Land Bank 101: The Basics of Land Banking in Ohio

Land Bank 101: The Basics of Land Banking in Ohio
Lucas County Land Bank
David Mann, President
Cindy Geronimo, Vice President & Director of Community Engagement
Joshua Murnen, General Counsel
2013 Revitalizing Ohio’s Vacant Properties Conference
Land Bank 101
Getting Started
Lucas County Land Bank ‐
Brief History
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Incorporated – Aug. 2010
Aug 2010
Hired first staff member – Nov. 2010
Received funding / acquired first property –
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p p y Feb. 2011
As of today:
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6 full‐time staff members
Active efforts on approximately 2,000 parcels
820 structures demolished through Moving Ohio Forward efforts
Over 100 individual properties sold for rehab
Why a County Land Bank?
 Tackle the challenges of vacant & abandoned properties with new tools
 Create a dedicated funding stream
 Streamline the county tax foreclosure processes
 Build and grow community partnerships
 Take advantage of available federal, state, and private funding sources
What is a County Land Bank?
An Ohio land reutilization corporation (or more commonly, “land bank”) is a hybrid organization that combines:
(1) the private sector efficiency of a nonprofit corporation, with
(2) the public purposes, powers, and funding of a governmental organization.
The Statutory Purposes
A Land Bank has four statutory purposes in Ohio:
 Facilitating the reutilization of vacant, abandoned, and tax‐foreclosed real property;
p p y;
 Efficiently holding such property pending reutilization;
 Assisting entities to assemble and clear the title of such property in a coordinated manner; and
 Promoting economic and housing development.
Source: R.C. 1724.01(B)(2)
Our Mission
To strengthen g
neighborhoods and preserve property values g
by returning vacant and abandoned properties to productive use.
Toledo’s historic Pythian Castle
Answering Skepticism
 County Buy‐In and Cooperation
 Treasurer
 Commissioners
 Row Offices & Other Local Gov’ts
 Community Support
 Listening Sessions
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i S i
 Clear Mission & Business Plan
 Transparency & Predictability
Incorporating a Land Bank
 An Ohio land reutilization corporation may be incorporated by any county with a population exceeding 60,000 based on latest decennial census
 The County Treasurer acts as formal incorporator
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 Articles of Incorporation must be approved by resolution of the Board of County Commissioners
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 The Articles are filed with the Secretary of State, after review and approval by the Attorney General
Source: R.C. 1724.04
Chapter 5722 –
Land Reutilization Program
 At the same time as incorporation, the Board of County Commissioners designates, b by resolution, the Land Bank as its agent for l ti th L d B k it t f exercise of the County’s land reutilization powers under Chapter 5722.
 The County and Land Bank also enter into a formal “Agreement and Plan” regarding effective land reutilization, including the:
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 Specific powers of the Land Bank;  Compliance with applicable law; and,
 Access to shared county services.
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Board of Directors
Like other nonprofit corporations, the Land Bank is governed by a Board of Directors, comprising 5, 7, or 9 members according to statute who serve without compensation
according to statute, who serve without compensation.
The Board members include:
 (1) County Treasurer
 (2) County Commissioners
 (1) Representative of the largest municipality, based on population
 (1) Representative of all townships with population over 10,000 in the unincorporated area chosen by a majority of such trustees
unincorporated area, chosen by a majority of such trustees
 Up to (4) additional members
 At least (1) Board member must have private sector or nonprofit experience in rehabilitation or real estate acquisitions
h bili i l i ii
Source: R.C. 1724.03
Officers and Employees
 The Land Bank is managed on a day‐to‐day basis by an Executive Di t P id t
Director or President
 Additional necessary officers include a Secretary and Treasurer
 The Executive Director or President (or the Board directly) may hire additional employees as necessary
 Land Bank employees are NOT PERS eligible
 But, new authority permits shared services agreements between the Land Bank and employees of the Auditor, Treasurer, or Commissioners (R.C. 1724.02(O))
Lucas County Land Bank –
Organizational Chart
Board of Directors*
S
Secretary*
t *
Vice President & Director of Community Engagement
* Denotes uncompensated position
T
Treasurer*
*
P id t
President
General Counsel
Project Coordinator
Special Projects Manager
Projects Assistant
Additional Governance Matters
 As part of its overall operations, the Land Bank should adopt the following:
 A Code of Regulations (By‐Laws)
 A Conflict of Interest / Ethics Policy for Board and staff
 A Public Records and Records Retention Policy
 Meetings of the Board are open public meetings
 A Purchasing Policy
 Land Banks are not subject to a County’s competitive bidding requirements
Policies and Procedures
 Develop written Policies & Procedures to guide day‐to‐
d
day staff decisions
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Acquisition / Disposition
End User Priorities
Valuation
Demo vs. Rehab
 Sets expectations with end‐users, community at large
Potential Funding Sources
 There are a variety of potential funding sources for Land Banks, from g
statutory authority and through its operations:
 Up to 5% direct allocation from the Delinquent Tax and Assessment Collection fund (DTAC);
(
);
 All penalties & interest on delinquent taxes (with 12% interest);
 A direct appropriation by the Board of County Commissioners;
 A direct appropriation by the Treasurer from Treasurer
A direct appropriation by the Treasurer from Treasurer’s DTAC allocation;
s DTAC allocation;
 Property sales income from sale of vacant and abandoned properties;
 Federal / state / private grant funding.
Lucas County Land Bank –
Initial Funding Decisions
2012 Income Sources
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S
2012 Expenditures
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dit
 5% DTAC Fund allocation $1.6M  Property Sales Income $100K
Total
$1.7M
 Demolition $900K
 Rehab / Reinvestment $250K
 Property Holding Costs $200K
 Staff Costs / Benefits $200K
 County Shared Services $70K
 Information Technology $50K
 Insurance / Audit $30K
Total
$1.7M
In order to be fair and equitable with our taxing districts, we elected NOT to also collect the penalties and 12% interest from delinquent tax assessments.
Financial Audits
 Land Banks are required to prepare an annual financial report certified by the Board and filed with the Auditor of State (usually by April 30th)
 The Auditor of State then conducts an independent public audit (or may delegate to a CPA firm)
 Ultimately, these reports must be posted on the Land Bank’s website for public review
a
eb e o pub c e e
 Failure to file such financial reports in a timely manner may cause the Land Bank’s articles of incorporation to be canceled
Source: R.C. 1724.05‐.06
Agreements with Local Governments
The Land Bank may consider agreements with local government entities regarding:
 Coordinating acquisition decisions
 Disposition protocols (esp. commercial/industrial)
 Demolition partnerships
 Maintenance of Land Bank‐owned properties
 Nuisance abatement powers
Land Bank 101
The Acquisition Pipeline
Acquisition Pipeline
Potential sources:
 Tax Foreclosure  Primary means of acquisition
 Expedited and judicial
 Forfeited Land list  Can be used as alternative to direct transfer following tax foreclosure
 Donation
 Includes “deed in lieu” and REO properties
 Purchase
Acquisition Pipeline  LLook to community needs and goals k i d d l in building acquisition pipeline
 We identified acquisition priorities, then tested available acquisition tools in the course of ramping up activities
 Lucas County: focus on expedited tax f
foreclosure process due to large l
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number of eligible delinquent parcels  We made the decision to de‐emphasize REO REO properties initially, but if your ti i iti ll b t if community has a large number of vacant bank owned properties, this might be a higher priority than tax foreclosure Tax Foreclosure
 Land Banks can directly acquire title to vacant or non‐
productive land following tax foreclosure
 V
Vacant land (RC §5722.01(F))
t l d (RC §
(F))
 Non‐productive land‐ Structure is unoccupied at the time of proceeding (RC §5722.01(F))
 Occupancy must be open, continuous, exclusive and lawful  Tax foreclosure can be filed under RC §323.25, 323.65‐
323.79, 5721.18, and 5721.14  Lucas County cites both 323.65 and 1521.18
 Can file 60 days after property is certified as tax delinquent(RC §323.25)
 Vacant land must be tax delinquent for one year (RC §5722.01)
Tax Foreclosure Process
Lucas County:
 Treasurer orders title work and investigates case
 Ensures owner of property and interested parties are notified and can be served when case is filed
 Can determine if owner is interested in donating  Treasurer transfers case file to Prosecutor (civil division); Prosecutor ( ld
)
files complaint  Board of Revision or Court of Common Pleas
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Supplemental title work ordered and l
t l titl k d d d filed
 Case set for hearing (BOR) or motion for judgment (judicial)
 Judgment Entry: direct transfer or Sheriff’s sale
Tax Foreclosure Process
 In Lucas County, the judicial tax foreclosure process could historically take 2‐3 years from the time it was certified delinquent to the time it went up for Sheriff s Sale
delinquent to the time it went up for Sheriff’s Sale
 Historically, no ideal way to target delinquent properties for tax foreclosure  Do you focus on value, level of delinquency, or some other criteria?  Even if you have good data, no control over end result
Even if you have good data no control over end result
 Land Banks can provide a way to focus and streamline the tax foreclosure process, both for BOR and judicial cases
Tax Foreclosure Process
Tax Foreclosure: Expedited
 Expedited foreclosure through Board of Revision (RC §
323.25, 323.66‐323.79))
 Action filed can only be filed if property is “abandoned” (unoccupied or vacant land; RC §§323.65(A)&(G), 323.66)
 BOR Composition: Auditor, Treasurer, Commissioners
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 Dedicated specifically to expedited tax foreclosure  In Lucas County
In Lucas County, BOR cases average 142 days from the date BOR cases average 142 days from the date title work is ordered to judgment
 Cases move quicker on average than judicial cases (see below)
 Quasi‐judicial; Civil Rule 4 applies
Tax Foreclosure: Expedited
 Expedited Tax Foreclosure:
 “Alternative right of redemption” (ARR): Owner has 45 days to redeem taxes and court costs following judgment before direct transfer to Land Bank
 ARR is invoked if value of the land is greater than the d li
delinquent taxes (RC §323.78)
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(RC §323 78)
 Owner can waive alternative right of redemption to expedite transfer; may be shortened to 28 days
 If d
If delinquent taxes exceed value of land, property can be li
t t
d l f l d t b directly transferred to Land Bank without ARR
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 Property can also be set for Sheriff’s sale following expedited tax foreclosure (RC §323.73 & 323.77)
Tax Foreclosure: Expedited
 Expedited tax foreclosure is the Lucas County Land Bank’s single ’
largest property pipeline
 Out of 1029 properties acquired, 9p p
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731 have come through BOR (71% of all acquisitions)
 Now averaging nearly 40 cases per g g
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hearing  Hearings are efficient: Each case takes around 90 seconds
Tax Foreclosure: Judicial
 Judicial Tax Foreclosure:
 High volume leads to longer average case time
 Lucas County average is 208 days from title work to judgment
 Can be a good tool when BOR is not possible, when property status is uncertain, or when there are multiple interested third parties
 Ex: Property may be occupied, status of occupant unknown
 Land Bank can work to assess property if property forfeits L d B k k if f f i  Ex: Lien holders who looks to protect its interest, moves for sale
 Land Bank can acquire through direct transfer if no bid at sale
Tax Foreclosure: Judicial
 Judicial Tax Foreclosure (cont.):
 Even though property can still be set for sale through BOR
Even though property can still be set for sale through BOR, it often makes sense to file a case judicially if there are any issues that may be contested, or if there are “due process” concerns from lien holders
 Ex: Properties encumbered by federal tax lien
 This is really a case‐by‐case decision: more or less risk may be warranted depending on the facts and the property
 Sale requirement may be reduced to one sale (clean‐up bill)
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bill)
 Following sale, property can transfer directly to Land Bank or can transfer to forfeited land list
Forfeited Land
 The “forfeited land list” is the end result of the tax foreclosure process in cases where Sheriff’s Sale resulted in a “no bid” (RC i h Sh iff’ S l l d i “ bid” (RC §5723)  Land Banks have the statutory ability to acquire property from the forfeited land list at any time (RC §5723.04)
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 Can be a tool to acquire property that was not eligible for direct transfer to the Land Bank following judgment
 At the time of Lucas Co. Land Bank’s incorporation, Lucas County had a large backlog of forfeited properties g
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 Can be a good initial pipeline for new Land Banks, but these properties tend to be seriously distressed
 Important to collaborate with County Auditor on forfeited land sales and maintenance of forfeited land list
Forfeited Land
 Land Banks can collaborate with County Auditor to use the forfeited land list as a holding pen for properties that require closer scrutiny, or while a development plan and i hil d
l
l d financing are assembled
 Ex: Forfeited land list can act as “triage” for p p
brownfield properties while assessment and remediation are undertaken
 However, RC §5723.04: Forfeited properties must be put up for action at least annually  It i
It is important to monitor last sale date when i
t t t it l t l d t h managing forfeited land inventory, as properties can easily slip into the hands of speculators, scrappers, etc.
 Lucas County: Minimum bid = $60.00!
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bid $6
!
Donation
 Donation can be a useful way to gain control of property g
when:
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 Tax foreclosure is not possible (ex: REO properties where taxes are paid out of escrow), or
 Acquisition can be expedited (ex: tax foreclosure case is being investigated, owner wishes to donate)
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,
)
 “Deed in lieu of foreclosure” provision applies when case has already been filed (RC §5722.10)
 Need to ensure title is clean and marketable
 Require potential donor to obtain title work or pay outstanding title work costs prior to transfer of title
 Donor can credit donation as non‐cash charitable contribution
 Frequently, relief from tax and maintenance liability is incentive enough to donate
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Purchase
 General discretion to purchase and receive property  RC §1724(C)
 Purchase can potentially be a useful tool to supplement an REO pipeline where donation is not a possibility
 In some cases, purchase for a nominal fee In some cases purchase for a nominal fee may make better economic sense for owner than donation  If Land Bank is taking the lead on project assembly, purchasing may be necessary
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 Lucas Co. Land Bank does not typically take on this role
 Lucas County has made purchases in extremely limited circumstances, but it is always an option if it can be used to advance an important project
Case Study 1: Merchant s Landing
Case Study 1: Merchant’s Landing
Abandoned Kroger & strip mall…
Abandoned Kroger & strip mall
Restored and re purposed!
Restored and re‐purposed!
Case Study 1: Merchant s Landing
Case Study 1: Merchant’s Landing
 Seriously tax delinquent commercial property (strip mall with Kroger and multiple smaller units) part of larger mortgage Kroger and multiple smaller units), part of larger mortgage foreclosure case with multiple properties and several major lien holders
 Property located in township adjacent to City of Toledo
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 County asserted claim for delinquent taxes ($350,000+), sale with no bid, property forfeited  Land Bank worked with receiver to find a purchaser who is restoring the property
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 If the County and Land Bank had not stepped in, this would likely have resulted in a bank walk‐away  However, without Land Bank, it makes very little sense for However without Land Bank it makes very little sense for the County to send this to forfeited land
Case Study 2: UpTown Green
Case Study 2: UpTown Green
 15 separate parcels in UpTown Toledo; site control needed to apply for CORF “Signature Park” grant
 Lead entity unable to obtain site control with application d dl f
deadline fast approaching, tax foreclosure not an option h
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due to time line
 Delinquent taxes an impediment to acquisition
 LLand Bank negotiated donation of two parcels from local d B k i d d
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 Land Bank negotiated purchase of remaining thirteen parcels from out of state investor (nominal consideration)
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t f t t i
t (
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 discussed possibility of deficiency judgment under RC §5721.192
 Even when tax foreclosure is not feasible, Land Bank, county and subdivisions can frequently use available tools to t d bdi i i
f
tl il bl t l t gain site control
Land Bank 101
Disposition Considerations
Disposition
 As with acquisition, look to community goals in creating disposition policies and procedures
 Challenges and solutions will differ by neighborhood or political subdivision, so policies and procedures should be flexible to address different sets of needs  Example:  Neighborhood A has high vacancy rate and is distressed, sustainable long term but needs strategic demolition effort first
 Neighborhood B is low vacancy but declining, needs restoration of abandoned homes and boost in owner occupancy rate
 Goal is to implement policies that are effective in both neighborhood A and B
 Can more efficiently utilize resources in organized neighborhoods
 Land Banks can encourage neighborhoods to organize and plan; even neighborhoods lacking in resources can help collect data
Disposition Priorities
 Emphasis is placed more on end‐user priorities to allow for p
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flexibility; priorities are used as a guideline
1. Political subdivisions 2
2.
Owner occupants (includes immediate family)
3. Non‐profit developers / neighborhood based non‐profits
4. Institutional end users / tax exempt institutions
5. Landlords or investors
6. For‐profit developers
 In practice, there is limited conflict between these categories of end p
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users because of differences in neighborhood markets and needs
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Most frequent overlap in competing priorities is between investors and owner occupants in mid‐market areas
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Conflict between demolition and rehab in some neighborhoods
End User Qualification
 Basic Considerations:
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 Current on property taxes / 50% complete on repayment plan
 No nuisance citations / conditions on existing properties
 Not prior delinquent owner (includes corporate members)
 If project is a rehab or new development:
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Financing to complete the project
Fi
i g t l t th j t
Feasible project development plan and time line
Proof of prior work completed (if applicable)
Letters of support (at Land Bank’s request)
Additional information on a case by case basis
 For commercial, industrial and new development projects, further o co
e c a , du a a d e de e op e p ojec , u e
financing and development plans may be required Disposition Procedures: Rehab
 Property sold for “market value”
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 Lucas County: Take value of property in good condition into account, then factor in rehab costs to come to a starting offer
 LLucas Co. Land Bank uses a “reverse” deed in escrow during the C L d B k “
” d d i d i g th rehab period
 Purchaser gets title at closing, but executes deed back to Land Bank at closing for duration of rehab period
 Title and escrow agent holds deed until work completion  Standard rehab period is 6 months, can be extended
 Purchaser cannot encumber property with mortgage during escrow period (if property is financeable, probably don’t need a restriction)
 When Rehab complete, Land Bank undertakes final inspection
 Gives additional information on status of property, for us this is preferable to relying on political subdivisions Disposition Procedures: Rehab
Rehab requirements are based on City of Toledo’s occupancy standards, but Land Bank inspects property with private contractor
DESCRIPTION OF PROPERTY FEATURE INSPECTED
1
2
Structural members are relatively free from deterioration and appear capable of
supporting their loads.
Foundation walls appear to be in good condition.
3
Exterior walls appear to be in good condition.
4
Roof appears maintained and weather resistant.
resistant
5
Windows and doors appear secure, maintained and weather resistant.
6
Plumbing is properly installed, functional, and free from defects or leaks.
7
Electrical is properly installed, functional and appears free from safety hazards.
8
HVAC & duct
d t system
t
is
i properly
l installed,
i t ll d functional,
f
ti
l and
d free
f
from
f
safety
f t
hazards.
Mechanical and electrical appliances, including water heating system and kitchen
appliances, are properly installed, functional, and free from safety hazards.
9
10
All iinterior
t i and
d exterior
t i areas off th
the property
t are maintained
i t i d and
d ffree ffrom d
debris,
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rubbish and garbage, and free from rodent infestation.
COMPLIANT?
YES
NO
Disposition: Vacant Land
 Vacant land accounts for majority Lucas Co. project parcels
 Accounts for roughly 75% of parcels (includes demolition parcels)  Priority given to end users under “Side Lot” program
P i it i
t d d “Sid L t”  “Side Lot” end user is first priority end user for vacant land
 Must be owner occupant and at least 50% contiguous with adjacent property
 Purchase price is $100
 Given as a “discount” to assist owner occupants
 If two equally qualified side lot applicants, encourage split If t ll lifi d id l t li t lit  Can be costly when surveying is needed, but arguably leads to better planning result than bid
 Retain flexibility to work with most qualified end user if planning or land use considerations clearly favor one party Disposition: Vacant Land
 Additional end users:
 Adjacent property (rental or land contract): must be contiguous, $250 purchase price
 Development projects: as qualified on a case by case basis
 Often involves site control only for a portion of the project
 Institutional end users: hospitals, churches, schools, CDCs
Institutional end users: hospitals churches schools CDCs
 Can acquire non‐adjacent land without immediate development plan if land is maintained and there is no other available use  Purchase of non‐adjacent lots by residents or for profit corporate entities is generally discouraged
 One solution is to license land for gardens or other community uses  Long term gardening or urban agriculture may qualify for purchase  In every case, need to ensure that end user has capacity to maintain vacant land and pay future property taxes
Disposition: Desired Outcomes
 General policy considerations:
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Increase values and promote sustainable neighborhoods
Reward responsible property owners
Facilitate development consistent with community plans
Achieve good planning outcomes M i t i i ti h
Maintain existing housing stock where feasible
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Preserve historic structures for future redevelopment
Strategically reduce delinquent inventory Promote local control of property
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 With each disposition decision, must be confident that both the end use and end user further the long term viability of the property and the surrounding area
Land Bank 101
Effective Partnerships
Local Government Partners
 City Of Toledo (Code Enforcement, y
(
,
N i hb h d St t B id & H b Neighborhoods, Streets Bridges & Harbor, Planning Commission, Housing Court, Toledo Fire Department, Toledo Police Department)  Surrounding Municipalities And Townships
 Treasurer
Treasurer’s Office
s Office
 Auditor’s Office
 Port Authority
The Land Bank Utilizes All Available Resources From Various Government Offi A d C
Offices And Community Partners.
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This allows us the opportunity to look at entire areas and identify smaller groupings where we can use various data y
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sources to help residents create a
comprehensive neighborhood plan. We can then analyze the data to determine where our y
side lot, land assembly/ greening, rehab, demo, and commercial development programs can be implemented.
An example of working with our partners to enhance their projects:
The City of Toledo recently built a new 18,000 square foot
The City of Toledo recently built a new 18
000 square foot
firehouse and approached the Land Bank about a dilapidated
structure next door. The Land Bank stepped in, acquired the
property, demolished the structure, and transferred the parcel to the City. The Land Bank has worked with The Toledo Police Department (TPD) to identify troubled ti h i i l ti it properties where criminal activity has been reported. The Land Bank has partnered with TPD Community Officers to coordinate our efforts in helping di t ff t i h l i to provide safe and liveable neighborhoods.
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Institutional Partners
Hospital Systems
Universities
Toledo Public Schools & Community School Hubs
MetroParks
Mercy St. Vincent Medical Center is an institutional partner that has organized a neighborhood‐led initiative to revitalize a 2.1 mile corridor which borders its facilities called the Cherry Street Legacy Area
borders its facilities, called the Cherry Street Legacy Area.
They have partnered with the Land Bank to help them complete their mission of improving the physical appearance of the neighborhood and creating a safe and healthy environment.
The Land Bank has partnered with the Cherry Street Legacy Project to acquire all of the parcels in a 1910 urban cul‐de‐sac that was 90% abandoned.
The Land Bank is working to demolish the blighted structures in this cul‐de‐
sac so that it can be repurposed in to a more productive use, possibly an orchard or goat grazing “urban farm.” The Land Bank works closely with the University of Toledo’s Foundation to inform them of the land acquisition, land assembly, and potential residential and commercial rehab opportunities in the campus corridor. d
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We have also worked with neighborhood groups surrounding the University to discuss vacant properties and student housing issues.
to discuss vacant properties and student housing issues
Toledo Public Schools and United Way of Greater Toledo have
A Schools as Community Hubs program where the schools
partner with non profit groups to provide services such as medical
and dental care, social services, and after‐school programs.
The Land Bank has worked with the school‐community partnership
specialist and each hub director to create map of the 1 mile radius
around each of these hubs in a grassroots effort to engage neighbors
to identify troubled properties and work with the Land Bank to build a Comprehensive Neighborhood Plan.
The Land Bank is working with the Toledo MetroParks to assemble
delinquent parcels of wetlands
that will be repurposed
as a metro park. The Marsh is home to great blue herons and 0ther wildlife. A new park in this area will be a significant
contribution to both the adjacent
Toledo Public School STEM Academy & Cranes Landing a new $7 million Senior Housing Complex.
There will also, be a new
,
Toledo Fire House constructed
on the marsh across from the Cranes Landing Senior Housing Complex.
The City of Toledo has 143 parks located all around the city
The City of Toledo has 143 parks located all around the city.
Some of these parks because of location may not be used
very often by neighbors who perceive them to be non‐functional and unsafe.
The Neighborhood Coordinator from the Cherry Street Legacy
Project approached the Land Bank with this type of issue.
Hyde Park in Toledo was reported as a troubled park that
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where crimes were taken place. We discussed the issue
with the City and acquired the park so that we could split
the land with the adjacent neighbors. One neighbor wanted
the land to expand his garden and help build up his produce stand.
Community Partners
 Community Development Corporations
 Non‐Profit Organizations
 Small Businesses
 Block Watches
 Cherry Street Legacy Project: Legacy Homes I
 Toledo
Toledo’s Olde
s Olde Town will get 40 new homes by Spring 2014
 The Land Bank obtained site control on 20+ project parcels  This is a $10.4 million investment in the neighborhood
Legacy Homes I – New Construction (10/18/2013)
Legacy Homes I The Land Bank partnered with Neighbor Health Association (NHA) t (NHA) to acquire 1415 Jefferson Street, site of a former local i J ff
St t it f f
l l car dealership.
The Land Bank negotiated a donation and demolition from the prior g
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owner and the land is being used to construct a regional campus for NHA in the heart of Toledo’s uptown.
The Land Bank worked with
a business entrepreneur in Toledo to assemble some land for an orchard. This business
provides much needed fresh fruits & vegetables to a core neighborhood. p
It also provides employment for youth in the area.
The Land Bank worked with the Zepf Center, a non‐
profit mental health service provider, to repurpose a fi
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id
former boarding school to provide therapy services.
 $100,000+ investment in a core neighborhood Neighborhood Inventories
& Block Watch
The Lucas County Land Bank has formed a strong
Partnership with our local Block Watch Program.
We feel that tapping into Toledo s Block Watch
We feel that tapping into Toledo’s Block Watch
infrastructure for our neighborhood inventories helps
us build stronger, safer neighborhoods. Our Community Officers are currently involved in an initiative called “Lead the Change, Be the Change”
where they educate the community on the new data
h h d
h i h d
driven policing processes as well as connect the
Block watch group with additional community resources.
Block watch group with additional community resources
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Rehabilitation Partners
 Owner Occupant Rehabs
 Good Landlord Rehabs
 Forfeited Land List Properties
 Historic District Properties
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Our Primary Focus Is To Build Relationships With Citizens & Neighborhood Organizations To Rehab Homes
A Distressed Property That Was Marketed For Sale A d W P h d B A N i hb Wh Pl T And Was Purchased By A Neighbor Who Plans To Move Into It And Rent Her Current Property.
A Troubled Property In A Healthy Neighborhood Rehabbed
By An Investor End‐User For Resale.
Two Challenging Properties That Were Acquired
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From The Auditor’s Forfeited Land List.
The Property Has Been Rehabbed By A Church Organization And Is Now Being Marketing For An Owner Occupant That Could Rent The Other Unit. It Also Comes With An Expanded Yard From The Demo Of The Dilapidated Forfeited Structure Next Door.
Toledo s Historic Districts
Toledo’s Historic Districts
 Toledo has two major designated historic districts where the Land Bank is active:
 The Old West End Historic District
 The Vistula Historic District
 Historic Districts require additional attention as you deal with the challenges of vacancy demolition and deal with the challenges of vacancy, demolition, and preservation
 Working closely with our Housing Court
The “Pink House” in Toledo’s Old West End
The “Blue House” in Vistula Historic District
Blight Elimination Partners
 Side Lot Program
 Land Assembly
 Public Art Projects
We Acquire Troubled Properties That Contribute To Vandalism And Crime In Our Community. y
Here We Demolished The Structure And Sold The Lot To The Neighbor.
Picture of Side Lot Transfer after Demolition
 Example Of A Neighbor Acquiring A Residential Lot From The Land Bank For $100 –
$
Allowing For The Expansion Of Her Yard And g
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Additional Improvements To The Neighborhood.
Mural Honoring Toledo’s Jazz Legacy
We provide resources to organizations working to stabilize g i ti
ki g t t bili their neighborhoods. g
Our goal is to partner with as many groups as possible and generate some excitement about who we are and what we can help a neighborhood achieve.
Land Bank Partners include:
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The Lucas County Government Offices
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Municipal Government in Lucas County
NHS
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Arts Commission
Birmingham Development Corp.
Burroughs Neighborhood Organization
Catholic Charities
Cherry Street Legacy
East Toledo Family Center
ESOP
Fair Housing Center
Friendship New Vision
Habitat for Humanity
LMHA
NODA
Overland Area
Port Authority
Preferred Properties, Inc.
R. Gant LLC
Toledo Board of Realtors
Land Bank Partners include:
LMHA
NODA
Overland Area
Port Authority
Preferred Properties R. Gant LLC
Toledo Board of Realtors
Toledo Design Center
Toledo Grows
Toledo Home Builders Association
Toledo Public Schools
United North
United Way
Up Town Association
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University of Toledo
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Vistula Management Corporation
Neighborhood Churches
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Neighborhood Community Centers
ProMedica
The Red Cross
The Lucas County Land Bank is committed to building strong community relationships l ti
hi as the foundation to neighborhood revitalization.
Land Bank 101
Managing Information
Managing Your Information
 Effectively managing information is critical to good d
decision‐making
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 Our information sources
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County s Property Assessment Tool (AREIS)
County’s Property Assessment Tool (AREIS)
Online Photo Storage (Google’s Picasa)
Land Bank Property Database (Excel)
Land Bank Property Reports (Access)
GIS Mapping Tools (ESRI)
Financial Reporting Tools (Int it Q ickbooks)
Financial Reporting Tools (Intuit Quickbooks)
It Gets Complicated!
Our Solution
 A comprehensive
A comprehensive, web‐based data management web‐based data management system, called LAIN
 Like our friends at the Cuyahoga Land Bank, we built this from scratch
 A trial by fire
 And a work in progress…
A d k i g
Data Management Solutions
Attend Data Systems for Efficient Land Banks Presentation
 Michael Schramm, Cuyahoga Land Bank
 Wednesday, 2:00 p.m. in Park
But You Didn’t Cover But You Didn
t Cover … ?!
?!
 Demolition  Go to Demolition: A to Z (Park, 2:00 p.m.)
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)
 Rehab Partnership Mechanics
 Go to Good Bones (Neil House, 3:00 p.m.)
Go to Good Bones (Neil House 3:00 p m )
 Urban Agriculture
 Go to Urban Agriculture (Park, 4:00 p.m.)
 Property Maintenance and Holding Consideration
 Let’s talk during the conference
Additional Resources
 Thriving Communities Institute
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 Land Bank Playbook
 Cuyahoga Land Bank (cuyahogalandbank.org)
 Center for Community Progress
 Greater Ohio
And Remember …
Change Takes Time!
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