Real Estate Asset Management
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1 Real Estate Asset Management MAYOR S OPERATIONS INNOVATION TEAM Mark Anthony Thomas. Director Shmel Graham, Manager and Project Lead Juan Vasquez, Data & Communications Analyst
2 i. Initiative Goals ii. Course of Action iii. City's Portfolio iv. Priority Initiatives v. Next Steps
3 i. Initiative Goals City-Wide Real Estate Asset Management
4 Real Estate Asset Management Initiative A general consensus exists that City-owned real estate assets are valuable resources that must be optimized to support initiatives being discussed in the following City Council committees: Arts, Parks and River Entertainment and Facilities Homelessness and Poverty A Housing Planning and Land Use Management Economic Ad Hoc on Development Comprehensive Job Plan
5 Operational Challenge S Need for comprehensive real estate data S Need for proactive strategic City-wide plan S Inadequate technology infrastructure S Management of City-wide real estate portfolio is out of sync with best practices S Management and optimization of assets disbursed among City departments Council Motions (On-Going) City Administrative Office Reports (on-going) Controller's Audit (2003) Commission on Revenue Efficiency (CORE) Report (2012) PA Consulting Asset Management Services Study (2014)
6 IQ o rban La Cafiada FHntridge A, W S Inability to capitalize on market changes in real time and to leverage assets for civic initiatives. s Redirection of city resources from core responsibilities, and increased expenditures. Hills W. Los.Anaetes la glewood'» w" - -,.?. s' Down rs- Torrance
7
8 ii. Course of Action City-Wide Real Estate Asset Management
9 Course of Action Engaged City Leadership City Council Office of the City Administrative Officer Office of the City Attorney The Los Angeles City Controller Department of General Services Economic and Workforce Development Department of Water and Power Housing and Community Investment Reports, Motions and Recommendations Council Motions Los Angeles City Controller Office of the City Administrative Officer Commission on Revenue Efficiency Inspector General s Reports
10 PEPPERDINE Graziadio School of Business and Management
11 Course of Action Developed Roadmap Toward Reform I. Quantified City s Real Estate Assets and Properties Maintained by Departments II. Processed Mapped Real Estate Operations III. Assessed City s Deal-Making Capacity and Tracked City s Real Estate Activity
12 Course of Action I. Quantified Assets: Phase I of Data Analysis Identify Sources of Data Gather Data in Varying Formats Standardize Where Possible Analyze Data Pull Actionable Insight Sample Data: County-provided, 33+ Departmental lists, recorded name of owner, use codes, value... Challenges: No unique identifier, missing addresses and APNs, lack of City-wide standards...
13 Course of Action II. Process Mapped Operations Concept Derived Motion Introduced (PLM) Committee Report ADOPTED - Resolution ADOPTED - Findings ADOPTED- Ordinance ADOPTED Environmental Litigation Economic Hurdle Acquiring Grants Relief Acquiring Grants City Counci Federal Grant \ City Council CRA Funding Commissioned architectural proposal to support student housing Survey Marker Dropped - Council Motion introduced to stop pending MND Feb 21st - Mayoral Signature - Project approved. Recession Hit - Simultaneous to the CEQA process September 14th - 14 million dollars Awarded to the project Addendum to CEQA and MND no further enviormental review needed April 19th CRA provided 4 million In funding yet not able to Utilize due to dismantling years -1 years -2 years Acquiring Grants Acquiring Grants Re worked Lease Allowing Construction To Begin Began Leasing To The Public LADF Funding Canyon-Johnson ' Funding Construction LADF-Non Profit Acquired - Managing - remaining 28 (NMTC) -15 million in allocated funds million in funding required to start the project Ground Broke Project Completed Years January 2012 September years -2 years
14 Course of Action III. Assessed City s Deal Making Capacity Concept Derived PSR Formed Through Seed Money in Order Taskforce Identified To Organize The Development of The Community Engagement Opportunities Project Effort City-CM Hutzar Support Square Renew Identified, vetted, & announced expert Taskforce to maximize space Formalized into nonprofit entity - Pershing Square Renew MacFarlane Partners provided $1 million in seed funding Outreached to community with Dep of Parks & Rec & Project for Public Space Aug *14 Aug *14 * Aug years -1 years -1 years Design Process Comes To An End Planning For Construction Begms Completion Roll out A 3 phase design competition begins Competition winner announced Pershing Square: Renew (PSR) Will under go a bidding process to determine vendors for construction Begin final design and construction 4+ Years Sept '15 April 16-1 years
15 Course of Action III. Assessed City s Deal Making Capacity Parker center * Acres OeeommfeMtoned Police FaeiMy Comwdmd foroemolitho Meeds SecHTw: Retrofit as we* as modem!**son of me floor pten to b* occupied. Thectenv>*»N noff>ej«8wv»#et«jeotw»nic- BenofanudjJzeboiWiPfl (itows)vftemstdlh aeeommedatiog 2/3 «< the estimated 1 mrlbor* «uar* te«l needed to loeafa* governmental services in 8j* civic center LA MU 2.5 Acres Cdy of Lo* Angeles Commercial F»c*ty Considered For OomoMkxt imt to bo miro«te<j to meet it>e standards of a 2lsl century shopping m*9. By becoming economically suttefttble and capable of being a deejtnatton pubfepieea. Panting lot* 2.3, a and? 5 Acres CHy of Los, Angeles Temporary parting kjt w City surplus end hs» potential to be *$W Hr Mix Use Housing ReMUMatfei Rete/AffordaNe
16 iii. City s Portfolio City-Wide Real Estate Asset Management
17 The City s Portfolio: Initial Findings v' 55 different ways City of Los Angeles name is recorded per County Assessor data S At least 33 different lists of assets maintained by City Departments v' City owns commercial, industrial, residential and vacant parcels
18
19 The City s Portfolio: Initial Findings Publicly Owned Parcels Along LA River City Owned Real Estate Assets in DTLA 8 Mapbox e OponStreetMai fidiwwy:»* «<* VM-ftWMCi Caiwado^il.os Angeles i:a no M'lyKWoaBM BM Little TcWfo listonc District i i,f,i.:ssi jt,.i a-* -±-> v W rw H i t»
20 Sample Parcel A Sample Parcel B Parcel Appears On: 1 County Assessor Database Registered Foreclosed Properties 3. Possible Filming Locations Owned by HCIDLA 4. GSD Building Book 5. Parks & Rees List Parcel Appears On: 1. County Assessor Database 2. GSD Residential Leases 3. Undeclared Surplus Properties 4. GSD Building Book 5. Sanitation Brownfields Program
21 The City s Portfolio: Phase II of Data Analysis S Clarify discrepancies with APNs and addresses S Map real estate assets in each Council District S Categorize real estate assets according to use types
22 iv. Priority Initiatives City-Wide Real Estate Asset Management
23 A Roadmap to Reform Implementation Collaboration Engagement Priority Areas Analysis Reform & Initiatives t Best-Practices ( Implementation Implementation Data Strategy Thought-Leadership
24 The Big Vision Establishing a coordinated real estate portfolio management structure to support municipal, economic, and civic priorities. Deal Making Capacity
25
26 Priority Areas & Initiatives I. Establish Performance Metrics and Information Sharing Capacity City-Wide Asset Management System Implement a centralized real estate asset management system to provide real time updates. Performance Metrics Develop performance metrics for the City s individual real estate assets for municipal usage and public-benefit.
27 Priority Areas & Initiatives II. Real Estate Portfolio Programs and Opportunities Optimize Municipal Buildings Support the optimization of facilities and real estate for municipal purposes. Public & Economic Projects Strengthen and pilot programs that leverage real estate for public-benefit and economic development. Legislation Re-examine legislation for the management and disposition of real estate assets.
28 Reinvestment Initiatives Spur reinvestment in communities through disposition of Citymanaged and nuisance real estate. Financing Tools Establish programs that leverage financing tools for City real estate and development. Strategic Partnerships Strengthen strategic investments and partnerships that fasttrack City real estate and economic development initiatives.
29 Priority Areas & Initiatives III. Establish Portfolio Management Structure and Oversight Management Structure Operationalize management structure to maximize the City s municipal and publicbenefit.
30 v. Next Steps City-Wide Real Estate Asset Management
31 - Collaborate with City Council, Electeds, and Departments to build out reform plans - Engage expertise to map out success and determine best path for implementation - Ensure adequate research for decision-making - Assign long-term placement of roles and responsibilities
32
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