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APPRENTENCE PROGRAM
Numerous studies have shown that a large job-market exists for those engaged in the construction trades. Plumbers, electricians, carpenters, steam fitters, HVAC installers, AV designers and others, have a highly marketable and very profitable skill set. However, entry into these lucrative careers are so often inaccessible to those in neighborhoods that are most impacted by neighborhood redevelopment.
These types of jobs have historically been handed down within families and within certain trade unions. In order to break this cycle, Ironburgh will require that every construction and engineering contract awarded on a project, employee two full-time local apprentices for the duration of the project.
The tradesmen selection process would be done in conjunction with either a local church, community group or neighborhood revitalization association. In order to ensure adherence to the hiring goals, Ironburgh will mandate all contracts include the provision to maintain local skilled trade apprentices and or workers.
The contractors will be monitored on a monthly basis and proof of hiring will be required for payment. Should the employee threshold not be met, a local worker not wish to proceed with the project or is let go for cause, a replacement worker will be required to be hired within 30 days. The goal is after a month’s long construction project, the local worker has now developed a skill set necessary to gain long-term employment in this lucrative field.
INCUBATOR PROGRAM
Ironburgh is planning an incubator site in Miami to foster local entrepreneurship by providing free retail and office space along with mentoring. The plan is to give a helping hand to entrepreneurs with vision so that they can realize their dreams.
The program includes taking 6,000 SF of retail space and dividing that into small stores that can accommodate uses such as a restaurant, coffee shop, office space, technology start-up, entertainment industry activities, and any other type of business that needs a helping hand to get off -the-ground.
The formula is to provide one-year of rent-free space and to provide other local entrepreneurs to provide assistance , guidance and a friendly ear. The start-up participants would be chosen in conjunction with the local community revitalization association, which will have a keen awareness of local talent.
The application process, interview and selection would be solely handled by the neighborhood group. Once the entrepreneur is selected, we would all work together to either build-out the space or provide an office experience necessary to immediately start their endeavors. Advertising, social media outreach and web-based sales would all be part of the mentoring program to be offered. After one year, the local neighborhood group and Ironburgh would work to relocate that entrepreneur to a larger or permanent structure within the neighborhood. Ironburgh would underwrite the first year’s expenses in order to facilitate that growth and to launch the business into the future.
WORKFORCE & AFFORDABLE HOUSING
From inception in 1988, Ironburgh began to develop a series of affordable apartment houses throughout New York State. The governing ethos was to provide spacious, safe, accommodating and well-built housing for people in need.
That goal was met by building spacious units with large windows, functional cooking kitchens and great bathrooms. All units had hardwood flooring, individual air-conditioning and fire sprinklers in order to ensure safety. Full-time security with a doorman, further added to the enhanced security. Bedroom sizes build to accommodate both single seniors and family renters; included large community rooms and activity centers for residence to interact. These are all enmities most of us take for granted but are sorely missing in most affordable housing.
Ironburgh also funded several daycare centers with a daycare operator to provide working moms the ability to re-join or continue in the workforce. We accommodated children from three months to five years free-of-charge. Finally, we hired on-site managers and supers from within the neighborhood to further enhance a sense of continuity and to help us fully connect with our residents.
NEIGHBORHOOD REVALIZATION
In 1989, the company began by acquiring vacant store fronts throughout downtown Hempstead New York. Prior to the installation of a large nearby retail mall, Hempstead was a thriving retail hub for Nassau County. By the late 1980s, most of its downtown was for a long, vacant and in desperate need of renovation. We went about by systematically buying large vacant store France that in its heyday housed stores such as Kresky‘s, Woolworths, grants and other national retailers. Those large stores were broken up into individual and smaller retail spaces and adapted to local retail needs. In order to jumpstart this revitalization, we started many of our own stores and then sold them to local entrepreneurs. Stores included a pizza restaurant, a bagel store, a flower shop, stationary store, women’s clothing, and a tax preparation office. This type of active investing, were in owner were as owner, we were helping to reshape and direct the local economy, lead to a revitalization.
NEW YORK STATE HOUSING PRIVATIZATION
In 1993, the company embarked on a very ambitious plan to privatize New York state public housing in order to bring apartments up to life safety standards. A more safe environment and renovated apartment units. New York State at the time, was in a bind. The state owned all its public housing and had never opted into the federal housing programs that allow subsidies for rent, investment, and revitalization. This miscalculation left units typically built in the 1940s and 50s woefully inadequate for modern needs and perilous from a life safety standard.
We went about acquiring entire development with New York State economic development corporation assistance, local industrial development authority tax exempt bond issues, grants from New York State division of housing, tax abatements from local government and project-based section 8 from the federal government. This collaboration of public and private entities, all allowed these units to be upgraded, enable new life safety features such as sprinklers to be installed, installed security guards and video cameras, brought about on-site daycare and afterschool programs, and change the lives of the individual residence. Overall we privatized and renovated over 1500 apartments making a better life for nearly 5000 residents.