Brick City Housing Development Plan

 

 Brick City Housing Development Plan

 

A grassroots proposal for community elevation in culture

((photo of 326 S. 11th Street Newark NJ, a boarded-up, tattered and graffitied-up two-story townhouse with a lot of potential))

Imagine this eyesore as a safe, decent, home

with a safe, decent, family living inside.

Originally submitted as part of mortgage foreclosure mediation proceedings

involving Countrywide, Bank of America, Bank of New York, et al.

and

Everett Adam Jackson of Newark, NJ

To

((NAME OF JUDGE))

((NAME OF AGENCY))

February 13, 2013 A.D.

August 10, 2017 A.D.

 

 

 

 

SUMMARY
I. THE INDUSTRY, THE COMPANY, AND ITS PRODUCTS AND SERVICES

 

THE INDUSTRY

 

The current housing-mortgage-banking system leaves the Newark area in a devastating situation of real estate chaos. The state of affairs in the residential mortgage and other banking areas has fallen far below standard if the goal is to help USA families to have decent housing. The system could be said to have succeeded if the goal is to make potential homebuyers and fellow citizens with mortgages jump to reach insurmountable heights to be homeowners while holding them down with the weight of unethical rates.

Criminalizing that situation even more clearly is evidence that banks bet against the success of the faulty loans they issued to people with dreams in their eyes. The mortgage tricksters – not every good banker – even sabotaged loans to profit from the loan’s failure and even to cause harm by some traditional practice of holding others back and practicing racism through real estate.

Whether or not that is the situation here, certainly there is evidence that the banks and big financial institutions caused the economic downturn, got bailouts, bet against their clients’ investments, and spent energy in planning and allowing the distress of loans as well as the consumers who were forced by market conditions to take losses for the profit of the corporation.

That is how the industry stands today as it affects our environment in the Newark, New Jersey area. We call Newark by the nickname of Brick City. This is a place where the industry as well as social service organizations and the government have allowed a severe shortage of shelter services. The housing powers that be, which includes Bank of America, have allowed and even caused many people to lose their homes.

How bad is the problem, one may ask? On a daily basis, an average of 938 homeless people struggle to find food and shelter in Newark’s streets, making up more than 90 percent of Essex County’s homeless population. The City of Newark has a Commission on the Homeless. A formerly homeless man who lives in Newark’s North Ward and in January was sworn in as a member of the Commission said, “In the late 80s early 90s I was homeless in the City of Newark and I lived in several shelters and ate at various soup kitchens.  From this personal experience, I have a special interest in trying to get hope for the homeless.  The problem is worse than it was before. People who you never expected to see homeless are now without a home.  The numbers have especially grown due to the economic downturn and increasing job loss. Most people are one or two checks away from being homeless so it’s an issue which concern everyone.”1

That statement also says a lot about the lists of abandoned and foreclosed homes in the Newark area. The lists are disturbingly long. An Internet search for “foreclosed homes in Newark NJ” calls up more than 2 million items. The problem is huge and growing.

In 2005, Newark had more than 600 homes in foreclosure. In the first eight months of 2008, the city had more than 1,800 according to an analysis by The Times of foreclosure data.

Despite the existence of some shelters in Newark, the long-standing problem of low-income housing shortages still exists. Thousands of families line the waiting lists for affordable housing, both of an emergency nature and for long-term residence.

The devastating dwindling of existing local housing stock is due largely to national economic turmoil. Neighborhoods are going down because more and more buildings are being boarded up.

The homeless and underhoused — victims of fires or financial disaster, low income families, people with mental illness, and those transitioning from corrections facilities — make up a large potential clientele for which a high-quality living environment can make the difference between surviving, or succumbing to disaster and unfortunate circumstances.

 

THE COMPANY

 

Brick City Housing Development (BCHD) will provide hope for the homeless and potential homebuyers. Brick City Housing Development is designed to be a non-profit company that provides shelter to people in need of emergency, short-term, or long-term permanent housing. We have a two-pronged approach to providing shelter and housing: an Emergency Plan and a Residential Plan.

Both plans will involve the acquirement of houses and appropriate larger buildings that are now devaluing around the Newark neighborhoods. Buildings will be acquired through gift, purchase or other legal and ethical means. We will completely rehab our buildings and bring them up to code with use of green engineering wherever possible.

The Emergency Plan, to be known as Brick City Shelters, will provide temporary and longer-term shelter for people facing extreme loss due to disastrous circumstances. The Emergency Plan will use larger buildings with existing multiple units or space that can legally be portioned into units suitable for comfortable, functional yet shorter-term human habitation.

Emergency shelters will be made of multiple separate spaces, not warehousing, where each family unit will have at least a studio and full lavatory, with food provided.

The Residential Plan is designed to provide home ownership opportunities by fixing up currently boarded-up four-family-or-less houses. Brick City Housing Development will offer financial terms designed to provide fair prices for real people who are decent, deserving, and able to afford the home.

Funding will come from grants, private contributions, resident payments, and other legal and ethical means. The main immediate source of funding would be the $1,000 per month contribution from the mortgage payment agreed upon through this negotiation offer.

This grassroots payment will be made by means of the mortgage monies Everett Adam Jackson would direct to this community improvement project rather than to any for-profit bank. For-profit banks such as Bank of America could agree to make matching or vastly exceeding payments to accelerate the rehabilitation of housing stock decline.

The residents and staff of Brick City Shelters as well as clients who buy homes through us will keep hope alive and keep our eyes on the prize by emphasizing the mantra of Safety, Responsibility, and Respect. Within that mantra we encourage our clients and indeed all around us to make ourselves the best human beings and thus the best communities we can be.

 

PRODUCTS AND SERVICES

 

Safety, Responsibility, and Respect will be a foundation of our efficient operation providing decent, safe and sanitary housing. Our products and services will:

 

  1. Increase the supply of affordable housing
  2. Preserve existing housing
  3. Advocate preservation of existing public housing
  4. Work with public housing tenants and tenant associations to help tenants

maximize income

 

Since shelter is a basic human need, it is a crucial priority that U.S. citizens utilize all resources to provide suitable housing where it’s needed. Whether the reason for homelessness may be fire, financially related, or otherwise, we must promote the understanding that housing is a right and do all we can to provide it in abundance to demand.

Again, we will also promote the mantra of “Safety, Responsibility, and Respect.” We promote behavior and activities that will keep the neighborhood on an even emotional keel with educational aspirations and cultural awareness to realize what we must do to make our community prosper. It will be a source of community pride to know that we have an important part of economic viability in our hands, under our control. Community consciousness is a product that we will create to serve the neighborhood.

  1. MARKET RESEARCH AND ANALYSIS
  2. Customers

The clients served by Brick City Shelters and those in long-term situations will be accessed through correctional facilities, homeless agencies, foreclosure lists, activist agencies, unions, emergency organizations and self-activated applications.

Our emergency clients will be people who need time to develop their plan to reach another level of existence. They’ll be folks who need a hand up in society. The poor, the unfortunate, the evolving people in transition that want to change their position and are likely to with some help.

We will also get people who are interested in buying their first home who have a job and solid background. Such a family or individual might find it easier and more preferable to find shelter or purchase a home from a forward-looking group within the community and connecting and controlling the Brick City brand.

 

 

 

 

 

 

  1. Market Size and Trends

In 2005, Newark had more than 600 homes in foreclosure. In the first eight months of 2008, the city had more than 1,800 according to an analysis by The Times of foreclosure data.

At least 60 homes on Seymour Avenue have been in some stage of foreclosure since 2005, according to an analysis of foreclosure data across the region by The New York Times.

There is a grassroots movement to make the situation better. Donald A. Baldyga Jr., director of real estate development for Episcopal Community Development, has applied to receive “some of the” $3.4 million to buy and repair foreclosed homes. He is using other funds to repair two foreclosed homes in the Clinton Hill section.

http://www.nytimes.com/2009/05/17/nyregion/new-jersey/17newarknj.html

Norwood Street, in Newark’s Vailsburg section where I live, was reported to have the highest rate of foreclosures per capita in the county. Unfortunately, the market for affordable housing and the need for emergency shelter in these turbulent times are huge. Fortunately, Brick City Shelters will provide more opportunities for homeless people and the true middle class to have a great roof over their heads.

A new entity is needed to provide a helpful housing vision for the Brick City neighborhood. The banks’ overriding desire for dollars may destroy the value of their products for real people. Predatory slickness against US Americans who inhabit mortgage properties increases bank jeopardy for investigation. Prosecution is appropriate for what amounts to one partner in the loan transaction making it their business to violate the agreement by conspiring or effecting to make the other party commit default. We need a force of reform to this negative systemic trend and Brick City Housing Development is that entity.

  1. Competition

Other entities that provide housing and shelter in the Newark area include:

 

  • New Community Corporation

http://www.nytimes.com/1987/11/01/nyregion/housing-group-rebuilds-in-newark.html?pagewanted=1

http://www.homelessshelterdirectory.org/cgi-bin/id/city.cgi?city=Newark&state=NJ

 

Another competitor, if you can call co-existing agencies that, would be the United Vailsburg Services Organization, with whom we have worked before doing children’s poetry workshops.

Our mission is to continue to facilitate social and economic self-sufficiency, and to promote civic participation in community development. Competing agencies or those in the same noble field of human uplift perform similar functions, but by providing exemplary services in education, employment and technological training, social services, physical and mental health care, goal setting, and property maintenance, Brick City Housing Development will uniquely fulfill its mission.

Brick City Shelters is designed to be a revolutionary enterprise. We will meet the sheltering needs for individuals and families in Newark, East Orange, Irvington and surrounding New Jersey communities, using out-of-the-box thinking. We will put a dent in the long waiting lists for shelter and in the number of folks who need more knowledge and incentive for taking care of home. The elimination of poverty is our ultimate goal for serving a housing-starved population. Education is the key ingredient to feeding residents with information. We will maintain a bulletin board and reference file in every shelter or household, using the Internet.

Libraries will be encouraged as a place to go for the Internet and other sources of culture. We will leverage our focused support of these supplemental public education institutions into increased funding for libraries and simultaneously for Brick City Housing Development.

African–American men especially must supplement our education because our communities are in trouble. Our families must be educated to compete and change society to suit them and their neighbors. A stable, educated home is fundamental to getting out of negative conditions. We want to be an institution in the community that carries on through the years in a form that serves all our neighbors in need. Perhaps the desperate needs for shelter and affordable quality housing will be relieved in the future. However, as long as there is a need, Brick City Housing Development will be among the entities serving our community, both for short-term and traditional home residencies.

  1. Estimated Market Share and Sales

 

The market available for providers of shelter is enormous in the Newark area.   The need for shelter is great every day in the Brick City. Our goal is to help eliminate the shelter-needy market by participating in the ongoing process to provide a home for everyone who wants and needs one.

The traditional home-buying general real estate sector will be shaken to a higher level of profitability and societal value by the trendsetting shape-up expected to occur from such an innovative plan as this. The Brick City Housing Development Plan will improve the housing stock and create new sources of funding.

 

  1. Ongoing Market Evaluation

 

Brick City Housing Development will conduct a constant exercise of learning and addressing best practices in the shelter-and-housing-provision industries. By doing so, we can best assess client needs and how we are meeting them. Through the use of client surveys, agency surveys, and consultation sessions BCHD will guide our ongoing improvement.

Agency websites and other literature and trade magazines are other tools we will monitor to stay abreast of industry news. We will study, analyze, and report on continuance of our plan through the use of our own website, newspaper publication, and press releases.

 

III. MARKETING PLAN

  1. Overall Marketing Strategy

The overall marketing strategy of Brick City Housing Development will be to promote our services in context with the cultural movement that Brick City is. The unique offerings we promise to our potential clients will attract those who want more than the basics offered by the shelter and housing status quo. The Brick City motif adds to the excellent facilities we will provide. People who want to make a serious transition in their lives will have a built-in purpose to elevate their condition to a higher level of existence. Because going beyond the basics to the empirical level of Brick City automatically puts our association at the apex of human aspiration. Our marketing strategy is one that promotes a disciplined transformation in quality environment to involve the higher consciousness of those who are in need of shelter and affordable housing.

We will market ourselves as the non-profit community bank. The potential savings and the public, positive nature of the institution will attract people.

Because Brick City Housing Development will be non-profit, our prices will be among the lowest.

 

  1. Pricing

The price of being sheltered in a Brick City facility will begin with adherence to our principles and purposes. To use education, safety and responsibility as a collective springboard into the Brick City pool of culture is the cost our clients will pay to experience our shelter environment. The actual costs will be paid by the funding sources and the actual price will vary according to the financial services that can be applied to any particular account. If we enter into a sheltering contract with any government or private source to house clients, we will charge market rate.

The price of buying one of our renovated homes will be based on a non-profit schedule and will be low compared to for-profit lenders. We cannot put an actual price on the human reformation that will result from efforts of all parties involved in this basic-and-beyond-enterprise of BCHD. Operating as a non-profit mortgage funding institution will help us to maximize property and human value.

  1. Sales Tactics

Our sales tactics are actually identifying with superior clients by appealing to their higher nature. They will hear about Brick City Housing Development from the various social services bridges that help folk in need of shelter access services. They will hear about us through word of mouth, our website, realtors, and the media.

Purchase of a utility vehicle that will provide cargo space for bulk food delivery and equipment transportation, painted with the Brick City Housing Development logo, will advertise the agency everywhere the truck goes.

Food preparation will be another powerful component. The food we serve our shelter clients will set the culture for them. Our cuisine will take clients from the dietary level they are on and allow them to improve their food intake habits.

Our food will be sensitive to religious mandates. This will make some clients more comfortable that they can eat the way they are acclimated. We will offer healthy and simple food like beans and rice and fresh vegetables.

Our properties must have enough appropriate land to plant a sizable garden in which we will encourage and instruct growing organic vegetables.

We would like to organize freshwater and saltwater fishing trips to literally illustrate the principle of teaching a person to fish. For there is no stronger image of how to make a person self-sufficient then the lesson learned in how to fish.

We will also have an exercise room in each facility or property. This provides an opportunity and incentive for all of our clients to maximize their physical component.

 

  1. Service and Warranty Policies­

Our shelter system promises a level of service that complies with or exceeds legal regulations and as well as common expectations. If our offering does not meet its advertised value then clients and vendors have all legal options available to address discrepancies.

 

  1. Advertising and Promotion

BCHD will, from the start, establish that we practice “quality in simple living.” Our communications will consciously promote the ideas of housing for all in need and extol the movement for the end of poverty.

Creating a foundation for word-of-mouth endorsements is essential. We will do that by marking one dozen appropriate locations to engage discussions on shelter and affordable housing, through media communication including press releases, interviews, targeted letter writing, and promotion through social service organizations.

Our utility vehicle will be painted with the Brick City Housing Development logo to advertise the agency everywhere we go. Flyers will be distributed to church and other social services groups.

  1. DESIGN AND DEVELOPMENT PLANS
  2. Development Status and Tasks

Our initial task will be to identify suitable properties to target. For shelter needs we will look at buildings in places that allow for a sheltering facility to be incorporated into their neighborhood. Then we can assess the properties for each repair and renovation that must be made to prepare a building for inclusion on the BCHD roster. We will get connected to section 8 housing.

We want to provide free or low-cost housing to families and individuals who can make their lives progress more rapidly without the budget obstacle of rent or mortgage. We want to give families who want to buy a house who may be threatened by unfair predatory terms a chance to responsibly own a quality structure.

 

 

  1. Difficulties and Risks

Working with persons of deprived social status can be risky business. Emergency situations must be planned for as part of our offering. Other difficulties may emerge from any unwelcomeness in the neighborhood. Everyone may not be pleased to have a shelter on his or her block. Our strength will be in our design and in the value added to the community by our sense of mission. Other difficulties and risks could be buyers defaulting on loans. We will deal with each situation with ethical behavior and correction in mind.

  1. Product Improvements and New Products

We will advocate and implement new programs for affordable energy. The 145,000 terminations of service per year demonstrate that existing energy programs are inadequate.

 

  1. Costs

The required payments that attach to this enterprise include the price of buying and the expense of renovating buildings up to and sometimes beyond codified standards.

The core renovation crew will be initially paid through the grassroots payment funded by Everett Adam Jackson. Further accumulated funds will be designated for additional union workers. A substantial early purchase category will be repair supplies and house appliances and fixtures.

The cost of buying a utility vehicle will figure in, along with equipment and supplies. Office and residential furniture will be costs. So will legal and consultation fees as well as journal subscriptions, organizational dues, insurances, and salaries.

  1. MANUFACTURING AND OPERATIONS PLAN
  2. Geographic location

The place where Brick City Housing Development will plant and blossom a new growth of housing opportunities is in Brick City itself. Newark—and cities like Newark —can put people in clean and safe living conditions while stimulating the housing stock within urban environments all over.

The West Newark neighborhood known as Vailsburg is our home ground. The vast and multiplying number of boarded-up houses in this neighborhood make an innovative housing solution a serious need.

The heart of the Brick City hometowns is where the movement will meet the masses. Where the battleground is real estate devastation, is also where Brick City Housing Development will take root.

 


  1. Facilities and Improvements

The asking price for a single family home we observed at 326 S. 11th Street in Newark is $9,900. The estimated monthly payment would be $43 for this 4-bedroom (or three bedrooms with an exercise room/office) townhouse but we would buy buildings like this for cash. We would save the $1,000 grassroots payment for 10 months and then make our first purchase even if no additional funding was to be had.

The Vailsburg area of Newark, like other urban areas, has many similarly boarded-up houses that make neighborhoods suffer. There are large abandoned buildings that used to be apartments, manufacturing houses, office buildings, projects, etc. There is a dwindling of existing local housing stock due largely to national economic turmoil. The resources and properties available will determine how we approach the renovation. As long as the property is or will be appropriately zoned, its type will determine how we fashion it for our purpose to serve clients needing a good quality place to live temporarily, long term, or permanently.

Any property we purchase or lease must be at code or be brought up to code or better than code. We will work with local authorities to determine that our shelters meet or exceed legal requirements. The quality resulting from our “beyond basics” approach will be an end product of our ability to manufacture quality space out of existing but legally unused structures.

Any rehabilitation that needs to be done will be approached from a “green” perspective. Large-scale and small-scale environmentally friendly improvements will be considered. If any repair or renovation can be completed in a way that will save energy and money, or utilize natural resources to improve the property environment without losing money, then that is what we will do.

We will also purposefully seek to recycle rainwater, use wind power, solar power, and thermal power. If any boiler needs to be replaced we will favor a trash-burning type. We will collect mulch and compost to use within our gardens. Brick City Housing Development will provide a community model for consciously living a modern life.

 

  1. Strategy and Plans

Our strategy is to achieve a non-profit status by establishing ourselves as a 5013c entity. We will begin operations in our hometown neighborhood of Vailsburg and surrounding neighborhoods where affordable buildings present. We will provide food and shelter to address social concerns that traditionally hamper human development. There is also a dwindling of existing local housing stock due largely to national economic turmoil, and this will be turned into a win by rebuilding the community.

We will employ a rehabilitative force with licensed expertise in carpentry, electricity, masonry, painting, roofing, plumbing etc. We will we call this force our Renovation Squad. We will use graduates and students from Brand New Day/YouthBuild, my current employer, as much as possible.

Focus will be placed on drug abuse prevention and rehabilitation, religion of various types, safety, job training, recreation, and employable skills connecting with established organizations as well as referring clients to agencies that can further the aims of Brick City Housing Development.

We will pay attention to mental health and utilize the social service milieu at      60 Evergreen Place in East Orange to maximize the benefits available to our clients in need.

 

  1. Labor Force

Our President and Vice-President may act as property managers, role models, secretaries, receptionists, cooks, janitors, bookkeepers, and case monitors who will refer clients to agencies outside of Brick City Housing Development who work as partners to fulfill the promise of the brand.

The basic renovation/maintenance team will be made up of a carpenter, plumber, electrician, mason, air conditioning/refrigeration technician, wall prep/painter, roofer, and helpers — all union workers. They will be employed in the clearing, repairing, reconstruction, decoration, greening, and maintenance of purchased structures. They will work in cooperation with government monitors and with other building professionals as needed.

Clients will be encouraged and motivated to act as labor within the facilities. Client labor will be voluntary but can evolve into paid maintenance positions. The option to volunteer for working within the shelter environment will be detailed in the initial training and skills assessment. The labor will include anything beyond basic household chores to include gardening and landscaping. This property maintenance and household training component is another feature of Brick City Housing Development that will distinguish us.

Eventually we will hire on clerks, drivers, managers, social workers, medical personnel, and other skilled employees and consultants to assist our project.

  1. MANAGEMENT TEAM
  2. Organization

The company will initially be comprised of a president, vice-president, and skilled labor force. To keeps costs in check the staff will perform multiple functions until funds are abundantly available to hire other workers. Volunteers will be solicited and welcomed.

 

  1. Key Management Personnel

The key managers will be the president and vice president along with department heads of the carpentry, masonry, wall repair/painting, plumbing, roofing, and electrical divisions. The vice-president will be a key person with knowledge, skills, and experience in accounting, real estate, architecture/design, home maintenance, writing, and hard work; a mover and shaker with a valid driver’s license who is dedicated to cultural elevation and community improvement.

 

  1. Management Compensation and Ownership

Brick City Housing Development will be a non-profit enterprise. The community will own it. Management will be a part of that community and compensated with a professional salary and benefits. Hopefully those benefits will include free single-payer health care.

 

  1. Board of Directors

The Board of Directors will be attracted from the real estate industry, government housing concerns, social service agencies, church-affiliated housing entities, all facets of law enforcement, code enforcement, homeless groups, media companies, and philanthropic organizations.

The management will identify and formally approach community leaders to help guide Brick City Housing Development to maximum community service.

  1. Management Assistance and Training Needs

A multi-skilled Renovation Team also known as our department heads will assist the management of Brick City Housing Development.

Contacting and registering with agencies that guide people in need of shelter will assist us. We must continue being aware and in full current understanding of all issues and responsibilities of managing shelters and rebuilding houses. We will update our members about developing situations. We will maintain a state of updatedness by consulting with state and local agencies.

Brick City Housing Development will hire role model employees who can train residents and new hires in relevant occupations such as secretarial, legal, maintenance, renovation, construction, gardening/farming, painting, electrical, carpentry, air conditioning and refrigeration, etc. we will also work as much as possible with Brand New Day/YouthBuild and other organizations that train workers.

 

  1. Supporting Professional Services

The Department of Economic and Housing Development includes the following divisions:

  • Planning and Community Development, which guides the growth and preservation of the city through informed and thoughtful regulation and analysis of land use, economic and social conditions, and transportation, infrastructure, and environmental systems to ensure appropriate development, protect historic and cultural assets, and engage all stakeholders in an open and transparent process.
  • Director’s Office, which provides leadership in the effort to achieve the various goals and objectives of the department.
  • Housing Assistance, which administers the new construction and rehabilitation/renovation of safe, affordable housing and public facilities and nonprofit owned, non-residential facilities
  • Logistics and Industrial Opportunities, which provides Newark residents with business and workforce development opportunities at the Newark Liberty International Airport, Port Newark, and the surrounding area.
  • Office of Boards and Commissions, which provides guidance to property owners and developers regarding the use and physical development of land, as well as the regulation of residential rents.
  • Property Management, which provides real estate management services for properties acquired by the City of Newark until they can be returned to the city tax rolls.
  • Green environmental engineering agencies will be utilized for partnering and assistance

VII. OVERALL SCHEDULE

 

((TO BE COMPLETED))

 

JANUARY

Save grassroots payment for $10,000 or less property purchase

Recruit and assemble Renovation Team

Solicit Board Members

Write and submit grants, proposals, and requests for funds

FEBRUARY

Identify threatened buildings in target area

MARCH

Prepare communications for clients, associated agencies, and media

Identify threatened buildings in target area

APRIL

Write and submit grants, proposals, and requests for funds

Identify threatened buildings in target area

MAY

Apply for all certifications and permits

JUNE

Go fishing

JULY

Assess repair needs to bring site to code or beyond

Create renovation plan

Prepare repair and renovation schedule

AUGUST

Hire additional workers as needed

SEPTEMBER

Monitor and report on repairs through completion

Complete renovations

OCTOBER

Purchase or lease buildings/space

Receive all certifications and permits

Establish relationship with relevant, appropriate City Hall departments

NOVEMBER

Develop staff job descriptions

Issue staff job descriptions

Receive base funds

Shop for and order furniture, fixtures, appliances

Incorporate client recruitment agencies

DECEMBER

Develop master menu

Develop and place advertisements

Solicit media coverage of program

Solicit media coverage of program’s unique qualities

Solicit media coverage of greening aspect of program

Solicit media coverage of program success stories

Develop and place follow-up advertisements

Receive additional funding

Take applications for residential habitation & home purchase

Select and purchase utility vehicle (cargo van)

 

 

 

 

VIII. CRITICAL RISKS AND PROBLEMS

There is a possibility that all people may not immediately find the Brick City Housing Development Plan to be in their interests, whether it is or not. That could mean attack from outside status quo forces in media, politics, law, etc. we will counteract any such resistance by creating and maintaining networks in those crucial disciplines to protect and further our cause. Good relations with the outside communities will be important to success.

As a wealth of evidence shows, bank workers sometimes sabotage financial deals even after the agreement. The BCHD must be prepared for withstanding any perfidy.

Another critical risk and potential problem could be the negative effect of        newfound power in the hands of community members. Power can be abused, and avoidance of such should be anticipated, highlighted, and guided to influence positive human behavior regarding ethics, accounting, dutifulness, and continued motivation for the greater good as well as personal professional goals.

If any of the principal leaders are unable to continue for any reason, the enterprise must be set up to function smoothly in reaching goals to any desired end, which could include having no end.

Accurate accounting of funds is the standard of money operations we will plan for, adhere to, and regularly confirm at monthly organizational meetings. Those meetings will include a Safety and Security Committee report.

Various levels of exposure to positive cultural images will prevent domestic and community violence. Violence will be treated through development and maintenance of a Brick City Safety and Security Force and close community interaction with local police and other appropriate agencies. Emergency situations will be handled by local authorities and services, with the elements of safety emphasis, equipment, and training adding more value and protection within the BCHD.

  1. COMMUNITY BENEFITS
  2. Economic Development

 

The economic environment in Newark is dire. This city of great potential has a history of colonialism, slavery, discrimination, and class inequities. These factors combine with our current worldwide financial crisis to create an atmosphere in Newark of poverty, high unemployment, and desperation for many. Despite magnificent gains downtown, the neighborhoods are still suffering.

The dwindling of local housing stock is largely due to the national economic turmoil. In the neighborhoods, home ownership is devastated by a sophisticated attack on real estate. This devastation manifests in a growing number of boarded up homes. These shuttered buildings represent numerous forced-out families and workers.

Renovation of these shut-down buildings can help to redeem the community’s economic condition. By sheltering displaced people in newly renovated homes, or by giving folks a habitat in which they can elevate themselves through affordable quality housing, the economic environment changes. Instead of emptying neighborhoods out, the atmosphere is enriched by an optimistic and principled program that provides housing and repairs lives.

The fixed-up homes that Brick City Housing Development will open bring hopeful neighbors who contribute to the cash flow of the community by patronizing local businesses. They will spend money that recuperates the tired economic condition of the neighborhood. The fixed-up, inhabited houses will raise the spirits of people who grow used to the unhealthy atmosphere of poverty and desolation. The renovated larger buildings would be put into use, discouraging squatters and other societal ills that bring economic conditions down.

The financial standing of Brick City communities will be made independent by the development of new money that will be under self-control.


  1. Community Development

 

Poor economic conditions in Newark threaten neighborhoods. The entire community is brought down by the worldwide and most importantly nationwide economic meltdown.

The practice and promotion of things green will stimulate the economy and elevate community consciousness. Solar panels, wind generation, exercycle generation, thermal warmth, gravity generators, energy-saving windows, garbage burning furnaces, etc. are all being investigated to be installed where feasible in our facilities.

Over the past fifty years, Vailsburg has been a neighborhood of changing ethnic make-up, from Italian and Irish to African-American, Caribbean, and Latino. This neighborhood of passing ethnic generations can become greener for the future benefit of all. Brick City Housing Development will assist the Vailsburg state of mind.

 

  1. Human Development

 

Our shelters will provide at least two meals per day. The foods we provide to shelter residents and long-term buyers will come from gardens and perhaps in a co-op for long-term and permanent residents. It will be a healthy diet. Changing the common diets of Brick City dwellers will increase our health.

In the neighborhoods, those who litter and show uncaring behavior multiply housing stock loss. We will teach property management skills that are needed in some segments of the community. Brick City Housing Development will work to make sure our residents know how to take care of where they live.

The atmosphere in our properties will be pro-education. Knowledge will be provided and enabled from pre-natal and infant education to the highest levels of university experience.

  1. THE FINANCIAL PLAN
  2. Profit and Loss Forecasts

As a non-profit organization, our purpose is not to grow rich. We want to build resources to do increasingly more for the people who live within the BCHD.
B. Desired Financing

To conduct our Scenario A in which we will purchase and prepare a larger size property for shelter services, we will require $((TBD)).

For Scenario B, in which a two, three, or four family residential home will be purchased, we will require $((TBD)).

For Scenario C, in which we will have a vast commitment from the banks and the courts to compensate communities for decades of racist behavior, we will require $((TBD)).


  1. Securities Offering

((TO COME))


  1. Use of Funds

The $1,000 per month mortgage redirection payment would go to saving for and purchasing our first house. This would go for every redirected mortgage as anchor homes to community development. We would buy homes for $10,000 or less and build from there. The acquisition of bigger amounts of funds into the billions of dollars will be responsibly distributed to further organizational goals.

  1. APPENDIX

 

  1. http://www.ci.newark.nj.us/press/press_releases/2010_01_13_02.php
  2. http://www.nytimes.com/1994/03/07/nyregion/4-high-rises-torn-down-bynewark.html?pagewanted=1
  3. There is also a shortage of student housing in the Newark area http://asumag.com/dailynews/njdorms1013/
  4. 326 S. 11th St., Newark, NJ 07103 http://www.homefinder.com/NJ/Newark/59828819d_326_S_11th_St
  5. org/…/2000LowIncomeHousingCrisisNJ.pdf
  6. http://www.tri-citypeoples.org/aboutus/mission.htm
  7. http://www.ci.newark.nj.us/government/city_departments/economic__housing_development/

XII. CHARTS: PROFIT AND LOSS/ BREAK-EVEN/ CASH FLOW

 

((TO BE DEVELOPED))

XIII. SCHEMATIC

 

((TO BE DEVELOPED))