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Tag: Workforce Housing

  • Make South Florida brothers’ success possible in NYC

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    Salim and Kamil Chraibi have achieved great success in South Florida by building workforce housing — that is, somewhere between “affordable” and “luxury.”

    Policy people call this the “missing middle” of the market. So much development is either high-end or income-restricted that the in-between homes are essentially missing.

    The Chraibi brothers, as The Real Deal’s Lidia Dinkova detailed in an interesting profile, realized that if you build what’s missing, it sells. Their buyers are Americans who make too much money to qualify for affordable housing but too little to get a mortgage for a luxury home.

    Buyers might also just not be inclined to buy more house than they need. These are my kind of people — practical, not extravagant, and focused on financial security rather than on keeping up with the Joneses.

    To them, an oversized house means having rooms that you never use but still need to clean, heat and cool. An oversized lawn just means more mowing and higher property taxes.

    I recently visited relatives in Seattle — empty nesters — who had closed off half of their house rather than heat it. I also visited relatives in Los Angeles whose formal living room is sealed off like a crime scene, and filled to the brim with stuff that they will never use again.

    The Chraibis’ homes don’t have redundant spaces like a living room and a family room on the same floor. But they sell faster than houses that do.

    The profit margin on each home is lower, but the brothers make up for that with volume and quick sales. Their challenge is that south Miami-Dade, like much of America, is typically zoned for single-family homes on large lots. That inflates the cost of each lot and makes a starter home unprofitable to build.

    To overcome this, the brothers ask localities to rezone their sites to allow more dwellings and more types of housing. For one development, instead of 30 so-called McMansions they are building 57 townhomes.

    The risk is that the locality will cave to pressure from NIMBY neighbors and not rezone.

    “You build townhomes [nearby and] they are mad,” Salim Chraibi told TRD. “People think of workforce housing as, ‘Oh, these people are going to come and they are going to destroy my neighborhood.’ No, these are teachers, teaching your kids at school, these are people who show up at your door when you call 911.”

    Plenty of home shoppers are interested in this kind of housing in New York City, which loses a lot of these folks to the suburbs. Homes for them don’t get built because it’s more profitable to build luxury housing in rich neighborhoods, affordable housing in poor ones, and 421a/485x housing everywhere else.

    The market-rate units in 421a and 485x developments must have high enough rents to subsidize the affordable units required by these tax abatement programs. The result is a barbell-style rent structure — high-priced units, low-priced units and nothing in between.

    The “missing middle” is inherent in the politics-driven design of 485x, even more so than it was with predecessor 421a. Progressives required lower-rent units and construction unions demanded higher wages.

    The gap between each end of the barbell can get even wider if rezoning is involved because it triggers Mandatory Inclusionary Housing and the local City Council member often demands even cheaper rents for the affordable units.

    One exception was 970 Franklin Avenue in Brooklyn, which Bruce Eichner got the City Council to rezone after a seven-year struggle. The key was unions’ testimony that for the project to get financing (from their pension funds), the lower-rent units had to be workforce housing rather than deeply affordable.

    South Miami-Dade is very different from New York City, but both markets have a missing middle — and developers like the Chraibi brothers willing to fill it. New York state and city lawmakers must figure out why 485x, Mandatory Inclusionary Housing and current zoning are making that all but impossible.

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    Residential

    South Florida

    How the Chraibi brothers supercharged their south Miami-Dade workforce housing development


    Ron Simon Donates $100 Million for Workforce Housing In Orange County

    OC billionaire shovels $100M into building workforce housing in OC


    SF’s Aaron Peskin Looks to Fund “Missing Middle” Housing

    Residential

    San Francisco

    SF’s Aaron Peskin pitches financing bill for “missing middle” housing


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    Erik Engquist

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  • Alessi-Miceli, Florio: Long Island business groups back housing, revitalization | Long Island Business News

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    In Brief:
    • Business groups united to support responsible development in Huntington and Smithtown
    • Projects include Melville’s Town Center Overlay District and Kings Park revitalization
    • Coalition emphasized , jobs and downtown renewal
    • Voters backed incumbents who stood for progress over fear-based opposition

    This past June, Republican primaries in the townships of Huntington and Smithtown offered more than a snapshot of political contests. They offered a lesson in what happens when Long Island’s business community speaks with one voice on issues that matter to working families.

    In both towns, the incumbents supported responsible development projects—Huntington’s District and Smithtown’s Kings Park revitalization—designed to provide workforce housing and reinvigorate local downtowns. Their challengers opposed these plans, framing them as threats to “quality of life.” We all know that phrase. Too often, it’s used not to protect communities, but to stir fears and sow misinformation.

    For decades, the perception has been that business interests and community interests are at odds. That it’s “us versus them.” But these projects are not about profits over people. They are about repurposing already-developed land to serve middle-class families: Creating affordable housing options for young workers and empty nesters, bringing vibrancy back to local downtowns and generating jobs in the construction trades.

    That’s why a coalition of Long Island’s leading business organizations—the , , the Long Island Association, the Association for a Better Long Island, the Long Island Contractors Association and the Commercial Industrial Brokers Society of Long Island—joined together to advocate for these projects. In doing so, they helped differentiate the candidates for voters, clarifying who stood for progress and who relied on fear-based opposition.

    Our message was straightforward: Responsible development creates opportunity. It strengthens local economies, addresses Long Island’s pressing housing shortage and improves quality of life. In Kings Park, revitalization would breathe new life into a community that has struggled since the closure of the psychiatric center nearly three decades ago. In Melville, the overlay district would transform underused commercial space into a walkable hub of housing and business—exactly the kind of planning that younger residents and employers alike are asking for.

    In the end, voters listened. Huntington Supervisor Ed Smyth described the outcome as a “victory of truth over lies.” Smithtown Supervisor Ed Wehrheim emphasized his pride in continuing to make his town “a wonderful place to raise a family.” Their words captured what the results proved: When the conversation is grounded in real solutions rather than scare tactics, residents respond.

    The lesson here is larger than any one race. For too long, Long Island’s business groups have worked in parallel, each advancing important causes but not always in alignment. This time, we joined forces. And in doing so, we amplified our impact. Power in numbers is not a new idea—but in practice, it is too rarely used. The June primaries showed what can happen when we harness it.

    Looking ahead, Long Island still faces deep challenges: A shortage of workforce housing, an aging infrastructure and the need to retain young talent while supporting middle-class families. Meeting these challenges requires thoughtful planning and the political will to pursue it. It also requires continued collaboration among the business organizations that represent employers, developers, contractors and brokers.

    We’ve seen that when we put aside silos and unite around shared priorities, our voices carry further. More importantly, our communities benefit. The Huntington and Smithtown primaries remind us that voters, when given the facts, support progress. As business leaders, it’s our responsibility to keep working together—to advocate for policies that create housing, jobs, and opportunity—and to ensure that Long Island remains a place where the next generation can build their future.

     

    Terri Alessi-Miceli is president and CEO of HIA-LI.

    Mike Florio serves as CEO of the Long Island Builders Institute.


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    Opinion

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  • Brookwood Partners’ Innovative Solutions for School Districts Maximize Educational Funding

    Brookwood Partners’ Innovative Solutions for School Districts Maximize Educational Funding

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    Transforming Surplus Property Into Thriving Communities and Addressing the Housing Shortage

    Brookwood Partners, a leading real estate development advisory firm, is re-envisioning the way school districts approach land use and funding. With a focus on school districts throughout California, Brookwood Partners leverages its private sector experience to bring innovative solutions to the public sector.

    Most recently, Brookwood Partners, working with Jefferson Union High School District (“JUHSD”), received project approvals to provide 1,113 new multifamily residential units, including 150 affordable units, 14,000 square feet of neighborhood-serving retail, and community parks and trails on 22 acres of surplus school property. The urban infill redevelopment project located in Daly City known as the Serramonte Del Rey Neighborhood also includes a 122-unit JUHSD faculty and staff housing project that Brookwood Partners completed in 2022.

    Brookwood Partners brings a fresh approach and decades of experience to lead the way in transforming underutilized and surplus property into thriving communities. The firm specializes in urban design, development, and finance, enabling it to efficiently analyze project issues, communicate key considerations to district leaders, and maximize the potential of surplus property and underutilized real estate assets for educational institutions.

    The chronic housing shortage throughout California has put immense pressure on school districts to maximize the value held in their real estate assets. As trusted advisors, Brookwood Partners guides school districts through the process of design, entitlements, and redevelopment to unlock the full potential of surplus and underutilized real estate assets.

    Chris White, principal of Brookwood Partners, emphasizes the importance of its solutions stating, “Districts throughout the state are realizing the necessity of this type of solution and demand is growing. Our expertise in this area sets us apart as one of the few companies with a proven track record of success.”

    Brookwood Partners’ collaboration with Jefferson Union High School District has been fully supported by both the certificated and classified staff, and highlights Brookwood’s commitment to creating sustainable communities that support education.

    Alan Katz, principal of Brookwood Partners, emphasizes the specific obstacles that school districts encounter and the importance of partnering with an experienced and knowledgeable firm. He states, “Many school districts face challenges when it comes to addressing how best to utilize their non-academic real estate assets. They may not be fully aware of the available resources, current state housing legislation or specialized experts at Brookwood Partners that can provide professional support. However, our experienced team and innovative solutions can empower these districts to navigate their challenges and find effective strategies to overcome them.”

    About Brookwood Partners

    Led by Alan Katz and Chris White, Brookwood Partners specializes in providing real estate strategic advisory and development management services to school districts in California. Visit us on the web at www.brookwood.partners.

    Source: Brookwood Partners

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  • Ron Simon Donates $100 Million for Workforce Housing In Orange County

    Ron Simon Donates $100 Million for Workforce Housing In Orange County

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    Philanthropist Ron Simon has kicked in $100 million to help build affordable workforce housing for nurses, firefighters and teachers in Orange County, where a typical home tops $1.2 million.

    The veteran executive of RSI Equity Partners and other ventures ranging from commercial cabinet making to homebuilding over decades gave the seed funding to RSI Dream Communities, a nonprofit he launched to develop housing for what some call “the missing middle,” the Orange County Business Journal reported.

    RSI aims to circumvent clunky bureaucracies by using private funds, a route that can shave three to five years off the development process. 

    The nonprofit is employing a new strategy for workforce housing development: partnering with employers.

    Simon has tapped Jim Palmer, the longtime CEO of the Orange County Rescue Mission, to run it.

    “We’re looking at partnering with hospitals, colleges, school districts” and other local organizations struggling with retention and recruitment because of the rising cost of living, Palmer told the Business Journal.

    Simon built RSI Home Products into the world’s largest kitchen and bath cabinet manufacturer before selling it for $1.1 billion, also has a successful career as a homebuilder. The Business Journal estimates his personal fortune at $1.3 billion.

    He started RSI Communities, a development firm he sold for $460 million. Simon previously told the Business Journal that he knows techniques to reduce prices, such as having 8-foot ceilings rather than sought-after 10-foot ceilings.

    RSI Dream Communities marks a return to the Simon Family Foundation’s previous attempt to develop affordable housing in OC. In 2008, Simon set out to develop housing using public funds in Santa Ana. His efforts were met with pushback by not only city officials but also residents.

    The foundation built affordable homes in Santa Ana and Buena Park. But it hung up its housing arm after struggling to break through government red tape.

    Prices for homes in Orange County are rising faster than anywhere in the country, led by a surge in the luxury market. The price of a typical home in OC rose 10.5 percent in the 12 months through May, driven by a 12.3 percent gain in luxury homes, which also led the nation.

    The median price for a home in OC in May was $1.2 million, according to Redfin, which charted an 18 percent gain on the year.

    At the same time, apartment rents fell in Los Angeles County and much of the U.S., but not in Orange County. Overall rents in OC rose 2.2 percent last year, while falling 2.6 percent across L.A. County.

    — Dana Bartholomew

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    OC’s price gains for homes leads the nation, with surge in luxury


    Rents Dip Across Southern California — But Not in OC

    Rents dip across Southern California — but not in Orange County


    Typical home values hit record highs in Newport Beach, Irvine, Tustin


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    TRD Staff

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  • Alliant Constructs Workforce Apartment Complex in Van Nuys

    Alliant Constructs Workforce Apartment Complex in Van Nuys

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    Alliant Communities is building a 332-unit workforce and affordable apartment complex in Van Nuys.

    The Calabasas-based developer once known as Alliant Strategic Development is constructing the six-story complex at 7050-7068 North Van Nuys Boulevard and 14431 West Vose Street, Urbanize Los Angeles reported.

    The L-shaped apartment building known as VOSE will include 332 studio, one- and two-bedroom apartments above 4,100-square-feet of shops and restaurants. A parking garage will serve 180 cars.

    Alliant will employ Transit Oriented Communities incentives for a larger building than local zoning rules allow in exchange for 37 affordable apartments for extremely low income households. Those incentives encourage developers to build near bus and train stations across the city of L.A. 

    The remaining units will be set aside as workforce housing for households earning up to 90 percent of area median income. A timeline for construction was not disclosed.

    Last month, Alliant landed $117.2 million in bond financing through the California Housing Financing Agency, according to a news release. The cost of the 246,600-square-foot project is pegged at $160 million, or $649 per square foot. That works out to $481,928 per unit.

    The white and gray complex, designed by Downtown-based AC Martin, will be clad in stucco and include three courtyards and two rooftop decks. The building, with splotches of yellow, will have large windows and exterior balconies, according to a rendering.

    The VOSE apartments will include stainless kitchen appliances, energy-efficient fixtures, central AC, granite and quartz countertops, in-unit washers and dryers and balconies.

    The complex will also have a fitness center, pool and hot tub, sun deck, business lounge, clubhouse, community kitchen, dog run, garage parking with EV chargers, solar panels and extra storage, according to Alliant.

    The 1.4-acre project, proposed in July 2021, was renamed Ardent on Van Nuys, according to Urbanize, while company officials continue to call it VOSE. 

    The project is the largest of four developments from Alliant in the San Fernando Valley which will provide a combination of workforce and extremely low-income housing, according to Urbanize.

    The renamed Alliant Communities, co-founded by Shawn Horwitz, focuses on building affordable and workforce housing, according to its website, with projects in Los Angeles, Moorpark, Menlo Park, Sacramento and Las Vegas, Nevada.

    In 1997, Horwitz helped launch The Alliant Company, the parent company of Alliant Capital. Maryland-based Walker & Dunlop acquired the firm and its subsidiary in 2021 for an enterprise price of $696 million

    It’s not clear if Alliant Strategic Development, founded in 2020, or its newly founded successor,  Alliant Communities, which state business records show was launched this year, have any ties to Horwitz’s former firms.

    — Dana Bartholomew

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    Alliant Strategic plans 332-unit project in Van Nuys


    Strategic’s Edward Lorin and Alliant’s Shawn Horowitz with the property (Linkedin, Alliant, Google Maps)

    Alliant Capital, Strategic Realty propose 148-unit complex in Canoga Park


    Uncommon Developers dunk appeal against 405-unit apartment complex in Van Nuys

    Uncommon Developers dunk appeal against 405-unit apartment complex in Van Nuys


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    TRD Staff

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