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Residential, Commercial

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Global Multifamily Modular Construction Outlook 2020-In-Depth Insight Of Sales Analysis, Growth Forecast And Upcoming Trends 2026 - The Think...

Sudhan Thomas, former president of the Jersey City Board of Education and former Acting Executive Director of the Jersey City Employment and Training Program (JCETP), along with Ocean County attorney Paul Appel, were indicted for embezzlement, money laundering, and fraud in connection with multiple criminal schemes, U.S. Attorney Craig Carpenito announced on Nov. 2.

Thomas, 45, was charged in a 26-count indictment with embezzling funds from the JCETP, wire fraud, and money laundering in connection with the alleged JCETP theft.

Thomas was charged with wire fraud for allegedly embezzling money from his 2016 school board campaign, wire fraud for allegedly embezzling money from his 2019 school board campaign, bank fraud for allegedly stealing checks issued by and to another school board candidates campaign in 2018, and mail and wire fraud for allegedly defrauding two Florida-based companies.

In January Thomas was charged by criminal complaint with embezzling funds from JCETP. He pleaded not guilty and was released on a $75,000 unsecured bond.

Paul Appel, 78, of Point Pleasant, is charged as Thomass alleged accomplice in several of the schemes, including the alleged embezzlement of funds from the JCETP, alleged money laundering in connection to the JCETP theft, the alleged embezzlement of money from Thomass 2016 school board campaign, and the alleged fraud against the two Florida companies.

Alleged theft of federally funded nonprofit

Thomas served as the JCETPs acting executive director from January 2019 until his resignation in July 2019.

The JCETP is a nonprofit organization that receives federal funding from grants to help residents prepare for and enter the workforce.

From March 2019 through July 2019, Thomas allegedly embezzled more than $45,000 from the JCETP.

During his brief time as the acting executive director, he allegedly caused checks to be drawn from JCETP accounts made payable to other people but which he allegedly received or used to pay his debts and expenses.

Thomas caused certain checks to be issued to Appel who then redirected the funds back to Thomas, including by issuing checks made payable to Next Glocal; Thomas was a director of Next Glocal.

Thomas allegedly embezzled JCETP funds by issuing JCETP checks made out to cash that he either cashed himself or used to obtain bank checks made payable to Next Glocal, which were then deposited into a bank account for Thomass personal use.

Thomas then allegedly used these JCETP funds deposited to Next Glocals bank account to pay for his personal expenses, including payments to his landlord and airfare and hotel expenses for a trip to Hawaii.

In August 2019, former JCETP employee Nuria Sierra filed a whistle-blower lawsuit against Thomas and the JCETP when she lost her job in July after alerting JCETP board members and state officials to several financial improprieties at the agency. She noted that Thomas had allegedly made three checks payable to cash and provided no receipts.

Candidate schemes

In 2016 Thomas was elected to the school board, serving as vice president and then president of the board.

Appel served as treasurer for Thomass 2016 campaign.

From September 2016 to November 2016, Thomas and Appel collected campaign contributions and deposited them into a bank account opened for the 2016 campaign that they both controlled.

Under the guise of collecting repayments for loans to the campaign or reimbursement for other campaign-related expenses, Thomas and Appel allegedly embezzled more than $8,000 from Thomass 2016 campaign for their own personal use.

Thomas ran for re-election to the school board in 2019.

From June 2018 to August 2019, Thomas collected campaign contributions and deposited them into two bank accounts opened for the 2019 campaign.

Under the same guise of collecting repayments for loans to the campaign, Thomas allegedly embezzled approximately $6,000 from the 2019 campaign by causing checks to be issued from the campaign bank accounts made payable to Thomas. He then allegedly cashed those checks or deposited them into a bank account for his personal use.

In November 2018, Thomas was an informal advisor for a candidate in the 2018 school board election. During that time he allegedly claimed that he required $100 checks to pay eight individuals who worked on the unnamed candidates campaign. When the campaign provided Thomas with the requested checks, Thomas allegedly fraudulently endorsed the checks and deposited them into a bank account for his personal use.

Thomas also got a $1,000 contribution check made payable to the candidates 2018 campaign committee which he allegedly fraudulently endorsed and deposited into a bank account for his personal use.

Floridia companies allegedly defrauded

In 2016, Thomas and Appel entered into an agreement with a Florida-based technology company to expand the companys business through a debit card program.

Between May 2016 and October 2016, Thomas and Appel allegedly made false representations regarding work they were undertaking as part of the agreement and induced the technology company to wire them a total of $48,500.

Thomas and Appel allegedly diverted the companys funds to their own bank accounts and used them to pay personal expenses, including payments to Thomass landlord, tuition for Thomass relative, and payments for Appels credit and debit card expenses.

According to the charges, the duo didnt provide any meaningful services or generate any business as required under the agreement with the Florida company, or spend any substantial parts of the funds provided by the company toward fulfilling the agreement.

That same year, Thomas and Appel entered into an agreement with a Florida-based housing company in connection with the sale of modular homes to veterans and the homeless.

Between October 2016 and April 2017, Thomas and Appel allegedly made false representations regarding work they would undertake pursuant to the agreement in order to collect monthly $2,000 payments from the housing company.

The housing company made five $2,000 payments to Thomas and Appel between November 2016 and March 2017.

Thomas and Appel allegedly misappropriated the funds without providing any meaningful services or generating any business as required under the agreement, or spending any substantial part of the funds toward the fulfillment of the agreement.

Facing prison time

Thomas and Appel face a maximum of up to 100 years in prison and up to $2.25 million in fines.

U.S. Attorney Carpenito credited special agents with the FBI, under the direction of Special Agent in Charge George M. Crouch Jr., and special agents of the U.S. Department of Labor, Office of Inspector General, New York Region, under the direction of Special Agent in Charge Michael C. Mikulka with the investigation leading to the charges.

Assistant U.S. Attorney Tazneen Shahabuddin of the Special Prosecutions Division in Newark represents the government in this case.

The charges and allegations contained in the indictment are merely accusations. Thomas and Appel are presumed innocent unless and until proven guilty.

For updates on this and other stories checkwww.hudsonreporter.comand follow us on Twitter @hudson_reporter. Marilyn Baer can be reached atMarilynb@hudsonreporter.com.

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Former Jersey City elected official indicted - The Hudson Reporter

So here it is our list of 32 entrepreneurs, innovators and disruptors who are shaking up the UK residential sector.

Whats so trailblazing? After spending 17 years working for some of the UKs biggest residential and PBSA developers, Canning launched her own sales and marketing consultancy this year. The knowledge she has accumulated over her career puts her in the perfect position to support real-estate businesses looking to develop new innovations. Canning also offers strategy, training, recruitment, data analysis and research support. Her strategic approach to marketing combined with her exposure to operations means she has an innate understanding of the industry.

Mantra: Challenge the status quo.

Whats so trailblazing? Clarke launched

the boutique estate agency Mr and MrsClarke after feeling distinctly underwhelmed by the experience of selling his home in London and buying a family home in the country.Clarke and his wife Alexandra have created an estate agency that believes buying and selling can be done better through a focus on creating beautiful advertising and offering high levels of customer service. Clarke has quickly grown the business across the UK through the use of licensing agreements, and Mr and Mrs Clarke has won a number of awards for the stylish service it provides.

Mantra: Work hard and be nice to people.

Whats so trailblazing? In addition to Dawideks work in the living capital markets team, she played an integral role in the creation of Real Estate Balances NextGen committee, which she co-chairs, and she also sits on JLLs gender balance committee.Dawidek is particularly interested in gender equality having written a dissertation on how gender pay gap reporting could be an effective tool for improving diversity and inclusion (D&I) in real estate. However, she believes it is fundamental that D&I is approached in a holistic way in which all forms of inequality in real estate are addressed to achieve the shared goal of creating an inclusive environment where anyone can succeed.

Mantra: Work hard and be kind to everyone.

Whats so trailblazing? Click Abovecreates new homes on top of existingbuildings, utilising offsite construction methods. This allows the highest standards of quality control, safety, design and energy-efficiency to be delivered, while minimising onsite disruption.Through his extensive planning expertise, Emmett spearheads Click Aboves airspace development strategy. Working with both private freeholders and local boroughs, Click Above delivers new homes through MMC and innovative design and has recently completed an airspace development above an existing residential block in Nine Elms.Click Above currently has 103 new homes in the development pipeline.

Mantra: Innovate and be a solution.

Whats so trailblazing? Former journalist and marketing consultant Fulford set up nHouse to improve the quality of houses built in the UK.I didnt and dont like the majority of new homes built in the UK, he says. From their poor construction quality to the lack of imaginative designs, the customer experience is mostly rubbish and it felt like an industry in need of some disruption. And so I thought I might be able to stir things up a bit.Fulford co-founded nHouse in 2016. He raised money via crowdfunding and launched a design-led modular housing company that combines advanced manufacturing methods with high-quality natural materials. The company offers nine residential unit typesand supplies private buyers and developers. More than 50 nHouses are now makingtheir way through the planning process.Fulford is also co-founder of the Offsite Alliance, a new association designed to help MMC residential builders work together to promote the sector.

Mantra: No one really knows anything. All assumptions cause cock-ups. Keep buggering on as perseverance pays.

Whats so trailblazing? Godwin is a trained economist and entrepreneur with a passion for design and experience.He is the managing director of Lamington Group, an established group of companies investing and developing real estate in the residential and commercial sectors.Godwin is also the founder and chief executive of award-winning room2 Hometels, an innovative and creative hospitality brand and operating business that bridges the gap between Airbnb and hotels.Room2 currently has two open sites with five in the pipeline and has ambitious rollout plans that Godwin hopes will see it operating 5,000 rooms by 2030.For 10 years, Godwin represented Great Britain at the highest international level in sailing a fiercely competitive, performance-orientated environment. He brings these skills to business, actively targeting market shares of the hotel giants with a more relevant business model built for the future.

Mantra: I am driven to add value to peopleslives and experiences for places they work,live and visit.

Whats so trailblazing? Hammond is the founding director of Eutopia Homes, which was established in September 2017. Eutopia has secured a pipeline of 1,500 homes across the housing spectrum in key regional cities Birmingham, Exeter and Manchester.Having secured planning permission for one of Exeters largest BTR schemes, Hammond has been instrumental in forming a discounted market rental offer as part of the S106 agreement. Through masterplanning complex urban sites, Hammond has led Eutopia Homes into emerging relationships with institutional investors, later-living providers and housing for sale partnerships.

Mantra: Challenge convention at every stage quality knows no bounds.

Whats so trailblazing? Thirty-three-year-old former developer Harrington launched Glenhawk in 2018 to disrupt the oft-maligned short-term lending market. The company took only 18 months to become profitable, with more than 2.1bn of enquiries generated and 150m of loans provided to date.Ground-breaking initiatives, including offering free valuations and paying borrower legal fees, reinforced its reputation for fairness and transparency. March saw a 200m funding line secured with JP Morgan, marking its UK entry into this market.Covid-19 has not slowed Harrington down. August and September saw nearly 350m of new loan enquiries and the last six months saw a 20% loan-book increase.

Mantra: You never win or lose; you winand learn.

Whats so trailblazing? Hayford founded The Land Collective in her third year of university. The career development and commercial awareness platform, which started of as a blog to rant about local property issues and built environment matters, has grown into an international online publication, showcasing the sector to interested and curious students and young professionals.Hayford is now also the managing director of Sqft Digital, a student marketing agency aiming to transform early career programmes and firms engagement with students throughout the academic year. Sqft Digital was born out of frustration with the property industrys low visibility among students and the slow progress of diversity in the sector.

Mantra: Run your own race and dance your own dance.

Whats so trailblazing? Hawthorn has worked in the resi sector since the age of 16. He started Landmark in 2000, aged 19, with no capital and is on course to own 150m of assets by the end of 2020.His newest and most exciting project is LDS Next Generation Development Finance, which offers sales guarantees for resi developers and their lenders. During lockdown, LDS used proptech to launch an online sales guarantee engine, which produces reliable proposals in under two minutes.

Mantra: Work smarter and harder; refuse to choose between quantity and quality as both can be achieved.

Whats so trailblazing? Heatley andHiggins are co-founders of Capital & Centric,a social-impact developer spending 2m a week on regeneration.

They are also co-founders of the non-profit Regeneration Brainery, which works throughout the UK to mentor more than 100 young adults from diverse backgrounds into the real estate sector, and co-founders of the Embassy Bus, which is a non-profit shelter for people experiencing homelessness.The duo are working up plans to evolve this into a village of 40 homes in central Manchester. Heatley is also co-founder and chair of the Greater Manchester Mayors Charity, which has raised 3m since being founded two years ago, to support the regions most vulnerable and disadvantaged people.

Mantra: Dont follow the crowd.

Whats so trailblazing? Iannucci-Dawson trained as an architect and quickly worked his way up the corporate ladder at the worlds largest design firm. After moving into housebuilding, he became familiar with the new-homes sales process and it was here that he saw how painful the buying and selling process was for all parties involved.Iannucci-Dawson gave up his corporate salary and struck out alone to start Yourkeys, which three years later represents around 10% of all new homes sales in the UK. He says this is just the start.

Mantra: Sheer grit and determination wins over raw talent every day of the week.

Whats so trailblazing? Jezeph believes thought leadership and best practice are powerful routes to enhancing the quality of our built environment; shaping communities and improving the life chances of individuals. She champions this through her involvement in the Urban Land Institute.After working for 10 years in the private sector at JLL, she moved to TfL, where she is leading the delivery of circa 1,600 homes, creating new communities and transport facilities for the next generation of Londoners.

Mantra: Perseverance: if you dont keep trying, youll never know what might be possible.

Whats so trailblazing? Kannan is a co-founder of Native Finance, the first tech platform in Europe for real estate finance.Since its launch in 2018, the platform has priced more than 800m and completed around 100m in development and investment transactions. Backers include fintech VC Passion Capital and leading angel investors.Kannan is also a housing fellow with the Winston Churchill Memorial Trust, researching co-living globally. He was previously portfolio manager at the Elton John AIDS Foundation, where he launched one of the worlds first social-impact bonds. He started his career on the London trading floor at Goldman Sachs.

Mantra: Stay hungry, stay foolish.

Whats so trailblazing? House by Urban Splash is a pioneering joint venture with Japans biggest housebuilder, Sekisui House, backed by Homes England. Its mission is to build beautiful modern homes in characterful new neighbourhoods using innovative design, MMC and the latest technology.Outside this non-executive role, Kober is managing director, homes at Pinnacle Group, overseeing the companys housing, estatesand property management contracts and working in partnership with a range of clientsin the local government, institutional investment and development sectors. Priorto joining Pinnacle in 2018, Kober spent a decade in local government as leader of Haringey Council.

Mantra: People are at the heart of everything I do; excellent outcomes come from strong relationships with all sorts of people sometimes the best partnerships are themost unexpected.

Whats so trailblazing? Twenty-nine-year-old Lenehan is associate director of House by Urban Splash the modern housebuilder revolutionising the sector through the creation of customisable homes using MMC. Lenehan took on his senior role in spring 2019, having been with Urban Splash for two years. He was the project lead on the companys 90m transaction with one of the worlds biggest housebuilders, Sekisui House, and Homes England, and retains responsibility for strategy and shareholder relations.Lenehan is a non-executive director of one of the UKs largest social media creators, Komi Group. He is also a trustee of learning disabilities charity Leeds Mencap.

Mantra: Be obsessed with the customer.

Whats so trailblazing? Lerche-Lerchenborg is overseeing the strategic roll-out of Lavanda RESIDENTIAL and Lavanda LPM products, legitimising short-term lets and boosting yields for real estate partners and the multi-family housing and PRS industry.Prior to working at Lavanda, he worked in fund management and investment banking for 10 years. These roles included helping to build and manage more than 3bn in global equity income as part of a two-person team at Artemis Investment Management.

Mantra: Find something that you love to do and treat everyone you meet with kindness and respect; the rest will sort itself out.

Whats so trailblazing? McCourt started Court nine years ago in a Starbucks coffeeshop alone with his laptop. Today, Court is one of Birminghams most active and acquisitive residential development companies. Four years ago, McCourt received the backing of billionaire Sir Tony Gallagher and together they are delivering a further 5,000 units, including Birminghams first 51-storey skyscraper and some of the biggest residential schemes in the city, such as the 1,000-unit scheme Stoneyard in Digbeth.

Mantra: Property isnt about bricks-and-mortar; its about people.

Whats so trailblazing? As a director at Inspired Villages, an award-winning operator and developer of retirement villages, McNamara is responsible for fosteringlong-term partnerships with housebuilders, universities and landed estates to helpcreate later-living communities in the UK.McNamara started his career at DTZ in Auckland, New Zealand, before moving to the London office where he worked in the investment and corporate finance teams.Since then, his career has taken him toBarings Real Estate Advisers, BGC Partnersand also to co-found Indirex, a secure information exchange.

Mantra: Strive to make a positive difference to peoples lives.

Whats so trailblazing? In the sometimes grey world of planning, Murray and his team at Urbana like to work a little differently. They have a passion for the built environment and the way cities work.The Urbana mission is to provide exceptional, design-led planning expertise. The company has enjoyed a number of successes in strategic land planning and grand city projects, which demonstrate its ability to deliver a clients brief with a flair rarely seen in the planning world.

Mantra: If you love what you do, the results show.

Whats so trailblazing? Porter founded Urbane London with business partner Duncan Wilson. Urbane is a development company which delivers socially permeable, high-quality housing for London utilising MMC. Due to the flexible, factory-made nature of their homes, Urbane has an agile business model, which operates effectively on challenging London sites from micro (single plot) to macro (300-plus units).Prior to Urbane, Porter founded award-winning MMC practice Surface to Air Architects. She also founded Chicks with Bricks: a network dedicated to celebrating diversity in the property industry.

Mantra: Standardise the invisible, customise the visible.

Whats so trailblazing? Puddle began his career at London estate agency Hamptons International and five years later moved to Strutt & Parker where he spent a further six years working within the companys residential development team, with a specialist focus on consultancy and overseas project marketing.In 2017, Puddle spotted an opportunity in the market and relocated with his family to Singapore, where he founded One Global Property Services, a boutique real estate agency business that specialises in international project marketing.

Mantra: Live everyday like its your last. Never ever give up and always treat everyone that you come across in life in the same way that you would like to be treated yourself.

Whats so trailblazing? Rajah and Dipino run a multi-award-winning residential-led development company. Its live well manifesto puts the wellbeing of stakeholders at the forefront of all decision making.It is B-Corp-certified and one of fewer than 100 worldwide organisations to sign up tothe WGBC net-zero building commitment.With a 1.1bn multisector pipeline of high-quality, highly sustainable, low-toxic property, Joseph Homes aims to raise the bar for the industry by building better homes for a better world.

Mantra: If its funny, youre not in trouble.

Whats so trailblazing? Reid is founder of MATTER . SPACE . SOUL, an innovative architecture and research lab shaping places for wellbeing.Starting from the social, psychological and emotional impacts of the built environment, the consultancy aims to create joyful, meaningful, enriching places and experiences and act as a catalyst for step-change in the industry. Reid is a passionate advocate for the power of design to create impact that matters, and regularly presents on socially conscious approaches to design.

Mantra: Making change that matters with empathy, experimentation and curiosity for what could be possible.

Whats so trailblazing? Salmons passion for innovating with technology spans 30 years and includes the first offset mortgages, the worlds largest parking app and the launch of contactless cards. He has held executive roles at NatWest, Barclays and Capital One, as well as an advisory board role at Roche.With Coadjute, Salmons is aiming to connect every business in the UK property market, enabling them to share data and documents instantly and securely from within their existing software platforms, doubling the speed of transactions. The Coadjute network will go live in early 2021.

Mantra: Creativity is thinking up newthings. Innovation is doing new things Theodore Levitt.

Whats so trailblazing? Sanham is one of Londons most creative developers, combining 16 years experience of delivering mixed-tenure schemes with a drive to make a meaningful impact on Londons complex housing crisis.An engineer by education, Sanham began his development career at Urban Splash, before leading the delivery of Argents first affordable housing at Kings Cross and most recently becoming managing director of HUB.Slated to formally launch in November 2020, with two large, complex London sites already acquired, Sanhams new business is backed by alternative investment specialists Mitheridge Capital Management.

Mantra: Work honestly. Be clever. Be kind.

Whats so trailblazing? Shearer trained at Cushman & Wakefield before setting up his own retail investment firm, Sandford Capital. Alongside his property work, he co-founded Semble, an activation agency that delivers community campaigns for companies wanting to deliver on their purpose. Clients include major fast-moving consumer goods brands and a number of leading property firms.Sembles latest project is a corporate funding platform that allows companies to meet community initiatives. The ambition is to transform neighbourhoods from the grassroots up, fuelled with corporate backing.

Mantra: Its important to do the right thing.

Whats so trailblazing? With a strong personal motivation for our everyday heroes to be better served by the housing market, Tsiagbe is the founder of QIQO, a developer and operator of intermediate rented homes for single key workers. QIQOs mission is to ensure that Londons essential workers are able to live within the communities they care for, protect and serve. While QIQOs current geographic focus is on inner London, the need for affordable key worker housing is a common theme in major cities all over the world.

Mantra: A business with a genuine purpose will always strive to meet a genuine need.

Whats so trailblazing? While co-directing Jo Cowen Architects, Wilkinson undertakes a lead role in the concept and technical development of all major projects, with a key interest in MMC and innovative, sustainable technologies. Wilkinson maintains a close relationship with clients and consultants throughout the design process and takes pride in upholding key project concepts from start to finish.He is constantly looking for new and alternative perspectives on development sites, with a focus on providing efficient and commercially viable proposals that achieve the high design standards of the practice.

Mantra: Never stop setting the pace and always deliver the best possible product.

Whats so trailblazing? Wyman took up the strategic director of growth and development role at Manchester City Council in June 2020. She oversees investment and development and has responsibility for planning, housing strategy, work and skills and inclusive growth.Previously, Wyman led the design and inclusive growth agenda at West Midlands Combined Authority and, as director of strategy and engagement at Homes England, was part of the team that established the governments housing agency.Wyman led US and European urban renewal projects and was a member of the London Legacy Development Corporation planning committee with responsibility for developing Londons 2012 Olympic Park.

Mantra: Im passionate about creating healthy, green and inclusive cities.

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Meet the RESI Trailblazers | Insight - Property Week

PARADISE Two years out from tragedy, the reality of obstacles to rebuilding after wildfire is all too clear driving through the town of Paradise.

Where surviving homes still stand, lot after empty lot surrounds them. Where new homes rise again, with hammers and saws heard through the trees, just down the street stands a trailer with few belongings in sight. Inequality that dogged Paradise before the fire is stark bare to the eye as a second winter after the fire closes in.

A countywide report which finally arrived the first week of September pulled no punches scrutinizing the gap in housing for all in Butte County, and the work needed if the town is serious about addressing the overwhelming need for cheaper housing.

There is certainly significant activity for bringing back traditional single family homes. Disaster Recovery Director Katie Simmons said for single family homes, 1,306 permits have been received, and 859 are to be built traditionally, with over 400 manufactured homes. There are 1,168 applications issued with 426 homes either rebuilt or on the way with certificates of occupancy issued.

The towns staff have also been quick to point out multiple outside offers of interest in buying up lots to rebuild and see. Community Development Director Susan Hartman said Thursday its common for companies to buy parcels of between 50 to 100 lots with the plan to build a new home and sell it. And the town does not keep track of how many contracts are for owner occupancy (often a former resident rebuild) or for this future development and sale by an outside company.

Residents who feel pushed out have said they know why the interest is so high. Land is cheap, and money can be made from those who have it and can afford the insurance.

But for those who lost everything and cant get it back, or still cannot make enough to have a hope to stay, the lack of less expensive housing is leading to desperation. Particularly as the economy reels from the pandemics losses, many cannot see room for growth towards a home of their own on the ridge. Those in trailers still tend to be low-income, previous renters or they may be the elderly with health issues, according to Chico State Passages Connections Program Director Shannon Simmons.

We need to be prioritizing low income housing in Chico specifically, she said, to address the increased vulnerability of people with low and fixed income like seniors.

For people on fixed income who have Social Security or disability or minimal retirement, it is literally impossible to even rent in this area, Simmons said. She added for the elderly poor, it can be a choice between living in a permanent home or paying for medication and food. These are some of the towns population still living in trailers, without the funds to recreate the home they had.

The real gap is in affordable multifamily housing or any new multifamily housing at all. There were 265 applications received as of Tuesday, with 216 multifamily unit permits issued and 70 units rebuilt with occupancy. These include the Community Housing Improvement Programs Paradise Community Village, and those rebuilds proposed by a number of other developers totaling 200 units in multifamily projects.

But Hartman said she hasnt had any meetings in the last six months with developers for new multifamily projects.

There are some mobile home parks under reconstruction, most of which were at capacity before the fire, Hartman said. At least half a dozen are working on septic and other underground utility repairs. This could bring some more options to those living in trailers needing a place to stay, but no long term solutions for those needing permanent housing.

The town points to coming grant funding as possible aid for those who cant afford to rebuild or may be forced to move. Simmons said in 2021, the town is receiving grant funds to help improve the building of affordable units. A total of $55 million is to be allocated to the town for use getting multifamily unit projects moving, prioritizing smaller density projects of up to four units.

A six-year pool for owner occupied reconstruction totaling $205 million opens in 2021 for those impacted by federally declared disaster. Permits given to those who are in temporary living situations or most heavily, for those rebuilding a single home with low to middle income below 80% of area median income, who could receive up to $200,000.

Its really for funding unmet needs, looking at those who might have a gap in reconstruction and permanent housing, Simmons said. They identified 60% (of survivors) were uninsured.

We know that most folks living in temporary housing are very interested in rebuilding but many are experiencing financial or time barriers.

The town does currently administer owner occupied reconstruction grant funds, at $25 million total for those who owned property prior to the Camp Fire. There are 88 applicants already with just under 100 interested who havent applied. The pool can assist up to 150 households.

And there are other grants available, like the Rebuild Paradise Foundation using septic grants available to offset permit fees for those who need to pay for their septic restoration to rebuild.

But, Until we start seeing PG&E payouts, we just dont really know how much those are going to amount to, Simmons said, which makes it hard for residents to decide whether funds from those claims will be enough to rebuild.

Hartman said the main next move for community development will not take place until the end of 2021, when the hope is to update the General Plan. using the sewer and traffic circulation studies going on throughout the first half of the year. This update will be vital to even know where to place new housing developments, she said.

Whats the reason why higher density, more affordable housing models cannot move forward more quickly?

Public Works Director Mark Mattox said the towns sewer infrastructure must come first. Development of multifamily housing in particular will not start in earnest until decisions are made on the sewer.

Mattox estimates that once the town commits to a long term option for managing its water, if environmental review of the proposed sewer can begin in December it will take 18 months. So the soonest pipes could be in the ground, allowing for higher density projects like multifamily housing, would be three to five years.

We may not hear from these developers for another year until we have a completed environmental impact report and funding for construction, which would be over $100 million, Mattox added.

Due to the need for this infrastructure to come first, There will continue to be uncertainty in the towns ability to create robust multifamily housing solutions, he added. These are not new issues to the town since before the fire, the lack of a sewer also impeded the ability to create higher density, cheaper housing options.

While the grants are there for multifamily housing, the infrastructure to support it is necessary, Mattox said. The need for a sewer is our reality.

A major town meeting will take place Tuesday to consider the fork in the road decision whether to look at creating a local waste water plant or using a regional extension to the Chico water plant, Mattox said. The town will then have another meeting Dec. 8 to discuss how to move forward on the sewer once everyone has more time to look at all information presented.

Read the rest here:
Housing disparity on the ridge persists, future outlook is positive - Chico Enterprise-Record

Short of a few more final battleground state vote counts to drop and a victory speech, it looks like we can start calling Joe Biden the president-elect. The good news is Biden has a great plan for federal action on housing. Enacting Biden-Harris housing policy priorities would improve security for millions of Americans and help reverse the crippling shortage of homes afflicting communities throughout the US.

The bad news is a Republican-controlled Senate will block most, if not all of it.

The Senatean institution inherently designed to allow minority rulehas a long history of obstruction. Republican Senate leader Mitch McConnell blockaded almost all of President Barack Obamas agenda when given the chance. The Senate under his leadership rendered hundreds of House proposals DOA, including numerous housing measures. Not to mention stalling pandemic stimulus that would keep Americans securely in their homes as the economic and health crisis deepens.

With the Senate in Republican hands, unless McConnell unexpectedly stops being McConnell and allows bipartisan compromise, Bidens most ambitious housing proposals look destined for demise.

Georgias two Senate runoff elections in January offer an opportunity for Democrats to take back the Senate, but chances are slim. In all likelihood, Senate-driven gridlock will stymie federal progressnot only on housing policy, but also on other paramount issues such as climate changeat least until Democrats get their next shot at the Senate in 2022. Elections matter.

As for near-term action on housing, emergency rental assistance is still a possibility. Contradicting his pre-election position, McConnell now says hell prioritize a COVID stimulus package that includes aid to states when Congress reconvenes next week. No guarantees rental assistance will end up in the bill, but its been a consistent priority for Democrats.

Also, two modest bills that would require cities to account for their needless restrictions on homebuildingthe YIMBY Act and the Build More Housing Near Transit Actstill have a shot at passing (see my take on those proposals).

For at least a decade now, Americans have been grappling with a worsening housing crisis. In some places, stagnant incomes are to blame. In other places awash in high-paying jobs but hamstrung with restrictions on new housing, competition prices out even middle class families.

The federal government has unmatched potential to take on these two core problems. The solution rests on two policy pillars: (1) expand financial support for those who cant afford housing, and (2) impel cities to loosen their rules and allow more homes. Joe Bidens housing plan incorporates both, synthesizing many proposals put forth by his more left-leaning presidential primary challengers. Its a really good plan!

In stark contrast, Trump never had any kind of coherent housing strategy, and spent the final months of his campaign tweeting that low-income housing would destroy suburbiaa dog whistle aimed at undermining both policy pillars.

Here are the five essential elements of Bidens housing plan:

The $20 billion program currently provides vouchers for two million low-income households to help them pay rent, but funding only covers about a fourth of those that qualify. Biden calls for fully funding Section 8 so that everyone eligible gets the assistance they need to pay their rent for a safe home.

(Trump proposed cutting Section 8 funding by 20 percent, raising the tenants rent payment portion from 30 to 35 percent, and adding work requirements for recipients.)

Bidens plan includes renter tax credit similar to the one proposed in Vice President-elect Kamala Harris 2018 Rent Relief Act. With a price tag of $5 billion, its designed to reduce rent and utilities to 30 percent of income for low-income individuals and families who may make too much money to qualify for a Section 8 voucher but still struggle to pay their rent.

The Biden plan would:

(Trumps 2021 budget request proposed to slash HUDs budget by 15 percent, cut public housing operation funds by 21 percent, and eliminate both the Housing Trust Fund and CDBGs.)

Bidens plan commits to:

Modeling on Senator Cory Bookers HOME Act of 2019, the Biden plan would make CDBGs and Transportation Block Grants contingent on cities adopting strategies to get rid of exclusionary zoning laws that stymie construction of new homes. It would also add such reforms as a condition for other funding programs where possible, and offer local planning grants to support the necessary policy changes.

The plan explicitly calls out how overly restrictive zoning laws keep people of color and low-income families out of certain communities, limit affordable housing options, and contribute to urban sprawl and climate pollution.

(In 2019, Trump signed an executive order establishing a council to eliminate federal, state and local barriers that are holding back affordable housing development. But his subsequent tweets and speeches blatantly contradict that intent.)

The spending required for the first three plan actions described above all but rules out passage by a Republican-controlled Senate. And Republican ideology would likely preclude votes for the fourth.

As demonstrated by bipartisan support for the YIMBY Act, some Republicans are working to pass action on housing similar to the fifth element of Bidens plan noted above. However, members on both sides of the aisle are likely to lose their stomach for bills that push too far on federal control over local governments. All told, the most impactful elements of Bidens housing plan are pretty much dead in the water without Democrats in control of the Senate (and House).

If and when Democrats do take back the Senate, another big hurdle remains. The filibuster ensures that most, if not all, of Bidens major housing proposals would need 60 voteshighly improbable under the likely scenario of a slim Democrat majority. To escape that dysfunction, a Democratic majority could end minority rule and eliminate the filibuster once and for all.

New multi-family homes. Photo: Lawcain, Dreamstime.com

With the filibuster still in place, there is a workaround that could enable passage of parts of Bidens plan: budget reconciliation. Increased funding for existing programs can be passed as part of a budget reconciliation bill thats immune to filibuster and therefore only requires a simple majority vote. One of Bidens key proposalsthe plan to quadruple Section 8 fundingis fair game through reconciliation, and likewise boosting the Housing Trust Fund.

To finish my thought experiment, lets assume that after the 2022 election Democrats control the Senate and abolish the filibuster. That would open the door to taking Bidens good ideas for federal action on housing reform even further, on both policy pillars(1) funds for subsidy and (2) leverage for local zoning reform.

On the first pillar, Bidens intention to expand Section 8 vouchers is a good start but falls short because it doesnt make Section 8 a true, permanent entitlement. That means Congress must appropriate new funding every budget cycle, repeatedly putting the program at political risk.

More importantly, it also means that everyone who needs aid isnt necessarily coveredthe massive unemployment caused by the pandemic is a good example of how that could happen. As my colleague Michael Andersen has written, a critical fix for Section 8 is to make benefits an entitlement, like food stamps, automatically available to anyone whose income drops below a set level.

Another problem with Section 8 is most landlords dont accept the vouchers. That makes approved rentals hard to find, plus newly qualifying tenants have to move if their current landlord refuses Section 8. The obvious (but also politically fraught) fix is a federal mandate for universal acceptance of vouchers. Alternatively, a better long-term solution is a complete revamp to a program that gives struggling renters the flexibility and freedom of straight up cash instead of vouchers.

For the second pillar, Bidens embrace of the HOME Act is a solid first step. But its only a small one, because the HOME Act has no prescriptive teeth: cities dont have to loosen restrictions on housing to remain eligible for federal funds, they only have to demonstrate their intentions to do so someday.

To have a meaningful impact, federal laws must have the kind of teeth that spurs widespread local law changes to allow more homes. In a previous article I described the key elements, including funding types, carrots and sticks, and regulatory versus outcome-based compliance.

Representative Alexandria Ocasio-Cortezs A Place to Prosper Act shows one way a prescriptive policy could work. It would deny federal road funding for projects located in a city that mandates off-street parking, requires lot sizes larger than one half acre, or bans multi-unit homes or manufactured homes.

In September, the Urban Institute published a report on how the federal government can help eliminate exclusionary zoning. The authors make an important point to focus on conditioning funds that go to states, because most of the federal dollars received by local jurisdictions flow through states first.

Voters took the first necessary step for federal action on housing policy by ousting Trump. Unfortunately, as long as the Senate remains under Republican control, progress on the bold ideas in Joe Bidens housing plan are unlikely to ever see the light of day.

Any ambitious federal action is now a longer term game.

One option would be for Republicans and Democrats to find some way to compromise across party lines. Yes, the possibility seems remote today. But thats exactly what happened last year with Oregons state-wide legalization of duplexes, triplexes and fourplexes and Californias legalization of up to two cottages on any lot. Republicans, especially in rural areas, crossed party lines to support Democratic pro-housing bills because they felt someone should be allowed to add a home to their property if they want to.

The other option for action on housing is purely partisan. First, Democrats must take back the Senate under a pro-housing president like Biden. Then they must abolish the filibuster.

Congress can then pass the kind of bold legislation the country needs on two fronts: cash assistance for people who need help to pay the rent, and federal guidance to ensure that citiesallow enough homes of all shapes and sizes for us all, no matter our race, income, or where we live.

More:
Biden-Harris Win Opens Path to Federal Action on Housing - Sightline Institute

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Bryan Miller with ARC Construction frames up what will be a base for a steel column as construction of a new 10,000-square-foot aircraft hanger is underway at the Henderson City-County Airport Thursday, November 5, 2020.(Photo: MIKE LAWRENCE / THE GLEANER)

The start of construction on a 10,000-square-foot hangar at the Henderson City-County Airport was the biggest new building project here in October.

The county codes office issued a permit valued at $667,000 for a 100-by-100-foot hangar that will replace a nearly 60-year-old hangar of the same size.

Airport manager Allen Bennett said a structural engineer had conducted a detailed analysis of the old hangar and determined that it was at or near the end of its useful life.

That left everybody pretty uncomfortable, including the airports insurance company and tenants who rented hangar space, Bennett said.

More: Henderson County school board discusses pausing sports but OKs winter sports plan on split vote

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The airport secured a $350,000 state grant that is paying for about half of the hangar project. Low bidder ARC Construction Co. of Evansville is the general contractor for the project. Completion is expected in about two months, weather permitting.

The hangar, which will be capable of storing roughly 15 to 20 aircraft, depending on their size, will be one of four large hangars owned by the airport in addition to several privately owned corporate hangars, Bennett said.

The old hangar was disassembled in the spring and will be reassembled at the county Road Department by the recycling center for storing recyclables so that the shed currently being used for that purpose can once again be used for parking Road Department heavy equipment, County Engineer Bill Hubiak said. It will be the latest in a series of projects overseen by Hubiak in which structures judged obsolete for other use have been repurposed for new uses by the county.

In other activity, the county codes office issued permits in October for three new single-family residences outside the city limits with an average construction value of $282,317 (not counting real estate and certain other expenses). The city issued no permits for single-family homes last month.

However, the city codes office issued a $260,000 permit to III C of Kentucky LLC for a multi-family residence at 516 S. Main St. the second of three that are planned there as part of the redevelopment of a former commercial laundry property.

So far this year, the city has issued permits for 14 new single-family homes (with an average construction value of $128,293) while the county has issued permits for 24 new homes (averaging $278,759).

That brings the total number of housing starts so far this year to 38, up from 29 during the same period last year.

The construction value of building permits issued last month by the city totaled $666,423 while county permits totaled $1.6 million for a monthly total of $2.3 million, compared with $3.2 million in October 2019.

The overall value of construction activity authorized by city and county building permits has totaled $42.0 million so far this year, up from $38.8 million during the same period last year.

Two projects account for more than half of all construction value here so far this year: the $18 million permit for construction of the new Jefferson Elementary School behind South Middle School and a $5.3 million permit for the first phase of construction of the Homeplace of Henderson assisted living complex along Green River Road.

Here are the building permits issued here last month:

Demolition, single-family residence: Habitat for Humanity, 715 N. Adams St., $4,000.

Multi-family new construction: III C of Kentucky LLC, 516 S. Main St., $260,000.

Single-family accessory structure: Demetris Marigny, 1412 Washington St., $1,373; Eric Fulkerson, 226 N. Kerry Lane, $45,000; Michael P. Shaw, 10 Center Circle, $6,000; Johnna and Nathan A. Herron, 933 Frontier Dr., $5,000; Barry Sheffer, 716 Mill St., $1,400; and Tony R. II and Tredia S. Cagle, 204 Hallway, $23,500.

Single-family additions: Beth McCormack, 208 Hancock St., $150,000; Judith Matheney, 969 Oakcrest Dr., $13,000; and Baxter E. and Sharon S. Stanton, 1128 N. Main St., $100,000.

Signs: Everybody Fitness, 1321 Second St., $2,500; Americas Car Mart, 2214 U.S. 41-North, $5,000; Tikay Caribbean, 802 Second St., $650; Universal Hospitality LLC, 2820 U.S. 41-North, $15,000; and Ohio Valley National Bank, 1720 Second St., $34,000.

City total: $666,423.

New residences: Michael Rhea, 9395 U.S. 60-East, $262,400; Casey and Traci Thomas, 3503 A.C. Walker Road, $358,550; and Tim and Angie Jackson, 12753 U.S. 41-Alternate, $226,000.

Room additions: Donna Nation, 6304 Cairo-Dixie Road, $42,000; Tim Nunn Sr., 1845 Busby Station Road, $40,000; and Douglas Sword, 10569 U.S. 416, $6,700.

Commercial: Henderson City-County Airport, 2154 Kentucky 136-West, $667,000.

Manufactured homes: Jessica Watson, 5515 Kentucky 416, $18,000; and David Wicker, 3378 Corydon D Fellows Road, $152,000.

Garages/utility buildings: Erin McKee, 9288 Martin-Martin Road, $4,000; Brad Greenwell, 21906 Kentucky 811, $15,000; Greg Fridy, 14171 U.S. 41-South, $15,000; Matt Willhite, 15059 Cheatham-Toy Road, $49,200; and Gary Robinson, 6285 Doubletree Dr., $28,000.

County total: $1,621,450

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New hangar at airport tops new construction in Henderson County - The Gleaner

FREEHOLD, NJ, Nov. 04, 2020 (GLOBE NEWSWIRE) -- UMH Properties, Inc. (NYSE:UMH) reported Total Income for the quarter ended September 30, 2020 of $43.1 million as compared to $37.3 million for the quarter ended September 30, 2019, representing an increase of 16%. Net Loss Attributable to Common Shareholders amounted to $12.8 million or $0.31 per diluted share for the quarter ended September 30, 2020 as compared to Net Income of $5.6 million or $0.14 per diluted share for the quarter ended September 30, 2019. This decrease was due to the change in fair value of our marketable securities. During the quarter, the securities portfolio experienced an unrealized loss of $6.7 million as compared to an unrealized gain of $9.2 million in the prior year period. In addition, the Company called for redemption of all 3.8 million issued and outstanding shares of its 8.0% Series B Preferred Stock and recognized a preferred share redemption charge of $2.9 million related to the original issuance costs.

Funds from Operations Attributable to Common Shareholders (FFO), was $4.5 million or $0.11 per diluted share for the quarter ended September 30, 2020 as compared to $5.8 million or $0.14 per diluted share for the quarter ended September 30, 2019. This decrease in FFO is due to the redemption charge of $2.9 million on the Series B Preferred Stock. Normalized Funds from Operations Attributable to Common Shareholders (Normalized FFO), was $7.4 million or $0.18 per diluted share for the quarter ended September 30, 2020, as compared to $6.0 million or $0.15 per diluted share for the quarter ended September 30, 2019.

A summary of significant financial information for the three and nine months ended September 30, 2020 and 2019 is as follows (in thousands except per share amounts):

$

(0.31

)

$

0.14

$

(1.10

)

$

0.15

A summary of significant balance sheet information as of September 30, 2020 and December 31, 2019 is as follows (in thousands):

Samuel A. Landy, President and CEO, commented on the results of the third quarter of 2020.

We are pleased to announce another solid quarter of operating results. During the quarter, we:

Mr. Landy further stated, UMH continues to achieve excellent results despite the COVID-19 pandemic. Normalized FFO for the quarter increased to $0.18 per share representing an increase of 20% over the prior year period.

This FFO growth was driven by solid fundamental performance in our core business. Same property occupancy increased 320 basis points to 86.9%. Year over year, we added almost 700 rental homes to our same property portfolio, increasing rental home occupancy to 95.4%. Our improved occupancy paired with reduced expenses resulted in same property NOI growth of 13%. This is the fourth quarter in a row that we have reported double digit same property NOI growth.

Our sales results also contributed to our FFO growth. Sales for the quarter were up 54% generating a net profit of $640,000 for the quarter. We continue to experience pent up sales demand.

UMH also had a busy quarter on the acquisition front. During the quarter, we closed on the acquisition of two communities containing 310 homesites, with a weighted average occupancy rate of 64%, for approximately $7.8 million. These communities are located in markets where we have experienced excellent demand for both sales and rental units. We anticipate strong returns at these value-add communities as we are able to execute on our long-term business plan.

Most importantly, we pioneered two loan products which will allow us to reduce our cost of capital going forward. We closed on the financing of some of our free and clear communities generating proceeds of $106 million at an interest rate of 2.62%. These communities did not previously qualify for GSE financing because of their rental home percentages. The access to low cost debt on properties with significant percentages of rental homes solidifies our business plan. Subsequent to quarter end, we used a portion of this capital to redeem our $95 million of Series B 8% Preferred stock. This redemption will generate over $5 million, or approximately $0.12 per share, of additional FFO annually.

We also entered into a line of credit utilizing our rental homes and the income derived from them as collateral. The rate on this line is WSJ prime + 25 basis points. Access to low cost debt on rental homes previously did not exist.

UMH continues to make strides in all aspects of our business plan. We are pleased that we covered our $0.18 dividend purely on our current operations. The successes that we have had on the financing front will further improve our FFO metrics in 2021.

UMH Properties, Inc. will host its Third Quarter 2020 Financial Results Webcast and Conference Callon Thursday, November 5, 2020 at 10:00 a.m. Eastern Time.Senior management will discuss the results, current market conditions and future outlook on the call.

The Companys 2020 third quarter financial results being released herein will be available on the Companys website at http://www.umh.reit in the Financial Information and Filings section.

To participate in thewebcast,select the microphone icon found on the homepagewww.umh.reitto access the call.Interested parties can also participate via conference callby calling toll free 877-513-1898 (domestically) or 412-902-4147 (internationally).

The replay of the conference call will be available at 12:00 p.m. Eastern Time on Thursday, November 5, 2020. It will be available until February 1, 2021 and can be accessed by dialing toll free 877-344-7529 (domestically) and 412-317-0088 (internationally) and entering the passcode 10147928. A transcript of the call and the webcast replay will be available at the Company's website,www.umh.reit.

UMH Properties, Inc., which was organized in 1968, is a public equity REIT that owns and operates 124 manufactured home communities containing approximately 23,400 developed homesites. These communities are located in New Jersey, New York, Ohio, Pennsylvania, Tennessee, Indiana, Michigan and Maryland. In addition, the Company owns a portfolio of REIT securities.

Certain statements included in this press release which are not historical facts may be deemed forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. Any such forward-looking statements are based on the Companys current expectations and involve various risks and uncertainties. Although the Company believes the expectations reflected in any forward-looking statements are based on reasonable assumptions, the Company can provide no assurance those expectations will be achieved. The risks and uncertainties that could cause actual results or events to differ materially from expectations are contained in the Companys annual report on Form 10-K and described from time to time in the Companys other filings with the SEC. The Company undertakes no obligation to publicly update or revise any forward-looking statements whether as a result of new information, future events, or otherwise.

Note:

(1) Non-GAAP Information: We assess and measure our overall operating results based upon an industry performance measure referred to as Funds from Operations Attributable to Common Shareholders (FFO), which management believes is a useful indicator of our operating performance. FFO is used by industry analysts and investors as a supplemental operating performance measure of a REIT. FFO, as defined by The National Association of Real Estate Investment Trusts (NAREIT), represents net income (loss) attributable to common shareholders, as defined by accounting principles generally accepted in the United States of America (U.S. GAAP), excluding extraordinary items, as defined under U.S. GAAP, gains or losses from sales of previously depreciated real estate assets, impairment charges related to depreciable real estate assets, and the change in the fair value of marketable securities plus certain non-cash items such as real estate asset depreciation and amortization. Included in the NAREIT FFO White Paper - 2018 Restatement, is an option pertaining to assets incidental to our main business in the calculation of NAREIT FFO to make an election to include or exclude gains and losses on the sale of these assets, such as marketable equity securities and include or exclude mark-to-market changes in the value recognized on these marketable equity securities.In conjunction with the adoption of the FFO White Paper - 2018 Restatement, for all periods presented, we have elected to exclude the change in the fair value of marketable securities from our FFO calculation.Prior to the adoption of the FFO White Paper 2018 Restatement, we utilized Core Funds from Operations (Core FFO), which we defined as FFO, excluding the change in the fair value of marketable securities. NAREIT created FFO as a non-U.S. GAAP supplemental measure of REIT operating performance. We define Normalized Funds from Operations Attributable to Common Shareholders (Normalized FFO), as FFO, excluding gains and losses realized on marketable securities investments and certain one-time charges. FFO and Normalized FFO should be considered as supplemental measures of operating performance used by REITs. FFO and Normalized FFO exclude historical cost depreciation as an expense and may facilitate the comparison of REITs which have a different cost basis. However, other REITs may use different methodologies to calculate FFO and Normalized FFO and, accordingly, our FFO and Normalized FFO may not be comparable to all other REITs. The items excluded from FFO and Normalized FFO are significant components in understanding the Companys financial performance.

FFO and Normalized FFO (i) do not represent Cash Flow from Operations as defined by U.S. GAAP; (ii) should not be considered as alternatives to net income (loss) as a measure of operating performance or to cash flows from operating, investing and financing activities; and (iii) are not alternatives to cash flow as a measure of liquidity.

The reconciliation of the Companys U.S. GAAP net loss to the Companys FFO and Normalized FFO for the three and nine months ended September 30, 2020 and 2019 are calculated as follows (in thousands except footnotes):

The diluted weighted shares outstanding used in the calculation of FFO per Diluted Common Share and Normalized FFO per Diluted Common Share were 41.8 million and 41.6 million shares for the three and nine months ended September 30, 2020, respectively, and 40.8 million and 39.8 million shares for the three and nine months ended September 30, 2019, respectively. Common stock equivalents resulting from stock options in the amount of 426,000 and 348,000 shares for the three and nine months ended September 30, 2020, respectively, and 240,000 and 238,000 shares for the three and nine months ended September 30, 2019, respectively, are included in the diluted weighted shares outstanding. Common stock equivalents for the three and nine months ended September 30, 2020 were excluded from the computation of the Diluted Net Income (Loss) per Share as their effect would be anti-dilutive.

The following are the cash flows provided (used) by operating, investing and financing activities for the nine months ended September 30, 2020 and 2019 (in thousands):

(2) Represents change in unrealized gain (loss) in marketable securities which is included in the Consolidated Statements of Income (Loss). (Increase) Decrease in Fair Value of Marketable Securities, if any, were previously recorded in Core FFO.

(3) Consists of utility billing dispute over a prior 10-year period ($376,000), emergency windstorm tree removal expenses in two adjacent communities ($126,000) and costs associated with acquisitions not completed ($80,00) in 2019.

# # # #

Contact: Nelli Madden732-577-9997UMH PROPERTIES, INC.Juniper Business Plaza3499 Route 9 North, Suite 3-CFreehold, NJ 07728(732) 577-9997Fax: (732) 577-9980

Original post:
UMH PROPERTIES, INC. REPORTS RESULTS FOR THE THIRD QUARTER ENDED SEPTEMBER 30, 2020 - GlobeNewswire

Global Prefabricated Construction Market Report Covers Market Dynamics, Market Size, And Latest Trends Amid The COVID-19 Pandemic

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Global Prefabricated Construction Market 2020 COVID-19 Updated Analysis By Product (Modular Construction, Manufactured Homes, Others); By Application...

NEW MEXICO(KRQE) Friday, November 6, marks the day the New Mexico Environment Department said it would start ordering businesses to shut down for two weeks if theyve had four or more rapid responses over the last 14 days.

So far, the state Department of Health has ordered three businesses to close for two weeks. The states Rapid Response Watchlist is updated every day to show people which workplaces have had repeated issues with COVID-19.

These businesses have will all be very aware that weve been there conducting rapid responses, so I dont think it should come as too much of a surprise, Maddy Hayden, with the New Mexico Environment Department, said last week.

Hayden warned a handful of businesses were at risk of being forced to shut down for two weeks. This week, thats happening.

The New Mexico Department of Health sent Notice of Closure letters this week to at least three businesses, including the Stampede Meat facility in Doa Ana County, Chaparral Materials in Santa Fe, and Deming Manufactured Homes, LLC, in Deming.

The Stampede Meat facility shows 10 rapid responses in the last two weeks. The Chaparral and Deming establishments each show four rapid responses.

A rapid response is initiated by the state once a business reports a positive COVID-19 case in the workplace.

These crackdowns, these evidence-based strategies are only as good as the folks o practice the evidence, said Gov. Michelle Lujan Grisham, during a November 5 news conference. And if theyre not gonna do that, then it just, it isnt gonna work. Its true. Were demonstrating its true by the crisis that were currently in.

The governor warned there could be updates to the public health order soon if COVID-19 trends dont improve. I think New Mexicans know that Im prepared to make even the most difficult decisions that are about saving lives, said Gov. Lujan Grisham.

KRQE News 13 checked some of the businesses on the states watchlist on Friday. Trader Joes, which has four rapid responses in the last two weeks, was strictly limiting customers with a line outside the door and a sign saying masks are required.

After five rapid responses, the Il Vicino Wood Oven Pizza place on Coors now has a sign on the door, saying, We are temporarily closed for deep cleaning to provide increased protection for our guests and our staff. We apologize for the inconvenience and look forward to seeing you soon!

A handful of Walmarts in Albuquerque remain on the list and appeared to have a steady stream of customers.

KRQE News 13 also noticed some businesses appear to be taking it upon themselves to close for cleaning or restrict indoor dining. The Golden Pride on Lomas for example was recently taken off the states watchlist and is currently open for drive-thru only.

Hayden said the NMED is consulting with the DOH to determine if more businesses meet the criteria for closures. If so, the state will hand-deliver those closure notices to businesses.

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Businesses on COVID-19 Watchlist ordered to close for two weeks - KRQE News 13

Neurology clinic medical assistant Amy Fisk now has a place to call home after sleeping in parking lots and hotels since her Phoenix townhouse apartment burned down on Sept. 8 in the Almeda fire.

A week after the fire, Providence jumped into action to start making two temporary trailer parks on empty land it owns near to the Providence Central Point Medical Plaza and Providence Medford Medical Center.

Providences charitable foundations bought new fifth-wheel trailers and S&B Construction built the temporary trailer parks. Volunteers helped stock them with supplies. The health systems displaced employees started moving into the trailers on Oct. 12.

The trailers are being served with temporary utilities for now, but Providence expects utility infrastructure will be finished in a few weeks.

Fisk, her fiance Jeff Prendergast, her daughter Mackenzie Roman and their two dogs and a cat are in their third week of living in a trailer next to the Central Point clinic.

Providence has been so amazing and supportive. The trailer has bedding, towels, pots, pans and utensils, Fisk said.

It even has high thread-count sheets. Theyre so soft, Prendergast added.

Journey Ruiz, 8, left, and Anthony Nabor, 10, who lost their home to the Almeda fire, play catch at a temporary trailer park at Providence made for fire displaced workers.

Concerned for their fire-displaced workers and worried employees might have to move away due to the Rogue Valleys housing shortage, Providence and Asante both decided the best temporary housing solution was to create trailer parks.

Providence believes 28 of its workers lost their homes and estimates 13 to 14 families needed help with temporary housing, said Providence Medford Medical Center Chief Executive Chris Pizzi.

Asante has identified 79 employees who lost their homes, said Robert Begg, vice president of human resources for Asante, which operates Rogue Regional Medical Center.

As we were connecting with these folks, we knew housing was going to be a problem, he said. Housing is so short in the valley already. We want to give them an opportunity to stay here. Some people were saying, I might move and work in another part of the state because Im not finding adequate housing here. We looked for the quickest way to get housing.

Adroit Construction started building a trailer park near Asante Rogue Regional Medical Center in Medford with 32 gravel pads and utilities the week before last. The company expects to finish the six-week project by Dec. 1, Asante officials said.

Some employees who will live there have their own RVs or trailers. For the rest, Asante is buying slightly used RVs from a Grants Pass dealer.

Temporary trailer and RV parks will likely become a housing option for many as the community searches for ways to shelter people during the long cleanup and rebuilding process.

The local building community is eager to help create parks, and Jackson County expects to announce news this coming week about temporary housing help from the Federal Emergency Management Agency that could include FEMA trailers.

The Almeda fire wiped out 2,482 residential structures, including houses, apartment buildings and mobile and manufactured homes. Most of the losses were in Talent and Phoenix, which had served as relatively affordable towns.

The rental vacancy rate in Jackson County already was hovering near 0% before the Almeda fire and the South Obenchain fire east of Shady Cove.

The median sales price for a house for the quarter ending Sept. 30 hit $333,900 far outstripping the buying ability of most Jackson County residents. The inventory of homes on the market has plummeted 64% since last year, according to the Rogue Valley Association of Realtors.

Searching for housing

With ashes falling from the sky, flames approaching and first responders using loudspeakers and sirens to warn people to flee, Fisk and her family barely made it out of Phoenix on roads clogged by Almeda fire evacuees.

She and her fiance slept in their Jeep in a Providence parking lot and a Walmart parking lot on the first nights while she sent her daughter to stay with her mother.

They thought they were just evacuating for a few nights and then could return home. Thats when Fisk saw a photo of their burned down apartment building on Facebook.

I was getting out of my Jeep and I saw the look on her face when she saw it on her phone, Prendergast said. It was a horrible look.

Then Providence called and paid for the family to stay in a hotel for a month. The organization is one of many, including the American Red Cross, housing people in hotels.

Fisk and Prendergast spent their time at the hotel searching the valley for an apartment.

You wake up every morning and call all the rental companies and ask if there are any new listings because the other ones all have 30 applications for them, Fisk said. You try to be first in line for any new spot that opens up.

They finally got approved for a place in Ashland and went to look at it.

It was massively overpriced. It was 400 square feet for $1,000 a month and it was filthy. I actually cried when we went and saw it, Fisk said.

Prendergast said it would have been hard to get through the recovery process living in such a depressing place.

When Providence offered the use of a new trailer, the couple jumped at the chance.

I dont know where we would be right now without Providence, Fisk said.

Where are the survivors?

Fisk and her family arent alone in their ordeal to find new housing.

Almost two months after the Almeda fire, most displaced people have yet to move into a rental or find a home to buy.

There are currently 4,222 people registered with FEMA for disaster aid. Not all displaced people have registered.

Of registered people, 2,094 are staying with family and friends; 791 are in hotels and motels; 508 are in damaged homes; 145 are homeless; 132 are in RVs and campers; 62 are living in cars; 59 are in group shelters; 29 are in tents; 19 are staying at their workplace and 12 are at a house of worship, according to estimates compiled from data from government agencies, nonprofits and other organizations helping fire survivors.

So far, an estimated 255 people have found a new temporary rental, 60 found a new permanent rental, 42 are living in a secondary residence like a vacation cabin and 14 have bought a new home.

Fisk and Prendergast said they feel they are among the lucky ones.

There are a lot more people who are less fortunate, she said. They lost loved ones and animals. We lost a lot a lot, but weve got each other.

Snug in their trailer, the family has movie nights, games nights and spends time talking about what theyve been through and supporting each other. Fisks daughter is finishing out her senior year online through the Phoenix-Talent School District.

Avid campers and hikers, theyve adjusted to living in a trailer although theyve learned to keep a close eye on their water tanks and conserve their battery power until they get connected to electricity.

They offered words of encouragement to other fire survivors.

It does get better. Day by day, it does get better. Hang in there, Prendergast said.

Pizzi, the chief executive director for Providence Medford Medical Center, said local hospitals already had trouble before the fires attracting and retaining workers because of the lack of housing and high prices in the Rogue Valley.

Providence is working with city councils and builders to advocate for more high-density, multi-family housing to serve all residents, he said.

Providence moved quickly to build the temporary trailer parks, but knows they dont represent a long-term fix to the areas housing woes, said Dr. Tom Lorish, chief executive for the Providence Southern Oregon Service Area.

There was a crisis before the wildfires and its been made much more acute. Its a good opportunity for the community to come together to make sure people have a reasonably priced, affordable place to live, he said.

Right now, the immediate task is creating temporary housing for fire survivors. But the community has to look ahead as it transitions to rebuilding Talent and Phoenix while also boosting affordable housing in all communities, Lorish said.

The real target needs to be, What are we going to have in two years? he said.

Reach Mail Tribune reporter Vickie Aldous at valdous@rosebudmedia.com. Follow her on Twitter @VickieAldous.

The rest is here:
Providence foundation, Asanta spring to action to provide trailers, land for Almeda wildfire victims - OregonLive