on your long career providing housing, do you think being involved in advocacy helped you stay resilient during difficult legislative cycles or major market disruptions? I know you’ve been through 2007 and 2008, and now all the new housing laws. Do you think staying involved helped you stay in the game and continue renting out your homes?

Steve Corker:

One of the most significant decisions we made early on, back in the 2000s, was to avoid entering the rental market with the burden of mortgage liabilities. That gave us a huge advantage. It meant we could survive COVID and weather most of the recent legislative storms, especially those tied to the Housing First movement, which really reshaped public policy.

The other thing that helped was understanding just how slow the government moves. Policy changes can take months or even years. If you’re not prepared for that, it can be incredibly frustrating. But because I had experience in local government, I knew how the process worked. That gave me patience and perspective.

With financial flexibility and a clear understanding of the public process, I had the tools to stay steady through the challenges our industry has faced over the last decade.

Daniel Klemme:

That’s a great segue, because right now we’ve got about 6,000 members at RHAWA, and not all of them are plugged in yet. What advice would you give to housing providers who are afraid to “rock the boat” or attract unwanted attention by speaking out? Whether it’s someone with just one or two rentals or someone managing several units full-time, what would you say to housing providers who are nervous about getting involved in advocacy?

Steve Corker:

You’ve got to find a champion—someone who can represent your concerns and speak on your behalf. Not everyone is comfortable standing up at a microphone or writing a letter to an elected official, and that’s okay. You don’t have to be the loudest voice in the room. But you do need to connect with the people who are already speaking up, like the leadership at RHAWA.

Personally, I had the benefit of having been an elected official, so I was used to dealing with public pressure, the media, and the bureaucracy of government. That experience helped me step into the role of a spokesperson. But for anyone who isn’t comfortable with that, the good news is you don’t have to do it alone.

Spending time with other active landlords makes a big difference. You’ll find that your own skills improve as you go. Maybe it starts with writing a letter to the editor or sending a clear and respectful email to your legislator. Over time, you might even develop the confidence to speak publicly. The important thing is to take that first step, because your voice matters.

Daniel Klemme:

Yeah, I totally agree. And with the passing of rent control, I know a lot of people are feeling discouraged. It feels like there’s a constant wave of policy changes coming at housing providers. Do you have any advice for people who feel like giving up, selling their properties, or exiting the industry altogether? What do you think they need to hear right now?

Steve Corker:

My wife and I have had that conversation. We’ve sat down and asked ourselves, “Is this pressure really worth it anymore?” But then we looked at our tenants—many of them are families who have been with us for years. Some have stayed five years, even ten. We’ve had very little turnover. The business is still profitable. And we’re not going to walk away from either the return on our investment or the people we serve.

We have group homes. We rent through the Spokane Housing Authority. We’ve partnered with World Relief. Honestly, part of the reward in this business is knowing you’re helping people build a better life. That’s why we’re still doing it. When things get politically heated or emotionally exhausting, we come back to the core of what we do: the landlord-tenant relationship. That’s where we find clarity. Our tenants are worth it. So we’re staying.

I understand that if you only have one or two properties, a single bad experience can feel devastating. But I’d encourage people to step back from the emotion, look at their numbers, and ask, “Can this still be profitable? Am I still serving my tenants well?” For many, the answer will be yes. And staying in the business will be the right decision.

That said, I do recognize that it’s harder for some, especially those who own multifamily properties. The challenges continue to grow. But for those with single-family rentals, there’s often more flexibility and long-term security, especially with the potential resale value. That can be a real buffer in difficult times.

Daniel Klemme:

You’ve sat across the table from city council members, state lawmakers, advocacy groups, even people and organizations that have supported policies we’ve opposed. For RHAWA members who want to start showing up—whether at city or county meetings, housing coalitions, or homelessness task forces—what kind of message do you think actually cuts through and makes an impact? What do you think works when advocating for your business and your community?

Steve Corker:

To me, the most important factor in being able to engage with people who challenge our industry—whether it’s the tenant union, certain social agencies, or even elected leaders—is finding common ground. What we do have in common is that we all want to keep people housed. That’s where the conversation should start.

Humility and humanity go a long way. This is a personal business. People’s lives—financial, medical, and emotional—are all tied up in housing. If you can enter a conversation with empathy while still advocating for balance and accountability, you’ll be far more effective.

We need to help people get back on their feet. That’s what housing stability should mean. It’s not about creating permanent subsidies, but about building a bridge—like unemployment insurance that gives people the support they need to regain footing. That said, we also have to acknowledge the limits of the system. Some individuals facing drug or alcohol addiction don’t even recognize their own crisis, and that makes it harder for everyone.

One of the most frustrating things I heard during the Camp Hope debate was when some service providers said, “We have no expectations for these individuals—we’re just helping them survive.” But that isn’t enough. Organizations like Union Gospel Mission understood that. We have to go beyond survival. We need to help people recover, and that often requires accountability, structure, and sometimes even institutional care.

What allowed me to stay in those rooms and continue engaging—even with people I disagreed with, was showing that I understood the humanity of this crisis. The tenant union and I had each other’s phone numbers. We didn’t always agree, but we knew where each other stood, and we kept talking. That’s what it takes. I can’t say they always listened, but I know they heard me.

Daniel Klemme:

That’s great. I’ve got one more for you. We’ve got members of all ages at RHAWA, and some folks are even starting to hand their properties off to their kids. So, for those just starting out—whether they’re new to the business or inheriting rental properties—do you have a message or any practical advice for people who are brand new to being a housing provider?

Steve Corker:

My first piece of advice is to minimize your liabilities. If you’re just starting out, especially with a single-family home or small apartment, avoid taking on heavy mortgage obligations unless you’re absolutely sure you have the financial backing to weather the challenges. This industry can be unpredictable, and the pressure is real.

Second, diversify. Don’t focus solely on the high-end market. Don’t focus only on the lowest-income segments. Try to serve multiple parts of the market, including the lower third of renters. It’s just like investing—they tell you not to put all your money into stocks, or gold, or real estate. The same principle applies here. Diversify your rental portfolio when you can.

And finally, be patient and plan carefully. Financial planning is crucial, especially if you intend to grow.
You need the right people doing the right things. Most businesses don’t fail because the product or service is bad—they fail for financial reasons, or because the team didn’t execute properly. So take the time to do your homework, stay organized, and if you’re going to commit to being in this business, treat it like a real business from the very beginning.

Daniel Klemme:

I think that’s a great note to end on. And Steve, you’ve had a pretty amazing career. As an RHAWA Regent and the former president of the Landlord Association before the merger, I’d love for you to share just a little bit about your experience, so readers can get to know the history behind your name. This is a great opportunity for folks to learn more about your journey.

Steve Corker:

Well, first of all, I came out of poverty, but from a very loving home. I don’t think I even realized we were poor until I was around eight, when a friend came over and had ice cream on a weekday. I asked my parents, “Do people have dessert on days other than weekends?” That’s when it clicked.

But I was raised by a village. It wasn’t just my parents. It was the Boy Scouts, our church, a children’s hospital that saved my life, and a great university that gave me an education. None of those were government. They were community institutions saying, “If you work hard, your life can be different.”

At that university, I learned how to adapt. I was a slow reader, but they didn’t call me stupid. They put me in a speed reading course. I went from 200 words a minute to 2,000. That one skill allowed me to thrive in an age of information overload. I remember the president of the university saying, “Someday, you’ll hold all the world’s knowledge in your hand.” And here we are. The real challenge now is knowing what to do with it all.

I’ve had four careers: One trying to save the world, one traveling it through the airline industry, one building a business to support my family, and one in public service. I was prepared for each of them because I never feared change—I welcomed it.

I also spent 35 years teaching. Having a constant stream of young people in my life made me believe in the future. And now, at 84, I’m living with a wonderful woman who’s 88, and we’re still trying to make the world a better place for our children and grandchildren.

People sometimes ask, “Why are you still involved in this work?” And I tell them, because this is where my kids and grandkids are going to live. Do you think I’m going to walk away from being a responsible parent and grandparent?

Hell no.