HomeMy WebLinkAbout14- Development Department D E V E L O P M E N T D E P A R T M E N T
OF THE CITY OF SAN BERNARDINO
REQUEST FOR COMMISSION/COUNCIL ACTION
From: KENNETH J. HENDERSON Subject: ARDEN-GUTHRIE FOCUS
Executive Director NEIGHBORHOOD REVITALIZATION
STRATEGY
Date: March 3, 1993
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Synopsis of Previous Commission/Council/Committee Action(s):
The Community Development Commission and its Housing Committee have
previously considered this matter in January, February and March of
this year.
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Recommended Motion(s):
(Community Development Commission)
MOTION A: That the Community Development Commission approve the
attached Comprehensive Revitalization Strategy for the
Arden-Guthrie Focus Neighborhood.
(Motions Continued to Next Page...)
Administrator KENNETH J. HEN&RSON
Executive Dire for
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Contact Person(s): Ken Henderson/David Edgar Phone: 5081
Project Area(s) : N/A Ward(s) : 4,7
Supporting Data Attached: Staff Report
FUNDING REQUIREMENTS: Amount: $ 650,000 Source: CDBG LOC
Budget Authority: Requested
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Commission/Council Notes:
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KJH:lag:1161E COMMISSION MEETING AGENDA
Meeting Date: 4/5/1993
Agenda Item Number: - 14
REQUEST FOR COMMISSION/COUNCIL ACTION
Arden-Guthrie Focus Neighborhood Revitalization
April 2, 1993
Page Number -2-
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Recommended Motion(s) Continued:
(Mayor and Common Council)
Community Development Citizen Advisory Committee Recommendation
MOTION B: That the Mayor and Common Council authorize staff to
immediately acquire and rehabilitate one four-plex building
for conversion to a multi-use facility, appropriate $150,000
in CDBG funds for said purpose and authorize the Mayor and
Executive Director to execute any documents required to
effectuate said transaction.
- AND -
(Community Development Commission)
MOTION C: That the Community Development Commission authorize the
issuance of a Request for Proposals (RFP) for qualified
property management companies for the purpose of identifying
designated "project managers" for the Arden-Guthrie Focus
Neighborhood.
(Mayor and Common Council)
Community Development Citizen Advisory Committee Recommendation
MOTION D: That the Mayor and Common Council authorize the acquisition of
a vacant parcel within the Arden-Guthrie Focus Neighborhood
for development of a neighborhood park facility, appropriate
$500,000 in CDBG funds for said purpose and authorize the
Mayor and Executive Director to execute any documents required
to effectuate said transaction.
- AND -
(Community Development Commission)
MOTION E: That the Community Development Commission authorize Agency
staff to solicit funding resources from the Inland Valley
Development Agency (IVDA) for the purpose of financing the
various components contained within the Arden-Guthrie Focus
Neighborhood Revitalization Strategy.
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KJH:lag:1161E COMMISSION MEETING AGENDA
Meeting Date: 4/5/1993
Agenda Item Number:
D E V E L O P M E N T D E P A R T M E N T
OF THE CITY OF SAN BERNARDINO
STAFF REPORT
Arden-Guthrie Focus Neighborhood Revitalization Strategy
Agency staff has, for an extended period of time, been actively
preparing a Neighborhood Improvement Strategy for the Arden-Guthrie
Focus Neighborhood. The Arden-Guthrie community is currently plagued
by a myriad of serious physical and social problems, all of which are
significantly affecting the area's overall "Quality of Life". In
addition, the level of deterioration and blight which has occurred
within this community continues to significantly impact available City
financial resources.
As it exists today, the Arden-Guthrie Focus Neighborhood utilizes a
disporportionate amount of resources and represents a significant
"drain" on available City resources (i.e. , Police, Fire, Code
Enforcement, etc.), normally delivered within neighborhoods city-wide.
This strategy represents an attempt by the Agency to comprehensively
address the social and physical "needs" of this community and to
effectuate permanent improvement in the "Quality of Life" within the
area. The ultimate goal of this approach is to change the economics of
the Arden-Guthrie Focus Neighborhood to such an extent that it will be
maintained at a desirable level (consistent with community standards)
without the need for more than "normal" City investment of resources.
The Revitalization Strategy involves systematic neighborhood
improvement which would occur over the next one-to-three year period
(1993-95). The Program covers the entire area where approximately
one-hundred, eighty-seven (187) fourplexes are concentrated. The total
costs (includes Public and Private funds) the strategy is currently
estimated to be approximately $7 to $10 million, the cost of which
would be phased in over the entire three (3) year timeframe.
It is important to note than the strategy is comprehensive and holistic
in its approach. It is not a strategy that can be broken up and
implemented on a segmented basis. If the Arden-Guthrie Focus
Neighborhood Revitalization Strategy is adopted, Agency staff would
immediately pursue project funding through the Inland Valley
Development Agency (IVDA). Based on existing IVDA policy, staff would
take the approved strategy before the IVDA Board of Directors for its
approval and funding of the strategy in whole or in part.
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KJH:lag:1161E COMMISSION MEETING AGENDA
Meeting Date: 4/5/1993
Agenda Item Number: '4)4
DEVELOPMENT DEPARTMENT STAFF REPORT
Arden-Guthrie Focus Neighborhood Revitalization
March 3, 1993
Page Number -2-
The Revitalized Arden-Guthrie Focus Neighborhood would include a mixed
variety of tenants/renters at each income level (very low, lower,
median and moderate). Furthermore, the strategy is flexible enough to,
at some future point, pro-actively accommodate potential ownership
opportunities for tenants currently residing within the neighborhood.
The Arden-guthrie Focus Neighborhood Revitalization Strategy was
considered at a luncheon workshop conducted on Monday, February 1,
1993. Following extensive dialogue, the Revitalization Strategy was
subsequently modified to include the following:
• The strategy includes the entire area which is comprised of
one-hundred, eighty-seven fourplexes.
• RFP for project manager services.
• Allowance for eventual home ownership opportunities.
• Input from the City of Montclair.
• Consideration of the strategy by the Community Development
Citizen's Advisory Committee (CDCAC).
Consideration of this item was then re-scheduled for the Monday, March
22, 1993 Community Development Commission meeting, at which time the
Commission referred the matter to its Housing Committee.
On March 4, 1993, the Community Development Citizens Advisory Committee
(CDCAC) reviewed the strategy and recommended to the Housing Committee
and Mayor and Common Council approval of the park acquisition and
four-plex acquisition (multi-use) components of the proposed
Revitalization Strategy.
At the April 1, 1993 Housing Committee, concern was also raised
regarding the background and qualifications of Southern California
Housing Development Corporation (SCHDC), a non-profit negotiating with
the Resolution Trust Corporation to acquire twenty-four (24)
fourplexes. Attached is information provided by SCHDC with respect to
its mission statement, goals and objectives, qualifications and
members. Staff Bylaws. Staff also has available SCHDC's management
plan, five-year plan and Bylaws. A representative of SCHDC will
present at the April 5, 1993 Commission meeting.
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KJH:lag:1161E COMMISSION MEETING AGENDA
Meeting Date: 4/5/1993
Agenda Item Number: _ A
DEVELOPMENT DEPARTMENT STAFF REPORT
Arden-Guthrie Focus Neighborhood Revitalization
March 3, 1993
Page Number -3-
Please note: It is extremely important the Commission fully
understands the potential significance caused by additional delays to
adoption of the Arden-Guthrie Revitalization Strategy. The U.S.
Department of Housing and Urban Development is prepared to immediately
fund the acquisition and substantial rehabilitation of several
buildings within this neighborhood, totally predicated on the City
having an approved/adopted strategy. Without an approved strategy, the
Federal Government is unwilling to proceed with financing of any
buildings within this neighborhood. In keeping with the theme of
immediate implementation, attached are three (3) letters from the
Sunrise Village Apartment Owners Association, the County Department of
Public Health and the HUD Santa Ana Property Management Office,
respectively. These letters all voice support for the immediate
adoption of the proposed strategy by the Housing Committee and the
Community Development Commission.
Based upon the significant potential benefits to the neighborhood and
surrounding community, staff recommends adoption of the form motions
"A", "B", "C", "D" and "E".
G
KENNETh J. hEODERSON, Executive Director
Development Department
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KJH:lag:1161E COMMISSION MEETING AGENDA
Meeting Date: 4/5/1993
Agenda Item Number:
x-1993 07s51AM FROM H.E.R.E. Project TO 19098889413 P.01
Sunrise Village Apartment
Owners Association
Mr. David Edgar March 4,1993
Eccnooic Development Agency
---CftY of San Bernardino
201 North E Street
San Bernardino, CA 92401
Dear Mr. WIWI
I have had a chance to rtvieM the draft resort which is .
scheduled to be considered by the Housing Committee an March
91993. On behalf of the Board of Directors of
Village apartment Owns" Association the Sunrise
we strongly support the
entire reuortlproposal . We urge inmedlate imPlenentation of its
Provisions. We *50ecially like the bidding for the *project
flanagers" and the availability of $M,000.00 for loans to
existing property owners to repair and upgrade their properties.
We would hops the City of Ban Bernardino could dedsisnate
$1,600.00 for the purpose of Paying the State of California
Income Tax for Our non profit association. The Sunrise Village
Apartment Owners Association was created at the request of the
City of San Bernardino. We wash to continue to pork Nith you. We
have not been able to qualify for a State Tax Exemption.
Therefore we owe 4@00.00 to the State for 1991 taxes and Hill
soon Owe another 4500.00 for 1992.
VFresldent 414
San Bernardinog CA 92413
j
TOTEM. P.01
I�
DEPARTMENT OF PUL :C HEALTH
t °K COUNTY OF SAN BERNARDINO
351 North Mt. View Avenue • San Bernardino, CA 82415-0010 • (714) 387.8280
GEORGE R. PETTERSEN, M.D., M.P.
Director of Public Heakis
March 10, 1993
Mr. Frank De Vries
Economic Development Agency
201 North E Street, Third Floor
San Bernardino, CA 92401-1507
Dear Mr. De Vries:
The San Bernardino County Department of Public Health
enthusiastically supports the establishment of a multidisciplinary
service center in the Arden-Guthrie area of San Bernardino. The
center will create visible evidence of the commitment of staff of
the Emmerton School project to the betterment of the health and
welfare of families served through the project.
The Arden-Guthrie service center will make it possible for the
health department to bring needed preventive health care to the
area on a routine basis. Services will include immunizations,
parent education, child and adult health examinations to name a
few. Local citizen input will be sought to shape the types of
services that will be offered. The goal is to empower the
citizens, help them become self-sufficient, and stabilize the
community.
It is anticipated that other service providers from the private,
private non-profit, and public sectors will bring a variety of
services to the center beyond those offered by the health
department. Our staff is eager to help make that happen. The
space is needed first and our hope is that your efforts will solve
that problem.
Sincere ,
Thomas Prende as SM.D.
Interim Director of Public Health
TP:AI:mjm
Ado... U.B.Deparowd of Housing and Udw Der 1611ment
1
.• . Santa Ana Office,Region 1X
�f 34 Civic Center Plaza,Box 12830
Santa Ana,Cdifomis 02712-2860
March 18, 199 Q v
�R ?
William H. McGuire, President PMEN� ��PA�SMENj
American Phoenix Funding Corporation DIEN
One Carlsbad Research Center
2386 Faraday Ave., Suite 220
Carlsbad, CA 92008-7223
Dear Mr. McGuire:
Thank you for your letter regarding proposed actions tar the
Arden Guthrie area of San Bernardino that we received on March 17,
1993.
I noted the program was presented on March 3tt 19931 to the
Housing Committee with recommendations to the Comtmutity Development
Conatission to adopt the strategy for revitalizing the Arden Guthrie
community and to immediately acquire and rehabilitate one fourplex
for use as a multi-use facility.
It does, therefore, appear that progress is being made toward
getting full Council approval for an ongoing ccmmaitment to support
the strategy.
When Council has finally adopted the Comprehensive
Revitalization Strategy, we will begin to consider the various
proposals for insuring units in the area.
The seven-unit waivers will be dealt with on a case-by-case
basis and can only be approved by Headquarters in Washington, DC.
We will make appropriate recommendations on all submissions
presented to us based on our understanding of the demonstrated
local commitment.
Thank you again for your update. We will look forward to
receiving notice fr= the City of San Bernardino when action has
been completed by the Mayor and City Council on the proposed
program strategy.
Very sincerely yours,
cc: Earl G. Fields
Mayor Holcomb Manager
,'Ken Henderson
HSIDM J. Beavers
�y.n eeRy'
City of San S, rdino Economic Development Agency
DEVEL UPMENT DEPARTMENT ICam'th J.Hand wtr
Executive Director
L
,VT OEQ�P
REVITALIZATION
ARDEN-GUTHRIE FOCUS NEIGHBORHOOD
MARCH, 1993
PREPARED BY:
Development Department
HOUSING DIVISION
201 North E Street, Third Floor•San Bernardino,California 92401-1507•(909)384-5081•(800)232-1267-FAX(909)888-9413 J
REVITALIZATION STRATEON
The Development Department's Housing Division has been actively preparing a
Comprehensive Revitalization Strategy for the entire Arden-Guthrie 'Focus' Neighborhood
which includes approximately one hundred eighty-four (184) four-plexes (736 units). Once
adopted, this strategy would provide the framework through which both immediate and
permanent neighborhood improvement and revitalization would occur. It is extremely
important to understand that this strategy specifically addresses required 'neighborhood'
and 'property improvement' needs within this area. Furthermore, the strategy attempts to
pro-actively address significant and complex social issues which have also been identified.
Development of this strategy has emerged from, and is consistent with, the Neighborhood
Improvement Plan developed through the Building Industry Association (BIA) HomeAid
Program. The Agency's intent and desire is to create a viable living environment and an
improved quality of life. This direction has been consistent and ongoing since development
of the BIA improvement plan in July, 1989.
The Revitalized Arden-Guthrie Focus Neighborhood would include a variety of
tenants/renters at each income level (very low, lower, median and moderate).
Furthermore, the strategy is flexible enough to, at some future point, proactively
accommodate potential ownership opportunities for tenants currently residing within the
neighborhood.
The Arden-Guthrie Revitalization Strategy is based solely upon identified neighborhood
'needs' and 'concerns'. Programs, activities and projects identified within the strategy are
merely frameworks for addressing the assorted and diverse 'needs' found within this
Community.
The ultimate goal of this approach is to change the economics of this Focus Neighborhood
to such an extent that it can be maintained at a desired level (consistent with the
community standard), without the need for 'more than normal' City investment.
The major components of the Arden-Guthrie Focus Neighborhood Revitalization Strategy
include, but are not limited to, the following:
"Establish "Protect Managers" for this Focus Neighborhood
The single most critical component of this strategy is the designation of hands-on
'Project Managers' for this focus neighborhood.
Project Managers would be responsible for coordinating/administering
implementation plans in conjunction with each of the specific areas identified within
this strategy. Furthermore, these individuals would become vital communication
links between the Agency and the Arden-Guthrie 'Community%
-- ,. - W
The Agency is suggesting that, because of the exten0,e experience and expertise
required to sur 3sfully fulfill the requirements of thi; action, a formal 'Request
for Proposals' (,A P) should be issued to qualified providers. It is the Agency's
understanding that there are currently a number of highly qualified firms, with
extensive track records in property management, interested in this neighborhood
and project.
Approximate Budget:
- Per Month ( INA• )
TOTAL BUDGET INA (per year)
""Multi-Use" Facility Develoement
The Agency would acquire an available a four-plex for conversion and rehabilitation
into a MulWse neighborhood facility. Once completed, the facility would be utilized
for the following purposes:
a) 'Proiect Manager's"Offica -This facility enables the designated
'Project Manager' to have neighborhood-based operations on a
twenty-four (24) per day basis. This office facility is also critically important
to the Project Managers in establishing open communication between
themselves, the property owners and the tenants within this Community.
b) Health Care Office - The County of San Bernardino Department of Public
Health provides extensive Health Care Services to Arden-Guthrie
neighborhood residents. Providing these services at this facility represents
an important component in addressing identified Social Service needs within
this neighborhood.
c) The County Library Department has expressed an interest in locating a
branch facility in the area, first as a part of the acquired four-plex and then
as a permanent fixture in the proposed Community Center.
d) Community Meeting Room - Meeting Room space would also be available
for local community based organizations and groups (ie., Neighborhood
Watch, Boy Scouts and Girl Scouts, and the Emmerton School Project, to
name a few.)
" Approximate Budget:
- Acquisition ( $ 85,000 )
- Rehabilitation ( $ 65,000 )
TOTAL $150,000
"Information Not Available
1q
"As,slat a Non-Prof' Organization with the Rehabillte n_of Twenty-Four (241
Buildinas within t, s Neighborhood
Southern California Housing Development Corporation has received tentative
approval from the Resolution Trust Corporation (RTC) to acquire twenty-four (24)
buildings (ninety-sa (96) units) previously owned by HomeFed Bank.
Agency assistance would be utilized to rehabilitate/improve these buildings.
Furthermore, the Agency would also be involved with preparation of work
write-ups, cost estimates and property inspections.
In return for these considerations, the Agency would also have substantial covenants
(CC&Rs) recorded on each of the properfies. These covenants will ensure that long term
affordability, tenant screening, occupancy standards, and property maintenance standards
are strictly adhered to within this neighborhood.
' Approximate Budget:
- Per Building Cost ( $ 30,000 1
TOTAL BUDGET $720,000
"Assist existing Property Owners with Rehabilitation/improvement of their
Properties.
The Agency has been actively receiving requests for property rehabilitation program
assistance from both existing property owners and from investors interested in
purchasing units within this Focus Neighborhood. To date, requests involving over
twenty (20) four-plexes have been received.
If Property Improvement Program assistance is provided to these interested parties,
the Agency would also require recordation of CC & Rs on each of the buildings.
Approximate Budget:
- Per Building Cost ( $40,000 )
TOTAL BUDGET $800,000
"Cul-de-Sac Newcomb Mckinlev and Dumbarton Streets:
The City would eliminate vehicular through traffic by cude-sacing these
neighborhood streets. This action would create a pronounced sense of
'Community' and a safer and quieter environment for residents living within these
areas.
In conjunction , , the cude-sacing activity, addition ,reenbelt and/or 'mini-park'
areas will also Ue created (Please see attachment). Creating these greenbelts
will provide much needed 'open-space' areas along these streets, while also
offering additional play areas for youth within the neighborhood
* Approximate Budget: $450,000
"Development of a Neighborhood Park:
A large (6 acres) vacant parcel of land is currently available within this focus
neighborhood for acquisition and development as a neighborhood park. Once
developed, neighborhood park facilities will include a 'tot lot' area for children,
a football/soccer field and assorted picnic areas.
In addition, development of park site land will also include a Community Center.
This center could have multiple uses, including:
- Neighborhood/Community Police Site
- Day Care Facility Site
- Community Branch Library Site
- Emmerton School Program Site
- Youth Activity Center
The Agency has already received extremely positive interest and support for the
development and utilization of this facility from various Social Services providers within the
Community.
• Approximate Budget:
- Acquisition ( $500,000 )
- Park Improvements ( $425,000 )
- Community Center Facility ( $2.75 million )
TOTAL $3.675 million
**Los Padrinos Community Coalition:
The Los Padrinos Community Coalition is now prepared to provide extensive and
ongoing graffiti removal and neighborhood clean-up services within this area.
These services will be delivered on both a re-active (Immediate Need) and
pro-active bases as part of intensive efforts to improve the overall 'image' and
appearance of this neighborhood.
/f j
"Provision of Addl ial Police Services:
In order to achieve long-term neighborhood revitalization, a significant increase in
the level of Police activity will be required within this area. This increased activity
level will be manifested primarily in terms of additional Police 'Presence', but also in
terms of Police Department Program Delivery.
In addition, at some future point in the revitalization of this neighborhood, a police
facility should be established directly within this community.
"Pro-Active-Code Enforcement:
It is anticipated there will be a uniform, consistent and vigorous code enforcement
program to ensure that those owners not participating in the program will
maintain their properties in an appropriate manner and take all necessary steps to
ensure appropriate tenant screening.
"Establishment of the Arden-Guthrie "Task Force":
In order to facilitate the coordination and communication necessary to effectuate
major changes within this Focus Neighborhood, it is strongly recommended that a
'task force' be established.
This task force would meet on a weekly basis, and would include representatives
from various City departments, Social Service Providers, non-profit
organizations, project managers, the Homeowners Association and selected
tenants from the neighborhood. Inclusion of these representatives would ensure
enhanced commitment to the Revitalization Strategy and that any/all available
resources are utilized within this neighborhood.
To facilitate development and implementation of a neighborhood 'task force', it may also
be desirable to contract with selected professional consultants, fie., L. D. King and
Associates, etc.). Those consultants ultimately selected, however, must have significant
experience in neighborhood revitalization and/or 'task force' development.
" Approximate Budget: $ 50,000
TOTAL $ 50,000
The Arden-Guthrie Revitalization Strategy identifies important components necessary in the
City's effort to improve the Arden-Guthrie Focus Neighborhood. Once completed and
adopted, however, the City's ongoing commitment to implementation and management of
the strategy will directly determine how successful improvement efforts are within this
Focus Neighborhood.
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SOUTHERN CALIFORNIA CORPORATION
w.. HOUSING DEVELOPMENT
A Nonprofit Housing Corporation
r
190 North Arrowhead Avenue,Sulte E
' Rialto,California 92376
(714)873-9660 Fax: (714)873-9661
' MISSION STATEMENT
Southern California Housing Development Corporation
The Southern California Housing Development Corporation (SCHDC) is a nonprofit housing development
corporation created to promote the development of significant amounts of affordable housing in a nine county
' region of Southern California. SCHDC plans to work with cities and counties throughout the region,assisting
them in their determination of housing need and then in the creation of affordable units to meet those needs.
SCHDC will promote both the construction of new units and the acquisition and preservation of existing units.
t It is SCHDC's overall purpose to assist as many low to moderate income families as possible,and as soon as
possible.
' Goals and Objectives
Goal #1: Promote the creation of affordable housing in Southern California.
t Objectives: • Identify opportunities within cities and counties in Southern California where
affordable housing can be created.
' • Give priority to projects which serve the low and very low income families and projects
which serve the needs of the elderly, handicapped,and other special needs groups.
' • Conduct financial analysis,which determines cost of creating the affordable units.
• Obtain support within the community where the project will be located.
' • Assist in obtaining all necessary local approvals for the projects.
Goal #2: Promote the development of new affordable housing_projects.
' Objectives: • Locate sites which lend themselves to the development of affordable housing.
' • Conduct feasibility analysis and design the projects to meet the feasibility parameters.
• Joint venture with owners of land, municipalities, other nonprofits, and for profit
developers whenever an appropriate opportunity arises to provide affordable housing.
' • Either own and manage the projects after construction,thereby ensuring the proper
maintenance of the units,or monitor the projects after completion constantly verifying
' the units are in decent,safe, and sanitary condition.
• Work to ensure long term affordability of all new units developed.
1 Goal #3: Preserve existing rentals by acquiring existing units that can be converted to affordable
levels or are "at risk" of being converted to higher rents from current affordable levels.
' Objectives: • Locate financially troubled apartment complexes which can be acquired at below
market prices.
' • Develop a financial structure which maintains affordable rents and can service an
adequate permanent loan.
• Obtain loans and grants necessary to acquire the projects.
• Own and manage the projects,thereby ensuring their affordability and the maintenance
' of the facilities in decent,safe, and sanitary condition.
lF
SOUTHERN CALIFORNIA HOUSING DEVELOPMENT CORPORATION
' EXECUTIVE MANAGEMENT STAFF
Andrew B. Wright. Chief Executive Officer.
Jeffrey S. Burum, Executive Director.
Reynolds, Planning and Entitlement. Mr. Reynolds has been involved
Kenneth A. Rev Yn
development and city planning in the
states of California
rofessionall with both land ty p g
P
Y P
ties school
consultant ltant
to
counties, cities,' a planning
' cel
960.
H
e is
since and Arizona
water districts and several Southern California developers. Areas of
districts, P
P
lannin g
specialization include: environmental studies,
g eneral plan and land
management programs, specific plans, housing studies, senior
housing, site analysis,
s
,
concept planning and design, feasibility studies and governmental processing.
Currently M r. Re y nolds is project manager on several large scale specific plans.
These
projects ran a in size from 230 to 4,800 acres and feature mixed land use with
P J g
ed housing, golf courses commercial offices and industrial uses.
attached and detach g, g ,
Mr. Reynolds Planning Direc t or for three Southern California cities: Inglewood,ewood
,
ton Beach. He also has a
El Segundo and Hunting experience as General Partner,
g
Developer and Manager of various commercial properties. Responsibilities
onsibilities include:
1
design, g
0
vernm
ental processing,
financing,� bidding J ob supervision ervision for
construction and remodeling plus maintenance, leasin g P rop e rty management ment and
r O'Hara Development in Del Mar,
es. Mr. Reynolds was Division President for ,
sal yn P
California.
. He
was in charge e
of the management and development
ment of several San
Diego County housin g p rojects that collectively exceeded 1,000 dwellin g
units.
Responsibilities included: site analysis, site and building design, project feasibility,
governmental al
processing,g, bud budgeting,g� fnance
packages g es '
clu din g FHA processing,
g
sales office and model complex design. Mr. Reynolds is a general contractor;
P g
' the State of California. He holds an M
S degree in City and Regional
licensed In g tY g
to
Charter Member m h
'saC r
of
Southern California
and i
1 University
Planning from the
American Institute of Certified Planners.
Page 1 SCHD C Executive Management Staff.
l �
low
i
' Thomas L. Jacobs, Construction Manager. Mr. Jacobs received his Bachelor of Arts
degree in Design from California State University, Long Beach. In 1969 he was
employed by the City of Huntington Beach in the Planning Division. Mr. Jacobs was
responsible for site planning, architectural design, entitlemen is,
and extensive
redevelopment project entitlements. He also served as liaison for the City Council
P P J tY
and Planning Department. Mr. Jacobs has tau ht classes in planning and desi
practices at Orange
C oast College, Costa Mesa Californi a,
and for the Federal
Government. Mr. Jacobs formed his own firm in 1978, Jacobs Development
Com an , which is involved in design, estimatin g, p ricin g, biddin g, negotiating
g
entitlements,s contracting,
coordinating subcontra ctors and
owners construction struction
manage ment and marketing. His p rop e rty development expertise includes land
location new property Y development, design and management, control of
capitalization
costs, e
v aluation of existin g properties,es correc ti ve action for troubled
or poorly managed properties, margin improvement,and liaison to client and lenders,
architects and government agencies. Mr. Jacobs has designed and constructed
>�
numerous
projects ranging in g from medi an p riced
apartment units t o high-end
townhomes.
L .......................
SCHDC Executive Management Staff: Page 2
Scott Galitz. Board Member. Mr. Galitz was educated at the Institute of Financial
Education and the Graduate School of Business at California State University, Los
Angeles, and California Lutheran College, Thousand Oaks with studies in Finance
and Business Administration. He has managed the negotiation and origination of
multifamily, commercial, and industrial loans for over 20 years. From 1978 to 1983
' Mr. Galitz was Assistant Vice President, Lending Operations and from 1983 to 1988
he was Vice President Lending O erations/CRA Department of Coast Federal Bank
' where he esta blished the origination of municipal re v enue bond loans for the City of
Los Angeles and the California Housing and Finance Agency (CHFA), and
' Reinvestment Act lending activities. He was
coordinated Coasts Community Re n g
appointed ted to the Board of Directors of SAMCO in 1984 and was elected to
an of the Board for SAMCO in February, 1990. Mr. Galitz was appointed to
Chairman rY� PP
the Executive Committee of the Board of Directors of the Home Loan Counseling
'
Center ter in 1987 and served on the Savings
and
Loan Communications tions Ta
sk Force for
Southern California.
in Boa Member. Mr. Trabin received his Bachelor of Science
Mark R. Trab g, rd g
<' Degree in
Applied Behavioral
Sciences
and Masters Degree ree in
Community
tY
of California Davis. From 1976 to 1978
Development from the University ,
P
Jamaica, West Indies as a volunteer and
rabin served the U.S. Peace Corps in Jam I ,
Mr. T
g
staff member. From 1980 through 1983, Mr. Trabing worked at State HCD
the Farmworker Housing Grant
headquarters for the Office of Migrant Services and h
headqua g g
Program.r am. From 1984 to 1988 Mr. Trabin
g worked for HCD's Rural Development ment
-riding affordable housing technician,assistanc e program, where he was acircuit
providing technical assistance to rural communities non-profits and private
developers in southeastern California. Mr. Trabing is currently Housin g
and
Development Specialist for Ci ty of Upland and is responsible for CDBG and
a currently serves on the Board of Directors of the
affordable housing ro y
g P gams. He Curren r
Southern California Chapter
of the National Association of Housing and
South g
P
Redevelopment Officials (NAHRO) and on NAHRO's Pacific Southwest Regional
Council's Professional Development Committee.
SCHDC Interim Board of Directors: Page 3
_�y
H. Lawrence Webb, Board Member. Mr. Webb holds a Master's Degree in Planning
from Harvard University. He joined A-M Homes in May, 1991 as President of its
Southern California Division. During the previous four years he was Division
President for Kaufman & Broad Corporation. Prior to that, Mr. Webb was Director
' of Marketing for Mission Viejo Company's Colorado Division. His previous
experience also includes consulting for Colorado builders and institutional property
accounts. Involved in the community, he currently is serving his second term as
Housing
Commissioner for the Orange County ty
Housing Authority,
as well as
serving
on the Board of Directors for Interval, a home for abused women and children.
Mr. Webb is also active in both the local and national building industry,� servin on
we t
'v Board of t e County BI as 11 as on he Board of
the Executive Bo r he Oran A Trustees
g tY
for the National Sales and Marketing Councils Institute of Residential Marketing.
Rocky A. Tarantello, Interim Board Member. Dr. Tarantello joined the facul of
J tY
the University ty
of Southern California Cal
in 1974. He currently holds t he position of
Clinical Associate Professor of Real Estate and Land Economics. He received his
Doctor of Business Administration and Master of Business Administration degrees
gr ees
from U.S.0. and a Bachelor of
Science in Business Administration from California
State Universe Los Angeles. Professional credentials include the CRE
g
designation of the American Society of Real Estate Counselors, Full Member of the
g tY
Urban Land Institute, Lambda Alpha National Honorary Land Economics Society,
National and California Association of Realtors. He has extensive experience in real
estate development, investment market research appraisal,1,
and counseling
1 >>
throughout the United States and an active member of an Orange County hospital
g � g tY P
board. He is also President of Tarantello & Associates,, a California based
real estate consultin g company.
an P Y
Jeffrey S. Burum, Executive Director. Mr. Burum graduated from Claremont Men's
College with a Bachelor of Arts Degree in International Relations/Economics in 1985.
He has been involved in home building since leaving Claremont. From 1985 to
February f 1987 Mr. Burum was Project Manager for The Barmakian Company in
rY J g P Y
Rancho Cucamonga. From March 1987 to January 990 he was Vice President of
rY
H & S
Development February of 1990 a formed velo ment of California. In Februa h his own firm,
Diversified Pacific Development in Rancho Cucamonga. Mr. Burum is an active
' volunteer in his community as well as with several charitable organizations. His
active participation in issues which relate to housing and education led to his
envisioning an opportunity to bring together municipalities and private sector builders
' into a nonprofit partnership to help solve the affordable housing crisis. Mr. Burum
is the San Bernardino County Coordinator for the volunteer network of Job Corps,
JACSS working with low-income youth. He serves on the Board of Directors of the
C White Dove Homeless Shelter and the Board of the Pomona Valley Chapter of
Habitat for Humanity.
SCHDC Interim Board of Directors: Page 4
SOUTHERN CALIFORNIA HOUSING DEVELOPMENT CORPORATION
' BOARD OF DIRECTORS
' Andrew B Wright. Chief Executive Officer. Mr. Wright received his Bachelor of
Science Degree from Bowling Green State University, Bowling Green, Ohio in 1960.
After employment with New York Life Insurance and McGraw-Hill Publications,
Mr. Wright entered the home building industry in 1971. From 1972 to 1975 he was
President of Tektron Corporation,Arizona Division which constructed approximately
' 1,000 homes in the Tucson area. He formed his own firm Andrew Wright Homes,
in 1975 which constructed over 1,200 homes through 1987. From 1988 to 1990
Empire Division of Kaufman and Broad,
President of the Inland Em
Mr. Wright was P
g
constructing n
g hom
es in
eastern Los Angeles eles and Western
San Bernardino Counties.
Mr. Wright has served several terms as President of the Southern Arizona's Home
der of the Year. He was recentl
ciation and in 1979 was named Bull Y
Builders Asso ,
inducted as a member
of Orange County's Lambda Alpha ha Cha
ter,
and is currently
d of Directors of the BIA s Bald View Chapter.
a member of the Boar Y ter.P
Planning Professor of
Leland S. Burns, Board Member. Dr. Burns I's g in UCLA's
Graduate School of Architecture and Urban Planning, where he teaches courses in
re , policy,search method urban oli , and housing, emphasizing strategies and analysis for
old B.S. and M.B.A.
low-income populations in the U.S. and the Third World. He holds
degrees in business ss a dmI '
tra tI
on and
a PhD 'm
economics.om
ics.
Since
joining g
the UCLA
80 books and articles half of them
' 1961 Dr. Burns has written more than ,
faculty m ,
de alin g with housing. Housing: Symbol bol
an [
1470�
reports ort
s the findings s of a
major research effort in 11 industrializing alizin nations n
s an
d
less developed P
ed ar
as of
the
families to improved
an consequences of movin low-income p
U.S. to assess the hum q g
e resents the case for
97 with Leo Grebl r
Housing of Nations 1 ,
0
usin . The Ho ) P
h � (
housing. [
upgrading housing for the poorest of the poor using self-help strategies. The
more
recent, The Future of Housing Markets [1986] (also with Leo Grebler) traces the
social and demographic chan a on the demand for housing in the
consequences of so g
q
nd policy U.S. In 1986, his work in housing was honored with his election as Fellow
of Art and Science. In 1989
he gave the Denman Lecture
of the World Academy 8
' er for Poorer, for Better or Worse" at Cambridge
r Rich g
shi for )
("Home
Owner ,
(
P
Un iversi ty. His international consulting has included projects with the Netherlands
Economic Institute,Ben Gurion University,Economic Commission for Europe,
World
Bank,, an
and
several ral
Um'
ted
Nations ons
agencies.ncies. Consul
tin g
closer to home includes
advising or heading projects for th e (U.S) President's Committee on Urban Housing,,
e Office of Planning and Research,
and the California Coastal
the California State g
-help
housin g projects
ects C ons ery an cY. R e cent work include s a major evalua tion of self
the human outcomes and leadership of a project
in El Salvador, with emphasis on , P P J
tin the consequences of an experimental accessary housing program in the Bay
evaluating q xP
Area.
SCHDC Interim Board of Directors: Page 1
1y
C I T Y OF S A N B E R N A R D I N O
INTEROFFICE MEMORANDUM
TO: Dennis A. Barlow, Senior Assistant City Attorney
FROM: Stephanie Easland, Paralegal
DATE: March 31, 1993
RE: Research regarding Southern California Housing
Development Corporation and Action Housing Property
Management
In researching the existence of Action Housing Property Management
and Southern California Housing Development Corporation, I found
that the Secretary of State had information on The Southern
California Housing Development Corporation ( a non-profit
corporation in good standing) and Southern California Housing
Development Corp. ( a profit corporation suspended by the Franchise
Tax Board) . As to Action Housing Property Management, none of the
entities contacted had any record of such a business. Following is
a summary of the entities contacted and the information received in
regard to these two organizations:
1 ) California Secretary of State - Limited Partnership Division
( 916 ) 324-6769, contacted on March 30, 1993 at 8:00 a.m.
Southern California Housing Development Corporation - no
record.
Action Housing Property Management - no record.
2 ) California Secretary of State - Corporate Status Division
(916 ) 323-4166, contacted on March 30, 1993 at 11:15 a.m. and
3:30 p.m.
Action Housing Property Management - no record.
The Southern California Housing Development Corporation - A
California non-profit public benefit corporation which is
active and in good standing. The President and Agent for
Service of Process is Andrew B. Wright, 190 North Arrowhead
Ave. #E, Rialto, Ca. , 92'376.
Southern California Housing Development Corp. - A domestic
stock corporation (profit ) suspended since 2-1-1990 by the
State Franchise Tax Board. The President and Agent for
Service of Process was Robert F. Torres, 21159 Via Cota, Yorba
Linda, Ca. , 92686.
DAB:se[SOCAL.MEMJ
A
To Dennis A. Barlow, Senior Assistant City Attorney
Date: March 31, 1993
Re Research regarding Southern California Housing
Development Corporation and Action Housing
Property Management
3) State Department of Real Estate
Santa Ana - ( 714) 558-4491; Los Angeles - (213) 897-3399,
contacted on March 30, 1993 at 11:50 a.m.
Action Housing Property Management - not licensed with the
Department of Real Estate although property management
companies are required to do so. These licenses are to be
renewed every four years.
4) City of San Bernardino City Clerk's Office - Business License
Division - contacted Jane Sneddon on March 30, 1993 at 2:00
p.m.
Action Housing Property Management Corporation - no record.
Southern California Housing Development Corporation - no
record.
5 ) County of San Bernardino - Fictitious Business Names Division
Reviewed lists of fictitious business names on micro fiche on
March 30, 1993 at 2 :45 p.m.
Action Housing Property Management - no listing by that name.
There were listings for Action Management Co. , 136 W. Rialto
Ave. , Rialto, owner Diversified Investment Unlimited, Inc. ,
FBN #00109195 D; and Action Property Maintenance and
Management, 17660 Dandelion Lane, Chino Hills, owner Michael
Lescault, FBN ## 0016917.
6 ) GTE Telephone Book - San Bernardino (1992-1993)
Action Housing Property Management - no listing.
Southern California Housing Development Corporation - no
listing.
Stephani Easland
DAB:se[SOCAL.MEM] —2—
C I T Y OF S A N. B E R N A R D I N O
INTEROFFICE MEMORANDUM
TO: James F. Penman, City Attorney
FROM: Stephanie Easland, Paralegal �j•(,•
DATE: April 1, 1993
RE: Further Research Regarding The Southern California
Housing Development Corporation
On March 31, 1993, I contacted the City Clerk' s Office for the City
of Rialto to determine what business operated out of 190 North
Arrowhead Ave. , Rialto, Ca. , the address given for The Southern
California Housing Development Corporation. The City Clerk for
Rialto has business licenses for two businesses in regard to that
address, these being Arrowhead Development Group and Landmark
Laser. Rialto' s records show Arrowhead Development Group as being
a corporation, licensed since January 1990, with James E. Robertson
as President and Glenn R. Sams as Vice President. In regards to
Landmark Laser, their records show that this business is a sole
ownership licensed since March 1987 with Warren L. Whitlock as
President. Attached is a photocpy from the Thomas Bros. Map
showing where Arrowhead Avenue is located in Rialto.
On April 1, 1993, I checked the 1992-1993 GTE telephone book for
the San Bernardino area for these names. Arrowhead Development
Group is listed, its address being 190 N. Arrowhead Ave. Rialto and
telephone number 873-9660. Landmark Laser Printer Service is also
listed but with an address of 170 N. Arrowhead Ave. , Rialto,
telephone number 875-5687. Thus it appears that Landmark Laser is
no longer at the 190 Arrowhead address.
In following up on Arrowhead Development Group, I contacted the
Secretary of State - Corporate Status Division on April 1, 1993.
Their records show that Arrowhead Development Group is a California
profit corporation, active and in good standing, James E.Robertson
as President. The Agent for Service of Process is listed as being
Mark Ostoich, 600 North Arrowhead Ave. Suite 300, San Bernardino,
Ca. , 92401 .
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