City and County Considering Land Bank Idea

Land Bank Update
August 6, 2015

Garden City and Finney County are considering creating a land bank to repurpose abandoned and vacant properties.

On Tuesday, Kaleb Kentner, Garden City’s planning and community development director, proposed establishing a land bank. Holcomb City Council members also were invited to the presentation, but none were present.

According to state statute, a land bank is an entity created by local government to “efficiently hold, manage and transform vacant, abandoned and tax-foreclosed property back into productive use.” It’s used as a way to put those properties back on the property tax roll.

The idea came about after a county tax sale in October in which 59 parcels of land that owed delinquent taxes were sold, generating $1,184,767.

The money was used to pay delinquent taxes on the parcels. Any excess money went back to the property owner, minus fees and interest.

At the tax sale, the county paid $332,354 by default for 28 parcels after no one bid on them.

On Thursday, Finney County Administrator Randy Partington said the county currently owns 29 properties that include homes, buildings, empty lots and unusable property, such as driveways and easements.

Kentner said a land bank would help alleviate the county’s role in maintaining that many properties until another tax sale was organized.

“I think that’s the issue right now that the county’s facing is having to maintain and take care of all those properties,” Kentner said.

Kentner said there is a cost to managing the properties and communities oftentimes end up getting caught with those costs. In a tax sale, some costs are paid while others may not be paid, depending on things like foreclosure.

“We don’t recoup any of those things, and we still have a problem of vacant lots or dilapidated properties that aren’t being productive. They’re not on the tax rolls. They’re not doing the community any good in those neighborhoods,” Kentner said.

A land bank could help expedite the process of getting those properties back on the tax roll.

With a land bank, a trust would be created and an appointed board would oversee properties acquired. While in the trust, a property would be exempt from property taxes, assessments, charges, penalties and interest. The only exception would be special assessments levied to finance public improvements.

The trust would take over the role of maintaining and taking care of those properties, Kentner said.

Residential, commercial and industrial properties could be eligible for the land bank.

There are legal requirements involved in establishing a land bank. According to an information packet Kentner provided to commissioners, the land bank must be governed by a non-compensated board of trustees; the board of trustees must keep accurate accounts of all receipts and disbursements; all records and accounts must be available for public inspection; and the land bank must make an annual report to the governing body, including an inventory of all property held by the land bank.

Kentner said the city and county commissioners could establish policies for the board of trustees to follow. Having a board that deals solely with those properties would help expedite the process of getting them back on the tax roll because that would be their sole responsibility, he said.

“The whole point of the land bank is to get the properties out of this stagnant state of nothing and bring them back into productivity, and adding to the values of … the neighborhoods,” Kentner said.

Kentner said several communities in the state, including Hutchinson, Greensburg and Junction City, have established land banks. Each one operates differently, based on that particular community’s needs.

Based on his research of other land banks, Kentner said, getting one fully operational and productive takes time, possibly several years.

“Once a land bank is established, it may take three or four years of collecting properties, purchasing foreclosed properties, before they actually start marketing any of those,” he said. “It’s a hodgepodge of properties all over, and they’re trying to understand how to get those properties into productivity.”

Kentner said he wanted to bring the topic to both commissions to gauge interest.

“I think it all just really depends on what you guys think is important and whether it’s a priority at this time or not,” he said.

No action was taken Tuesday, but planning and development staff will continue to research the idea and will present options and alternatives later for further consideration.

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CEO

Alan Jaffa

Alan Jaffa is the Chief Executive Officer for Safeguard Properties, steering the company as the mortgage field services industry leader. He also serves on the board of advisors for SCG Partners, a middle-market private equity fund focused on diversifying and expanding Safeguard Properties’ business model into complimentary markets.

Alan joined Safeguard in 1995, learning the business from the ground up. He was promoted to Chief Operating Officer in 2002, and was named CEO in May 2010. His hands-on experience has given him unique insights as a leader to innovate, improve and strengthen Safeguard’s processes to assure that the company adheres to the highest standards of quality and customer service.

Under Alan’s leadership, Safeguard has grown significantly with strategies that have included new and expanded services, technology investments that deliver higher quality and greater efficiency to clients, and strategic acquisitions. He takes a team approach to process improvement, involving staff at all levels of the organization to address issues, brainstorm solutions, and identify new and better ways to serve clients.

In 2008, Alan was recognized by Crain’s Cleveland Business in its annual “40-Under-40” profile of young leaders. He also was named a NEO Ernst & Young Entrepreneur Of The Year® Award finalist in 2013.

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Esq., General Counsel and EVP

Linda Erkkila

Linda Erkkila is the General Counsel and Executive Vice President for Safeguard Properties, with oversight of legal, human resources, training, and compliance. Linda’s broad scope of oversight covers regulatory issues that impact Safeguard’s operations, risk mitigation, strategic planning, human resources and training initiatives, compliance, insurance, litigation and claims management, and counsel related to mergers, acquisition and joint ventures.

Linda assures that Safeguard’s strategic initiatives align with its resources, leverage opportunities across the company, and contemplate compliance mandates. She has practiced law for 25 years and her experience, both as outside and in-house counsel, covers a wide range of corporate matters, including regulatory disclosure, corporate governance compliance, risk assessment, compensation and benefits, litigation management, and mergers and acquisitions.

Linda earned her JD at Cleveland-Marshall College of Law. She holds a degree in economics from Miami University and an MBA. Linda was previously named as both a “Woman of Influence” by HousingWire and as a “Leading Lady” by MReport.

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COO

Michael Greenbaum

Michael Greenbaum is the Chief Operating Officer of Safeguard Properties, where he has played a pivotal role since joining the company in July 2010. Initially brought on as Vice President of REO, Mike’s exceptional leadership and strategic vision quickly propelled him to Vice President of Operations in 2013, and ultimately to COO in 2015. Over his 14-year tenure at Safeguard, Mike has been instrumental in driving change and fostering innovation within the Property Preservation sector, consistently delivering excellence and becoming a trusted partner to clients and investors.

A distinguished graduate of the United States Military Academy at West Point, Mike earned a degree in Quantitative Economics. Following his graduation, he served in the U.S. Army’s Ordnance Branch, where he specialized in supply chain management. Before his tenure at Safeguard, Mike honed his expertise by managing global supply chains for 13 years, leveraging his military and civilian experience to lead with precision and efficacy.

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CFO

Joe Iafigliola

Joe Iafigliola is the Chief Financial Officer for Safeguard Properties. Joe is responsible for the Control, Quality Assurance, Business Development, Marketing, Accounting, and Information Security departments. At the core of his responsibilities is the drive to ensure that Safeguard’s focus remains rooted in Customer Service = Resolution. Through his executive leadership role, he actively supports SGPNOW.com, an on-demand service geared towards real estate and property management professionals as well as individual home owners in need of inspection and property preservation services. Joe is also an integral force behind Compliance Connections, a branch of Safeguard Properties that allows code enforcement professionals to report violations at properties that can then be addressed by the Safeguard vendor network. Compliance Connections also researches and shares vacant property ordinance information with Safeguard clients.

Joe has an MBA from The Weatherhead School of Management at Case Western Reserve University, is a Certified Management Accountant (CMA), and holds a bachelor’s degree from The Ohio State University’s Honors Accounting program.

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Business Development

Carrie Tackett

Business Development Safeguard Properties