right team > right time
creative village development, llc
national
mission-driven development
and passionate
local perspective
come together
Creative Village Development, LLC is a joint venture between Banc of America
Community Development Corporation and Creative Village Orlando, LLC. Our team
is uniquely equipped with the experience, perspective, and passion to execute our
city’s vision for Creative Village in downtown Orlando.
right team > right time
architect’s conceptual vertical development program
creative village orlando, looking southeast
Renderings are conceptual in nature and are for illustrative purposes only.
to create a
Creative Village
for all
April 26, 2010
City of Orlando, Real Estate Division, City Hall
400 South Orange Ave., 4th floor
Orlando, FL 32801
RE:Response to Solicitation for Proposals
Creative Village Redevelopment Opportunity
right team > right time
because:
1 ) BACDC has substantial financial capacity and
proven success in securing government grants
2 ) Our vision and our plan are comprehensive,
market-driven, realistic, and centered on
education
Ladies and Gentlemen:
It is with great enthusiasm and pleasure that we submit our response to the Solicitation for Proposals for the Creative
Village development opportunity. Our development team, a joint venture comprising Banc of America Community
Development Corporation and Creative Village Orlando, LLC, is passionate about our Creative Village plan and can
demonstrate a highly successful, proven track record of implementing master developments nationally and being awarded
federal and state competitive grant funding, specifically for urban development infrastructure.
Our team has the depth, experience, capacity, and wherewithal to lead the transformation of this urban neighborhood by
creating a mixed-use, mixed-income, transit oriented, educationally anchored master development. We have devised a
sound and feasible financial strategy that will enable us, in a public/private partnership with the City of Orlando, to pursue
significant federal and state grant funding opportunities for the infrastructure required to substantially enhance the value
of this asset without burdening the land with debt.
Our development plan furthers the vision that the City of Orlando created. It specifically emphasizes facilitation of key
priorities: job creation, housing, neighborhood services, and economic development. The master plan will target
LEED® for Neighborhood Development certification. Through application of green initiatives and design principles such as
solar energy, master chiller systems, recycling of existing on-site building materials, and other cutting-edge technology,
we will leverage the Brownfield designation to capture state sales tax benefits, as well as promote sustainable and
transit oriented development. Through community-minded urban planning and environmentally responsible design,
we are able to facilitate a highly desirable urban infill development while creating meaningful opportunities for the
Parramore neighborhood.
Thank you for your consideration.
Creative Village Development, LLC
3 ) Our team offers the best of institutional and
private developers with specific focus on
mixed-use urban infill
4 ) Our strategy creates long term value for the City
By:
Roxanne Amoroso
Partner, Creative Village Development, LLC
Senior Vice President, Banc of America
Community Development Corporation
By:
Craig Ustler, MAI, CCIM
Partner, Creative Village Development, LLC
President, Ustler Development, Inc.
Principal, Creative Village Orlando, LLC
Creative Village Development, LLC
801 North Orange Ave., Suite 530 > Orlando, FL 32801
407-839-1070
a vision
focused on
educational >
job creation >
transportation >
housing >
economic development >
green >
cultural >
neighborhood development >
opportunities
for Orlando
our vision
We’ve been an international tourism powerhouse for generations. We’re pioneering medical research
and health care, daily. In October, we’ll expose Orlando to an even wider spectrum of sports and
entertainment at the new Events Center. In four short years, we’ll board SunRail and redefine Central
Florida transportation.
Behind every stride in Orlando’s advancement is a vision. And the inspiration behind every vision is
opportunity. The time has come for one of the most imaginative and creative places in the world to
have a culturally diverse urban center of momentum, energy, and power that pulses with the promise
of opportunity. Today, our team is ready to activate Creative Village. We are ready to create the transit
oriented and green framework for Orlando’s next opportunity to advance, expand, and grow. We are ready
to lay the groundwork for a progressive urban neighborhood with authentic character to attract, retain, and
inspire the creative class. We are ready, and it begins with our vision for Creative Village.
Our vision blends best practices in transit oriented development from cities such as Portland,
Vancouver, and Montreal, with emerging green development and design initiatives, making Orlando
the new role model for responsible, next-generation community development. It creates the right
framework for the neighborhood, and downtown Orlando, to not only support SunRail and the expanding
future of mass transit, but also increase ridership. It supports Green Works Orlando and integrates the
principles of smart growth, urbanism, and green building as we work to achieve LEED® Neighborhood
Development certification.
We foresee an authentic neighborhood driven by diversity and energy, ignited by the commodity of
creativity, and thriving because of the urban framework forged by our progressive design approach and
unparalleled mixed-use development expertise. We envision a kaleidoscope of mixed-income housing,
ground-floor commercial, restaurants, entertainment, recreation, and iconic park features fused within a
pedestrian-friendly community amplified by the greatest of assets – its people.
Our vision centers on creating the magnet that will attract, retain, and strengthen the creative
industries and innovative education institutions that, together, will advance the economic,
educational, and job opportunities of the future. We see a place where knowledge-driven businesses,
entrepreneurs, students, and residents cross-pollinate because of the seamless union carefully designed
between centers of education, technology, and creativity.
Our vision reveals an Orlando ready to take the next step as a great city. And we’re ready to serve as its
proven, passionate, and prepared partner.
With the right team at the right time, everything is possible.
ORLANDO EVENTS CENTER, alive with construction activity
table of contents
right team > right time
property description
conceptual master land use plan
architectural renderings of conceptual development
A-1
A-2
A-3
submitting entity
TEAM QUALIFICATIONS
DEVELOPMENT CAPACITY:
Banc of America Community Development Corporation
Ustler Development, Inc.
bacdc master planned development portfolio
ustler development, inc. portfolio
financials
B-1
B-2
historical timeline
joint venture formation
horizontal master development entity
team profiles
core team members
C-1
C-2
C-3
C-4
C-7
business plan overview & deal structure
d-1
the plan
green energy efficient standards
transit oriented design
financially feasible plan
inclusion of Parramore
blueprint for the proposed development
demonstrated track record
creative industry expansion
educational industry expansion
parking
recreational uses
Nap Ford Community School
jobs, tax revenue, and public expense
E-1
E-5
E-7
E-11
E-17
E-21
E-27
E-29
E-31
E-35
E-37
E-41
E-43
B-3
B-4
B-5
B-9
b-11
lynx central
station/sunrail
UCF center for
emerging media
nap ford
charter school
section
property description
conceptual master land use plan
architectural renderings of conceptual development
downtown
recreation complex
creative village orlando site as it exists today, looking southeast
property
description
The existing site is mostly large surface parking lots and creates a void in the urban fabric
of Orlando. The new vision of the development is tied to building upon existing educational
opportunities, attracting creative industries, and creating a viable live+learn+work+play
neighborhood. This redevelopment will be a transit oriented design centered around new community
parks and public space. The urban void is filled by a fresh, vibrant, green neighborhood development
that embraces the existing community while reaching for the future.
framework
for the
live>
learn>
work>
play>
neighborhood of
tomorrow
conceptual master
land use plan
Located adjacent to Interstate 4 in downtown Orlando, the Creative Village site area is approximately
67.6 gross acres of previously developed brownfield land. The site is bound on the west by North
Parramore Avenue, to the east by North Hughey Avenue, to the north by West Colonial Drive, and to
the south by the railroad tracks north of West Robinson Street. The current site includes the Amway
Arena, Bob Carr Performing Arts Center, UCF Center for Emerging Media, Nap Ford Community
School, Orlando Downtown Recreation Complex, Orlando Tennis Centre, Centroplex garages, and
Lake Dot.
voids in Orlando’s urban fabric are reconnected
through best practices in transit oriented
and green development
Higher Education
K-12 Education
Office / Creative
LYNX
CENTRAL
STATION/
SUNRAIL
Residential
Hotel
TBD
(to be determined for residential or office/creative)
EXISTING CENTROPLEX PARKING GARAGES
A-1

Renderings are conceptual in nature and
are for illustrative purposes only.
A-2

architectural rendering
of conceptual
development
appropriate urban context
W COLONIAL DR
N
N HUGHEY AVE
EDGEWATER DR
N PARRAMORE AVE
aerial view looking northeast
W AMELIA ST
W LIVINGSTON ST
A-3
Renderings are conceptual in nature and are for illustrative purposes only.
A-4
architectural rendering
of conceptual
development
defined and visually
significant gateway
W COLONIAL DR
N
N HUGHEY AVE
EDGEWATER DR
N PARRAMORE AVE
looking west on livingston from future SunRail station
W AMELIA ST
W LIVINGSTON ST
A-5
Renderings are conceptual in nature and are for illustrative purposes only.
A-6
architectural rendering
of conceptual
development
architecture blends
with signature public spaces
“central park” east - the central hub of creative village will be a place to gather for business, pleasure, or both
W COLONIAL DR
N HUGHEY AVE
EDGEWATER DR
N
N PARRAMORE AVE
park names will be determined through
community stakeholder charrettes
W AMELIA ST
W LIVINGSTON ST
A-7
Renderings are conceptual in nature and are for illustrative purposes only.
A-8
architectural rendering
of conceptual
development
W COLONIAL DR
N
N HUGHEY AVE
EDGEWATER DR
N PARRAMORE AVE
street view of “central park” east
W AMELIA ST
W LIVINGSTON ST
A-9
Renderings are conceptual in nature and are for illustrative purposes only.
A-10
architectural rendering
of conceptual
development
gateway to the
neighborhood
“bridge park” - viewed from parramore avenue innovative, linear park with lush landscaping and terraced water
feature, framed by residences and offices
W COLONIAL DR
N
N HUGHEY AVE
EDGEWATER DR
N PARRAMORE AVE
park names will be determined through
community stakeholder charrettes
W AMELIA ST
W LIVINGSTON ST
A-11
Renderings are conceptual in nature and are for illustrative purposes only.
A-12
ENCORE
Tampa, FL
section
4
S
CAS
architectural rendering of urban mixed-use DOWNTOWN TAMPA development: ENCORE
example of large-scALE COMMUNITY REVITALIZATION IN AN AREA OF
economic blight and disinvestment
Renderings are conceptual in nature and are for illustrative purposes only.
CROSSTO
WN
E
SCOTT
NEBRASKA
275
r
ybo
WY
XP
own
t
n
dow pa
tam
ide
s
l
e
nn
cha
submitting entity
TEAM QUALIFICATIONS
DEVELOPMENT CAPACITY
Banc of America Community Development Corporation
Ustler Development, Inc.
bacdc master planned development portfolio
ustler development, inc. portfolio
financials
team qualifications
Our team was awarded $38 million in federal, state,
and local infrastructure funding grants in 2010 for
master developments in Florida.
Our team has successfully performed as a master
developer of similar developments in blighted urban
areas of disinvestment throughout the country.
Our team knows what it takes to forge and sustain
prosperous public/private partnerships.
Our team comprises multi-faceted experts with
proven development experience in the educational,
affordable housing, office, technology, retail,
restaurant, and entertainment sectors.
Our team members possess passion, intimate
knowledge of the local market and, by virtue of
our existing portfolios, are vested stakeholders in
Orlando’s success.
submitting entity
Creative Village Development, LLC
801 North Orange Ave., Suite 530
Orlando, FL 32801
407-839-1070
Roxanne Amoroso
Partner :: Creative Village Development, LLC
Senior Vice President :: Banc of America Community Development Corporation
Craig Ustler
Partner :: Creative Village Development, LLC
President :: Ustler Development, Inc.
Principal :: Creative Village Orlando, LLC
B-1
Our team has demonstrated mastery of transit
oriented design and green development.
right team > right time
Our development team comprises key individuals and organizations that have
consistent, proven success in structuring capital opportunities for developments
such as Creative Village. Our team will seek the funding, advance the
development, oversee the work, and be the catalyst to positive change on this
site and in this neighborhood. Our team proposes a holistic strategy that allows
the City of Orlando to capitalize on financial opportunities to enhance the value
of this land, construct the necessary infrastructure for a catalytic redevelopment,
and mitigate financial risk to the City.
vast experience
local passion
Our team has a consistent history of successful local
and minority participation initiatives and community
outreach efforts.
Our team has a proven track record of standing
behind, and delivering on, its proposed plans.
Our team believes in the Creative Village concept
and can advance the development without putting
the City of Orlando at financial risk. Our plan is a
feasible financial strategy that can launch today.
As a result of the unprecedented level of federal
funding available now to support infrastructure
development, transit oriented development, and job
creation programs, opportunities for federal support
exist today that may not be available in this size and
scale once our country has fully recovered from the
recession. Now is the time to pursue funding.
B-2
Banc of America Community Development Corporation
development capacity
Banc of America Community Development Corporation (BACDC) is a wholly owned
subsidiary of Bank of America Merrill Lynch. In addition to its broad equity investment
capabilities, BACDC includes a for-profit real estate development practice, dedicated to
the revitalization of urban communities. BACDC’s Real Estate Development
practice is the first, largest, and most productive community
real estate development entity among U.S. financial institutions.
BACDC currently has active development projects in 12 major U.S. cities. BACDC has a
highly qualified development and asset management staff that has successfully developed
and rehabilitated more than 28,600 affordable and mixed-income housing units. This has
included a variety of housing types and projects in a range of scale from $5 million to $450
million, from 40 to 600 units, and a mix of rental, for-sale, and mixed-use projects.
BACDC focuses on projects, in urban areas of blight and economic disinvestment,
that act as catalysts for revitalization to both increase affordable and mixedincome housing and attract additional investment to urban communities. BACDC
is an innovative source of equity, concept, design, marketing, and project management
for residential and mixed-use developments in American cities. With more than 25 years
of experience in community redevelopment projects and the financial backing of Bank of
America Merrill Lynch, BACDC is a proven, capable developer of complex, challenging
projects ranging from acquisition rehabilitation to new construction.
Banc of America Community
Development Corporation’s
Real Estate Development practice is
the first, largest, and most productive
community real estate development
entity among U.S. financial
institutions.
B-3
BACDC has a long history of accomplishing development through partnerships
and frequently partners with community-based development corporations (CDCs), public
redevelopment and housing agencies, and for-profit developers. BACDC is particularly
experienced with public-private partnerships. Further, BACDC has an outstanding track
record in securing public finance, subsidy, entitlements, and other development tools
required for affordable housing and redevelopment. BACDC has obtained tax credit and
bond financing in nine states and the District of Columbia.
Many of our developments have received awards of excellence and recognition from
various national and regional entities including the U.S. Department of Housing and Urban
Development, the Urban Land Institute, the National Association of Local Housing Finance
Agencies, the Fannie Mae Foundation, the National Association of Home Builders, and
numerous others.
BACDC has proven its ability to structure complex transactions and developments that
include significant public support, with various state, local, and federal grants, subordinated
loans, and property tax instruments. The overall financial capability of BACDC leverages
these sources to their maximum effect to make complex transactions work.
Ustler Development, Inc.
development capacity
Creative Village Orlando, LLC is led by Craig Ustler, MAI, CCIM, President and Owner of
Ustler Development, Inc. For the past fifteen years, Ustler Development, Inc. has focused
on a range of urban infill projects in several downtown Orlando neighborhoods, including
the Central Business District, the Uptown District, Thornton Park, the South Eola District,
Delaney Park, Lake Eola Heights, Colonialtown, and College Park. Ustler Development,
Inc. has a long and successful development track record in the Orlando market for various
property types including office, residential condominiums, retail, and restaurants. Notable
real estate developments include Thornton Park Central, Eola South Condominiums,
Osceola Brownstones Condominiums, 801 North Orange, and the GAI Building.
In total, Ustler Development, Inc. projects represent over $150
million in development activity in downtown Orlando.
The Ustler Group of Companies consists of various commercial real estate development,
brokerage, ownership, management, and investment entities. Additionally, the Ustler Group
includes related business ventures such as restaurants, retail stores, marketing services,
investment funds, and consulting. Craig Ustler and Ustler Development, Inc. serve as
developer, project manager, and chief administrator of most Ustler Group commercial real
estate and business developments.
Ustler is President and a principal of Urban Life Management Restaurant Group, which
owns and operates several restaurants in downtown Orlando: HUE Restaurant, Cityfish
Restaurant, and Citrus Restaurant. Additionally, Urban Life Management Restaurant Group
was a founding principal of Kres Chophouse & Lounge on Church Street in the heart of
downtown Orlando.
Ustler is a “lifelong student” of the urban environment, devoting his career to
improving quality of life through superior urban design. Ustler is recognized as a local
and national leader in urban planning, design, and development. He is a noted speaker,
guest lecturer, and researcher for various professional and educational organizations
including the Congress for the New Urbanism, International Downtown Association, Urban
Land Institute, University of Miami School of Architecture, University of Florida, New
York University, Rollins College, and University of Central Florida. Ustler has received numerous awards and recognition for business excellence and
community involvement and has been selected for Orlando Magazine’s “50 Most
Powerful People in Orlando” five years running.
Ustler is committed to downtown Orlando. He is the founder and past president of the
Downtown Orlando Foundation. Ustler is involved in several community projects and
charitable causes. He is a third-generation Orlando resident.
two accomplished industry leaders with rich
legacies of creating projects that are the
catalysts of neighborhood revitalization
B-4
Banc of America
Community Development Corporation portfolio
ENCORE case study
tampa central business district
site
pment
develo
local + minority
participation in action
ENCORE Infrastructure job fair 2
line of candidates forms at the development
site for the job fair, March 25, 2010
11-acre public park + amphitheatre leading into the
town center with african american history museum
B-5
ENCORE (under development)
n
project value: $450 million
SCOTT
future
MULTIFAMILY
RESIDENCES
E
11
mixed-use urban master development comprising:
< 1,513 mixed-income multifamily units
< 180,000 SF of office
< 85,000 SF of commercial/retail
< Grocery store
< 200 hotel keys
< 11–acre park
< Formal town center
< New middle school
< African American history museum
12
14
MARYLAND
32-acre urban infill mixed-use master development with
11-acre public park
RAY CHARLES
E. LAUREL
1
3
8
7
2
GROUND FLOOR RETAIL
ORANGE
PERRY
HARVEY
PARK
future
MULTIFAMILY
RESIDENCES
13
9
PARCEL 11
HOTEL/CONDO
OFFICE
PARCEL 12
GROCERY
CENTRAL
E. HARRISON
5
Master development site work totals over $36 million dollars including the
renovation of the park
PARCEL 9
HOTEL/CONDO
OFFICE
PARCEL 10
HOTEL/CONDO
OFFICE
(NAME TBD)
Most transit oriented master development ever imagined for Tampa centered between the planned light rail and high-speed rail stations
GOVERNOR
10
IO
snapshot:
6
NG
Tampa Housing Authority
ORA
partners:
15
5
CC
downtown Tampa, FL
NU
location:
NEBRASKA
Banc of America Community Development Corporation
KAY
CENT
RA
L
developer:
4
275
Marketing four lots for purchase and development for commercial, office,
or hotel use
N
SO
FER
ENCORE’s summation of transit oriented design, green initiatives, local and minority participation, a historically
significant neighborhood, public/private partnerships, and receipt of significant federal financial support prove our
team’s capacity and capability to help Orlando in its next stride.
JEF
Our commitment to community outreach and neighborhood stabilization is in full swing. Thanks to the solid relationships
we have cultivated with neighborhood community leaders and ZMG Construction, two infrastructure job fairs have been
organized and successfully executed to date (February 2010 + March 2010), resulting in 5,500+ subcontractor and
individual candidates.
CASS
N.
In 2009, our development team and core partners applied for, and in
2010, were awarded $38 million in federal stimulus dollars to pay for
infrastructure on behalf of ENCORE. As a part of our application, we
won an additional $10 million for the City of Tampa to address home
foreclosure issues not directly related to the master development.
CE
ENCORE is located in a historic African American neighborhood, once home to more than 100 thriving black-owned
businesses and a bustling nightclub district that attracted locals and visitors alike including Ray Charles, Martin Luther
King, Jr., Ella Fitzgerald, Billie Holiday, Duke Ellington, Count Basie and Jackie Robinson, to name a few. Its main
thoroughfare, Central Avenue, was the subject of an award-winning PBS documentary and the epicenter of African
American culture within Tampa in the first half of the 20th century. The name and brand of the development - ENCORE
Downtown’s Tempo District - pays homage to the neighborhood’s rich musical heritage and sets the stage for downtown
Tampa’s next stride.
N. PIER
YLER
E. T
senior housing + ground-floor
commercial + public art in
encore’s town green
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
town GREEN
Center Stage
history museum
skate park
playgrounds
community center
amphitheatre
performance stage
history walk
pathways
tempo apartment homes
The Ella Senior Apartment Homes
Trio Apartment Homes
Office
Middle School
2010
2000
1990
1980
First Ward Place & The Garden District
1970
Tampa’s biggest race riot ignites.
Uprising and fires leave Central
Avenue in ruins.
Urban renewal fuels
demolition of Central
Avenue’s business district.
developer:
Banc of America Community Development Corporation
location:
downtown Charlotte, NC
1950
1960
project value: $96 million
Central
Park
Village
is built.
Jim Crow laws are abolished. The vibrant
Central Avenue neighborhood begins
to fade as residents begin shopping and
frequenting desegregated areas.
The Twist is born here.
Central Park Village is demolished and planning
begins on a new mixed-use district that will restore the
rhythm of the once vibrant district.
Then residing on Central Avenue,
Ray Charles records his very first
song, “I Found My Baby There.”
ENCORE is unveiled and LEED®
development begins.
Jackie Robinson stays in a boarding house on
Central Avenue while in Tampa for Spring Training
with the Brooklyn Dodgers’ AAA affiliate.
BACDC master planned development portfolio
partners:
Charlotte Housing Authority + City of Charlotte
snapshot:
urban infill mixed-income rental and for-sale communities
One of the nation’s first HOPE VI redevelopments.
Banc of America
Community Development
Corporation (BACDC)
is uniquely adept at the
redevelopment of urban
neighborhoods that have
experienced economic
blight and disinvestment
Financed though a combination of HOPE VI funds ($41.6 million award), 9% low income housing tax credits.
1940
First Ward Place is a mixed-income community comprising:
< 274 multi-family rental units
< 55 for-sale detached single family homes and townhomes
1930
B-6
In a concurrent but separate development, BACDC acquired 14 acres of vacant land adjacent to the First Ward Place
site and created The Garden District.
1920
Design and layout of the Garden District complement the First Ward Place development, resulting in an entire
redeveloped First Ward neighborhood.
1910
BACDC created the master plan and design guidelines, and oversaw development of the Garden District neighborhood
which consists of:
< 300 for-sale housing units comprised of detached homes, condominiums, zero lot-line homes, and townhomes
< Sold at prices ranging from $90K to high $400K.
Nearly 40% of the for-sale homes developed at First Ward Place were sold to graduates of the Housing Authority’s
Homeownership Program.
Local and national award winners, both for design quality and public-private innovation.
1900
Jim Crow laws force African American
businesses out of Downtown Tampa, giving
birth to Central Avenue as a business district
and entertainment destination.
Central Avenue is a full-fledged
business district, hosting restaurants,
grills, the Pyramid Hotel, and clubs
such as The Cotton Club, Apollo
Theatre, and Little Savoy, to name a
few. Cozy Corner is the eatery where
the rare and unforgettable lemon
meringue cake pie was invented.
ENCORE pays
homage to the
neighborhood’s rich
musical heritage
and sets the stage for
downtown Tampa’s
next stride
RC bottle tops pay your way to a Saturday
night movie. Music icons perform at clubs
throughout Central Avenue including Billie
Holiday, Duke Ellington, Count Basie,
Cab Calloway, and James Brown.
47% of the units are allocated to public housing households, 18% of the units are affordable to households earning
less than 55% of area median income, and the remaining 35% are leased at market rates.
B-7
First Ward and the Garden District were awarded the Urban Land Institute Award of Excellence in 2004.
Centerpoint
developer:
Banc of America Community Development Corporation
location:
downtown Baltimore, MD
project value: $100 million
partner:
Harold A. Dawson Company
snapshot:
full-block urban infill mixed-use development
full-block urban mixed-use development comprising:
< 392 rental units (new and historic lofts)
< 415-space structured parking garage
< 35,000+ SF of ground-level retail/restaurants
< historic theatre
BACDC and partner Harold A. Dawson Company successfully responded to an
RFP for assembly and disposition of a whole block in downtown Baltimore.
Centerpoint is a linchpin to the City of Baltimore’s $1 billion Westside
revitalization initiative.
Construction included four major project components including historic
rehabilitation, a new 19-story residential tower, structured parking garage,
and new mid-rise loft/retail construction.
Financed through an innovative mix of equity, debt, tax incentives, historic
tax credits, and City and State grants supporting the mixed-use and transit
oriented nature of project.
Parkside Development
(under development)
developer:
Banc of America Community Development Corporation
location:
Washington, D.C.
project value: $181 million
partners:
Lano International + Marshall Heights Community
Development Organization
snapshot:
14-acre urban infill mixed-use development
Parkside was a key building block of the City’s initiative to revitalize the
Anacostia riverfront.
Groundbreaking transit oriented, mixed-income development located between
the Anacostia River and Kenilworth Avenue Freeway (DC 295).
Mix of affordable and market rate housing, retail, office, passive green
space, and a park.
Transit oriented, mixed-use, mixed-income neighborhood east of the
Anacostia River on one of the largest remaining contiguous parcels of land
in Washington, D.C.
BACDC managed the land planning process, is currently developing one
parcel for its own portfolio, and is marketing and selling other parcels for
independent development.
B-8
Ustler Development, Inc. portfolio
Thornton Park Central
location:
Thornton Park, downtown Orlando
project value:
$31 million
developer:
Ustler Development, Inc.
team:
Morris Architects + HOAR Construction +
Regions Bank
snapshot:
urban mixed-use development
Mixed-use development comprised of 20,000 SF of retail space,
40,000 square feet of office space, 56 loft condominiums, and
an integrated 340-space parking garage.
At completion in 2001, Thornton Park Central was the first large-scale
residential condominium development in downtown Orlando in over a decade.
This award-winning project is widely recognized as the catalyst credited with
jump-starting significant real estate development activity in downtown Orlando.
Thornton Park Central is a prime example of “new urbanism”, emphasizing
walkable streets, mixed-use neighborhoods, sidewalk activities, public gathering
spaces, architecturally significant design, and integrated infill development.
Shops and restaurants include Starbucks, Ibi Salon, Urban Body Men’s Clothing,
Tijuana Flats, Zou Zou Boutique, HUE Restaurant, Shari Sushi, and
Cityfish Restaurant.
Office tenants include Morris Architects, HOAR Construction, Colliers Arnold,
and Interlachen Mortgage.
B-9
Thornton Park Central is anchored by HUE Restaurant and Cityfish Restaurant,
both developed, owned, and operated by Urban Life Management Restaurant
Group (ULM), part of the Ustler Group of Companies. ULM focuses on bringing
contemporary and big-city dining concepts to downtown Orlando. ULM’s restaurants
have received numerous culinary and design awards and are widely credited with
reviving the downtown dining scene. The restaurant entity specifically focuses
on Ustler real estate developments and providing these projects with appropriate
anchor restaurants.
HUE Restaurant, a 4,100-SF restaurant with 150 seats, opened in December 2001.
This critically acclaimed and award-winning urban bistro in downtown Orlando
was voted Best Outdoor Dining and recognized for Best Sunday Brunch, Best
Neighborhood Restaurant, Orlando Magazine 2009 Dining Awards. Recipient of
the 2006, 2007, 2008 and 2009 Golden Spoon Award by Florida Trend Magazine.
Named 75 Hot Tables 2003 - Best New Restaurants in the World by Condé Nast
Traveler Magazine, the only restaurant in Orlando or Central Florida to ever win this
award. HUE features progressive American cuisine and big-city style in downtown’s
popular neighborhood - Thornton Park.
Cityfish Restaurant, a 3,800-SF neighborhood seafood restaurant with 150 seats,
opened in October 2007. Fresh seafood and seasonal items are featured for lunch,
dinner, and weekend brunch. Cityfish represents ULM’s interpretation of the
classic coastal fish shack and features a relaxed atmosphere with indoor and
outdoor seating.
801 North Orange
location:
Uptown District, downtown Orlando
project value: $25 million
South Eola District, downtown Orlando
project value: $32 million
Ustler Development, Inc.
team:Baker Barrios Architects, Inc. + Brasfield & Gorrie, LLC
+ Wachovia Bank, NA team:
Baker Barrios Architects, Inc. + Brasfield & Gorrie, LLC
+ M & I Bank
snapshot:
snapshot:
urban mixed-use development
urban mixed-use development
801 North Orange was completed in 2006 and is located in downtown
Orlando’s emerging Uptown District.
Professional office building (approximately 105,000 SF) with an integrated
parking garage of 305 spaces, plus ground floor commercial space.
Urban mixed-use development comprising 96,000 SF of professional office
space, 18,000 SF of ground floor commercial space, and a 362-space
integrated parking garage.
Future home of GAI Consultants, Inc. Orlando headquarters.
Commercial tenants include Virgin Olive Market, Shin Sushi, and
Dolce Vita Salon.
Anchored by another ULM restaurant, Citrus Restaurant, a 5,900-SF
restaurant with 200 seats, opened in April 2007. The Citrus concept reflects
our interpretation of Florida flavors and ideas like fresh, clean, local, and
independent. The restaurant sets an energetic and lively tone for the emerging
Uptown District.
Recognized with numerous awards including:
masters of
envisioning, developing,
and sustaining authentic and
meaningful urban development in
the heart of Orlando
location:
developer:
developer:
Ustler Development, Inc.
GAI Building (under development)
< 2006 Outstanding Office Development - NAIOP
< 2006 Golden Brick Award - Downtown Orlando Partnership
< 2007 Award of Merit, Associated Builders and Contractors, Inc. Central Florida Chapter
< Citrus Restaurant has received dozens of awards, including
“Restaurant That Says ‘Orlando’ Best” and “Best Power Lunch”
in the Orlando Magazine 2009 Dining Awards
Located in the South Eola District, one of the most desirable urban
neighborhoods in downtown Orlando - anchoring the eastern gateway to
downtown Orlando - and just a few blocks west of the Central Business
District.
First privately developed green office building in downtown Orlando, the
GAI Building will apply for silver LEED ® certification upon completion.
Broke ground in December 2009.
The only significant private commercial real estate development currently
underway in downtown Orlando.
Rising Above Tough Times
Orlando Sentinel, February, 2010
Against a backdrop of 20 percent vacancy rates in downtown Orlando,
Ustler Development, Inc. has launched a new office building south of
Lake Eola. The 7-story GAI Building, named for its anchor tenant, is the
only significant, private building under way in downtown Orlando.
B-10
Financials
Banc of America Community Development Corporation
B-11
Banc of America Community Development
Corporation, and its parent company Bank of America
Merrill Lynch, have $1.465 TRILLION in assets.
B-12
B-13
B-14
Financials
Banc of America Community Development Corporation
B-15
B-16
Financials
Banc of America Community Development Corporation
B-17
Financials
Banc of America Community Development Corporation
right team > right time
B-18
section
historical timeline
joint venture formation
horizontal master development entity
team profiles
core team members
design competition concept model created by
university of florida CITYLAB graduate students
historical timeline
joint venture formation
a partnership rooted in
mutual respect and
complementary talents
ignites
2007
City task force recommends redeveloping the existing arena site and
surrounding land as “Creative Village” - a community anchored by
digital media and the creative class
2007
Creative Village Orlando, LLC (CVO) development entity is formed
with the mission of developing and furthering a vision, program, and
plan for redevelopment of Creative Village
2009
CVO and Banc of America Community Development Corporation
(BACDC) explore opportunities to joint venture on Creative Village
2010
Creative Village Development, LLC, a joint venture comprised of
BACDC and CVO, is established March 23, 2010, to pursue
Creative Village Solicitation for Proposals
Creative Village Orlando, LLC (CVO) was formed in May 2007 and is led by principal/president
Craig Ustler, with principals Tim Baker, Ben Noel, and Jeff Brock all playing active roles. These local
industry leaders came together in order to analyze, evaluate, and activate the concept of the Creative
Village established by the City of Orlando task force with the goal of evolving it into a realistic, marketdriven, and comprehensive plan for a truly great urban neighborhood in the heart of downtown Orlando.
For the past three years, CVO has invested significant time, money, and resources towards advancing
the Creative Village vision, understanding its monumental importance as a catalyst that would inspire
growth and nurture community in Orlando. CVO proactively sought out the necessary strategic partners in
education, the creative industry and digital media, finance, investment, real estate development, urban
planning, and other disciplines to enhance our Creative Village vision to be the ideal “hub and home” for
the creative class.
In 2009, CVO and Banc of America Community Development Corporation (BACDC) - the nation’s leader
in affordable multifamily housing and community revitalization within areas of disinvestment - explored
opportunities to joint venture on Creative Village. Formalized on March 23, 2010 to pursue the Creative
Village Solicitation for Proposals, the joint venture partnership known as Creative Village Development,
LLC (CVD) combines the distinct strengths and insights of BACDC and CVO, resulting in a calibrated
array of complementary talents and unlimited development potential. Our joint venture development entity
is uniquely equipped with the experience, perspective, and passion to execute our Creative Village vision.
This truly is the right team at the right time.
what happens next
iseverything >
C-1
C-2
horizontal master development entity
Banc of America
Community
Development
Corporation
James Feild
Central Region CDB Market Executive and
Real Estate Development Executive
Roxanne Amoroso
Senior Vice President
Nancy Crown
Senior Vice President
Laura Keenan
Senior Vice President
Eileen Pope
Senior Vice President
Jesus “Jesse” Leon
Vice President
John Pool
Vice President
Creative Village
Development, LLC
Creative Village
Orlando, LLC
Craig Ustler
Principal
Tim Baker
Principal
Ben Noel
team profiles
James Feild is the Central Region CDB Market Executive and Real Estate Development Executive for Banc of America
Community Development Corporation (BACDC). Mr. Feild is responsible for operations of the for-profit, public-purpose real
estate development company, which through new construction and the redevelopment of existing buildings, produces between
1,200 and 1,800 affordable and mixed-income rental units per year. Over the past several years, the CDC has developed more
than 5,700 housing units, with total development costs of approximately $520 million. This includes 3,000 units currently under
construction and/or lease-up. In addition, it has 13 projects in various stages of due diligence or pre-development, totaling just
over 3,000 units. Mr. Feild has played a leading role in community development initiatives throughout his career, structuring and
closing more than $4 billion of Low-Income Housing Tax Credit investments, more than $2 billion in debt community development
originations, the first proprietary Low-Income Housing Tax Credit Fund, the National Community Investment Fund, and the Raza
Development Fund. Mr. Feild graduated from the University of Texas at Arlington, where he majored in business with a focus in
real estate. He is a member of Urban Land Institute and a director of Raza Development Fund and Community Development Trust.
Roxanne Amoroso is a Senior Vice President with BACDC, leading all multifamily and master development activities in
the state of Florida. Ms. Amoroso has specialized in Florida commercial real estate for more than 20 years, developing
office, retail, and multifamily assets. As a community development officer for Bank of America, she specializes as a
multifamily affordable housing developer of mixed-income apartment communities on stand-alone developments valued at
$15-$38 million and master planned communities comprising up to 2,000 units. Ms. Amoroso’s realm of expertise includes
urban development, master planning, site assemblage, rezoning, environmental remediation, construction management,
and multifamily affordable housing. Ms. Amoroso has led master development activities in West Palm Beach, Orlando,
and Tampa, including ENCORE - a $450 million mixed-use development in Tampa that was just awarded $38 million in
federal funding. Her development projects have received national acclaim with Fannie Mae and National Home Builders
Association and have been featured on the cover of AHF (Affordable Housing Finance) magazine. Ms. Amoroso writes
curriculum and delivers instruction on real estate development to mid-level government officials at the University of South
Florida and is considered an expert in the development of brownfield remediation and development. She currently serves on
the board for Tampa Bay’s chapter of Commercial Real Estate Women (CREW), has recently served as Director of the State
of Florida Brownfield Association, and formerly served on the board of the Hillsborough County Homeless Coalition.
Central Region CDB Market
Executive and Real Estate
Development Executive
BACDC
Roxanne Amoroso
Senior Vice President
BACDC
Principal
Jeff Brock
Principal
Nancy Crown has served in various roles at Bank of America for the past 13 years, developing affordable and mixed-income
housing communities. In her current role, Ms. Crown functions as the Quality Control/Strategy Executive for the development
business, reviewing all new multifamily development opportunities for both front-end commitments and back-end exit strategies
as well as overseeing development activities in the Carolinas/Mid-South Region. Prior to joining BACDC, Ms. Crown was Deputy
Commissioner for the City of Chicago’s Department of Housing and before that was a commercial real estate lender for First
Chicago National Bank. Ms. Crown earned her undergraduate degree in American Studies from Wesleyan University and a Master
of Business Administration from the J.L. Kellogg Graduate School of Management. She currently sits on the boards for Smart Start
of Mecklenburg County, the Children and Family Services Center, and the Charlotte Mecklenburg Development Corporation.
Laura Keenan is a Senior Vice President with BACDC and has over 16 years of experience in Real Estate
Asset Management. Ms. Keenan is responsible for the acquisition, rehabilitation, disposition strategies,
and asset management quality control of more than 8,000 multifamily units and 70,000 SF of commercial/
office space in the national Bank of America portfolio. Ms. Keenan graduated from Fairfield University with
a Bachelor of Science degree in Accounting and from Georgia State University with a Master of Science
degree in Urban Studies. Ms. Keenan holds the designations of Certified Property Manager and CCIM. She is a
commissioner of the Commission on Homelessness in Atlanta and serves on several other nonprofit boards.
C-3
James Feild
Nancy Crown
Senior Vice President
BACDC
Laura Keenan
Senior Vice President
BACDC
C-4
team profiles
team profiles
Eileen Pope, IREM CPM, is a Senior Vice President and Senior Development Manager for Bank of America, Community Development
Banking. In her role at BofA, she is responsible for the asset management of several multifamily properties and the valuation analysis
and disposition strategies for more than 8,500 units in 50 properties. Prior to joining BofA, Ms. Pope was the HOPE VI Program
Manager and Regional Asset Manager for the Charlotte Housing Authority, where she prepared and administered grants for two HOPE
VI awards totaling $59 million. Before that, she worked for the City of New York, where she was responsible for tracking more than $5
billion per year in HRA State and Federal claims for special housing needs and directing resident-focused housing programs throughout
the five boroughs. Ms. Pope has more than 23 years of management experience, including 13 years in affordable housing and community
development in both financial institution and government environments. Her wealth of expertise incorporates all aspects of affordable
multifamily housing development and financing, real estate asset management, asset and partnership sales, refinancing, grants and
loan administration, organizational development, strategic planning, and financial management. Ms. Pope graduated from St. John’s
University with a Bachelor of Science in Communication Arts and Sciences/Business Management. Ms. Pope’s memberships include
the Urban Land Institute, National Association of Housing and Redevelopment Officials, and Institute of Real Estate Management. She
is also a member and past Legislative Chair for the Charlotte Apartment Association and serves on the board of the YMCA.
Jesus “Jesse” Leon is a Vice President/Development Officer with Banc of America Community Development Corporation,
a wholly owned subsidiary of Bank of America Merrill Lynch, in Tampa, Florida. Mr. Leon manages mixed-income, mixeduse, multifamily developments throughout Florida, along with various acquisition-rehab projects for repositioning. Prior
to joining BACDC, Mr. Leon worked in the field of philanthropy at the Funders’ Network for Smart Growth and Livable
Communities (TFN), influencing foundations to make financial and programmatic investments in land use development
issues and overall economic revitalization strategies to achieve healthy, livable, and sustainable communities. Mr.
Leon received his Master in Public Policy degree from the Kennedy School of Government at Harvard University and
his Bachelor of Arts in American Studies from UC Berkeley. He was also awarded a highly competitive post-graduate
fellowship (2006-2008) with the University of Pennsylvania’s (UPENN’s) Center for Urban Redevelopment Excellence
(CUREx), which places mid-career professionals with top redevelopment companies nationwide. Mr. Leon’s volunteer
experiences span the nation, ranging from HIV/AIDS issues in communities of color to working with several inner-city
youth programs on social justice issues and community organizing.
Eileen Pope
Senior Vice President
BACDC
Jesus “Jesse” Leon
Vice President
BACDC
Craig Ustler
President
Ustler Development, Inc.
www.ustler.net
Tim Baker
Principal
Baker Barrios Architects, Inc.
www.bakerbarrios.com
Ben Noel
John Pool joined Banc of America Community Development Corporation in 2009 in the role of Vice President, Asset
Manager. He has more than eight years of industry experience and works in the Dallas, Texas, location. Mr. Pool is
currently responsible for more than 1,900 multifamily units in Texas, Arizona, and Florida. His projects have also
included retail, office, and hotel properties. Prior to joining Bank of America, Mr. Pool was a Senior Asset Manager
for AIMCO Capital with responsibility for multifamily properties in the southwest region of the United States, with a
portfolio encompassing conventional, tax credit, and Section 8. John earned his Master of Business Administration in
Finance from the University of Dallas and a Bachelor of Business Administration from the University of North Texas.
a transformative vision for
Orlando carried out by a
team of experts in:
attaining federal + state funding
complex financial strategies
public/private partnerships
creative + educational industries
mixed-use development
mixed-income development
brownfield development
C-5
John Pool
Vice President
BACDC
President
360Ed, Inc.
www.360ed.com
Tim Baker, AIA, is a founding partner and principal of Baker Barrios Architects, Inc., and has been at the forefront in helping to foster
the growth and development within the Orlando and Central Florida communities, architecturally, aesthetically, and economically. Baker
Barrios is a full service architecture and interior design firm with over 17 years designing large scale project throughout the southeast,
with offices in Orlando, Tampa, Atlanta and New York. BBA’s specific expertise is in mixed-use and urban projects. Baker Barrios is the
Architect for BACDC’s ENCORE Project, UDI’s GAI Building, and on a majority of significant projects in downtown Orlando, including The
Plaza, 55 West, the Dynetech Building, OUC administration building, and 101 South Eola. In addition, Baker Barrios is the local design
partner for the new Amway Center and Dr. P. Phillips Center for the Performing Arts. His impact on the local community is made evident
by his recognition by Orlando Business Journal as one of their “Most Influential Businessmen”. Mr. Baker serves on several local boards,
including the Metro Orlando Economic Development Commission, the Downtown Arts District, and the Valencia Community College
Foundation. He strives to further the Downtown Arts District’s mission “to create a healthy, vibrant, sustainable world-class arts district”.
He and his firm are also known for pro bono support of several nonprofit organizations. Mr. Baker received his Master of Architecture
degree from Ohio State University in 1987. Since then, he and his family have called Orlando home.
Ben Noel is our team’s digital media and education expert and prior to the formation of CVO, chaired the City of Orlando’s task force,
which was charged with shaping the concept of the City’s proposed Creative Village. Mr. Noel founded 360Ed - a national leader in online
education - and its parent company, Interactive Learning Network LLC in 2006 with a vision to converge the best of interactive online distribution
with world class pedagogy. In 2003, Mr. Noel helped create the Florida Interactive Entertainment Academy (FIEA) with former Governor Jeb Bush
and seven others from Electronic Arts, Microsoft, and Disney. In 2005, Mr. Noel became Executive Director of FIEA. Prior to 360Ed and FIEA,
Mr. Noel served as Vice President and Studio Chief Operating Officer of Tiburon (Electronic Arts’ (EA’s) Orlando-based studio). While there,
he was part of the management team that oversaw the studio’s explosive growth from 150 to more than 700. Before Tiburon, Mr. Noel was Vice
President and Studio Manager for Origin, EA’s Austin, Texas, studio. Prior to the game industry, Mr. Noel was Vice President, Chief Financial
Officer, and Director of Project Management for Austin-based ESCO Technologies whose customers included Hewlett-Packard, IBM, Cisco,
Raytheon, Lockheed Martin, Xerox, and the U.S. Government. Mr. Noel earned his Bachelor of Science from the University of Florida and his
Master of Business Administration from Rollins College. He currently serves on the board of PRISM, a regional initiative for K-12 advancement
of math and science and serves on the State of Florida Film & Entertainment Commission as an expert in digital media and education.
Jeff Brock
green development
transit oriented design
local + minority participation
neighborhood revitalization
marketing
orlandO
Craig Ustler, MAI, CCIM is the Owner and President of Ustler Development, Inc., a real estate development company,
and Vice President of Ustler Properties, Inc., a commercial real estate brokerage company. Mr. Ustler is President and a
principal of Creative Village Orlando, LLC. He also serves as President and broker of record for CondoHQ Orlando, LLC and
is a principal of CitiSpace Orlando, LLC, a full-service commercial real estate brokerage. Mr. Ustler is an owner, investor,
developer, and broker of various property types, including single-family residential, multifamily residential, office, office park,
restaurant, retail, and mixed-use. He has extensive experience in land sales, land planning, and highest and best use analysis.
For the past several years, he has focused on urban infill projects as advocated by the “new urbanism” planning movement.
In particular, recent projects have been concentrated in several downtown Orlando neighborhoods representing more than
$150 million in development activity. Mr. Ustler is President and a principal of Urban Life Management Restaurant Group,
which owns and operates several restaurants in downtown Orlando. Mr. Ustler received a Bachelor of Arts in Economics,
with a major in Urban Economics and a minor in Business Administration, from the University of Florida, and a Master of
Real Estate and Urban Analysis from the University of Florida. He currently serves on the Board of Directors of Old Florida
National Bank and the Dr. P. Phillips Orlando Performing Arts Center. Mr. Ustler is a third-generation Orlando resident.
Chief Executive Officer
Realty Capital
www.realtycapitalfl.com
Jeff Brock, CCIM, SIOR, is founder and Chief Executive Officer of Realty Capital, responsible for overseeing its growth as a leading
player in commercial real estate services in Central Florida. In addition, he is President of Brock-Wilder Partners, Inc., focused on
anchored retail centers in Florida. Prior to founding Realty Capital, Mr. Brock worked for Lincoln Property Company in Orlando, Colliers
International in Toronto, and Salomon Brothers in New York. Since 1990, he has been involved in a wide variety of landmark brokerage,
investment, and development projects totaling approximately $500 million. Mr. Brock is recognized as an expert in marketing and
structuring land transactions for development, including the high-profile office land sale of Millenia to CNL/the St. Joe Company and
Duke Realty Corporation. Mr. Brock co-founded RealtyFund in 2003, an investment company that has completed three acquisitions of
office and industrial properties totaling almost $20 million. Mr. Brock is a member and past President of the National Association of
Industrial and Office Properties (NAIOP); board member of O-Force, a not-for-profit focused on improving math and science education,
and a member of the Metro Orlando Economic Development Commission and ICSC. Jeff is a licensed Real Estate Broker in Florida and
was recognized as one of the Orlando Business Journal’s Top 40 under 40. Mr. Brock earned a Master of Business Administration degree
from Imede in Lausanne, Switzerland, and a Bachelor of Commerce (Honours) from Queen’s University in Kingston, Ontario, Canada.
C-6
core team members
business/design/construction
Veronica Anderson
Anderson and Associates, P.A.
Vernice Atkins-Bradley
Votum Construction, LLC
Tim Baker
Baker Barrios Architects, Inc.
Derek Burke and Jennifer Quigley
WBQ Design & Engineering, Inc.
Bob Burns
R L Burns, Inc.
Brian Butler
JCB Construction, Inc.
Kelly Cohen
Southern Strategy Group Orlando
Stephanie Darden
right team > right time
FDG {creative}
Leigh Fletcher
Stearns Weaver Miller Weissler
Alhadeff & Sitterson, P.A.
Steve Howarth
Cardno TBE
Gary Kuhns
Geotechnical and Environmental Consultants, Inc.
Brooke Myers
Emerge Real Estate Ventures, LLC
Richard Zahn
ZMG Construction, Inc.
C-7
We would like to recognize the contribution efforts of our core team members on this solicitation response.
C-8
we excel at the
art of the deal
right team > right time
section
business plan overview & deal structure
business plan overview &
deal structure
business plan overview
< Creative Village Development, LLC (CVD or the Developer)
is a horizontal master development entity. The horizontal
infrastructure plan is contingent on receiving grant funds.
Our team has the proven expertise and the experience
to be successful.
< CVD is committed to making Creative Village a national and
industry-leading model for public/private partnership. This
partnership is integral to success.
< The Developer will submit grant applications on behalf
of the City for Creative Village infrastructure plus
other related projects outside the footprint of Creative
Village. The Developer prepares all grant applications,
facilitates entitlements, and assumes all financial risk.
< The City is the recipient of the grant funding. If funding
is awarded, the Developer will administer and manage
implementation of the infrastructure plan.
< The City retains ownership of the land. Once the
infrastructure is complete, the Developer or
related entities may elect to purchase the individual
vertical development pads for a period of up to
15 years per a purchase option agreement.
< Should the purchase options not be exercised, the City’s
land value will be greatly enhanced at no cost or risk to
the City.
deal structure
Upon award of the Solicitation,
the development team will engage in
negotiations with the City of Orlando
for the purpose of concluding:
< Consortium Agreement
< Purchase Option Agreement
< Development Agreement
D-1
< Upon award of the Solicitation, CVD will immediately engage
in negotiations with the City of Orlando to execute the
necessary agreements.
< We anticipate that these will include a Consortium
Agreement and a Development Agreement, to facilitate the
near-term horizontal master development, and a Purchase
Option Agreement, to establish control of future vertical
development rights.
consortium agreement
A Consortium Agreement will be the basis for a partnership between the
Developer (our team) and the City. This legal document will be the vehicle
which allows for our team (in partnership with the City of Orlando) to apply for
substantial grant funding for the proposed infrastructure of Creative Village,
inclusive of redevelopment dollars for commuter rail, Nap Ford Community
School, and the existing recreation center. While the applicant on these various
state and federal grant funding applications will be the City of Orlando, the
Developer will assume all financial risk associated with these applications
and will pay for all consultants and third-party work necessary to advance
this development and position it to receive the desired grant funding. In the
event funding is awarded, we will then seek reimbursement for these costs,
as appropriate, limited to eligible proceeds from the grant funding only. Our
activities on this front would be ongoing; until full funding for all anticipated
infrastructure and related work has been identified, we would continue to
aggressively explore grant funding opportunities at both state and federal levels.
purchase option agreement
A Purchase Option Agreement would be negotiated between the City of Orlando
and the Developer that provides the Developer with control of the land for a period
of 15 years, subject to achieving certain benchmarks, both financial and other. Our
team would desire five (5) years of opportunity to apply for, and secure, substantial
grant funding to cover the infrastructure costs of this proposed master development.
Our purchase option agreement would seek a sell-out period of 15 years, with target
land values for individual parcels, assuming the project has been able to implement
the proposed infrastructure development plan. The Developer will provide the City
of Orlando with a matrix outlining the individual projected values of the various
development parcels for this site. These projected values will reflect the value
creation that will result from the completion of infrastructure that will have created
development pads reflecting cutting-edge, technology-friendly, transit oriented, and
green master design work developed to appeal directly to the creative class. The
City of Orlando will have the right to review all offers received for these improved
development pads in conjunction with a predetermined framework and will be the
final authority with respect to the sale decision of each parcel.
development agreement
A Development Agreement would enable the development entity to supervise all
infrastructure and related work, inclusive of construction of multiple parks, a new
charter school, and a recreation center. This is subject to receipt of applicable grant
funding. The Developer proposes that both the Developer and the City recognize the
importance of working toward achieving these goals together, and as such would
agree not to pay or receive developer fees until we achieve the stated financial goals
of the development. The Developer would act as an agent of the City to perform and
implement the work necessary to complete the contemplated improvements. The City
would be the administrator of the funds and would agree to hire the Developer to
perform the necessary duties to achieve the master development objectives.
D-2
section
the plan
green energy efficient standards
transit oriented design
financially feasible plan
inclusion of Parramore
blueprint for the proposed development
demonstrated track record
creative industry expansion
educational industry expansion
parking
recreational uses
Nap Ford Community School
jobs, tax revenue, and public expense
redevelopment
plan
The redevelopment plan for the Creative Village site envisions the demolition of the Amway Arena and Bob Carr Performing Arts Center
as the new Amway Center and Dr. Phillips Center for the Performing Arts are completed. This will allow for the creation of a high
quality, new urban neighborhood to support a diverse and dynamic mix of uses. Our specific proposal contemplates horizontal
master development, infrastructure work, and entitlements to support the ultimate build-out of the property. Development will be focused
on establishing and attracting creative companies and invigorating the surrounding neighborhood. The creative companies will be nurtured
by the proximity of the new urban educational anchors. The residential component will be designed to provide a mixture of student,
affordable, workforce, attainable, and market rate housing. The Creative Village will be a celebration of diversity and an authentic
urban neighborhood.
The redevelopment will build upon the existing community bonds. The Downtown Recreation Complex will be renovated to serve the
community and showcase its place in the history of the Parramore neighborhood. It will become a nexus that ties the new to old. The Nap
Ford Community School will be renovated and expanded to strengthen the existing neighborhood and to promote its future. It is the story
of a child being able to grow up in, to be educated in, to live in, to have a career in, and to find fulfillment in his or her own community.
The existing UCF Center for Emerging Media will grow as the nucleus of an expanded urban education campus. The new campus will
tie together a diverse group of public and private colleges and universities in creative fields. This new campus, along with the nearby
FAMU School of Law, is the anchor, foundation, and incubator that will feed the creative community and drive successful development of the Creative Village, much like healthcare anchors “Medical City”.
specific development highlights:
< Our plan will restore and strengthen the traditional urban street grid system by realigning West Livingston Street and West Amelia
Street. North Terry Avenue will be extended from West Robinson Street, allowing for a new connection at Colonial Drive.
< The site is located near the existing Lynx Central Station, which will be the hub for future expansions of the community streetcar
system and SunRail, ultimately providing linkage from Deland to Tampa (via connections to high speed rail).
< The proposed streetcar or transit circulator stop at the center of our master plan will provide direct integration of the Creative
Village to the existing downtown core, the new community venues, and the greater regional transit network.
< The Interstate 4 underpasses at West Livingston Street and West Amelia Street will be enhanced with digital art and other improvements. The main pedestrian entrance to Creative Village from the Lynx Central Station will be bright, warm, and inviting.
< The scale and massing of the conceptual vertical development responds to its location and context. On the west side closest to
North Parramore Avenue, the buildings will be three to five stories in response to the existing Parramore neighborhood. Moving
east, the scale will increase in height and density responding to the proximity to the downtown urban core.
today < old Amway Arena surrounded by surface parking
tomorrow < a future in focus
< Our plan will create an extensive amount of new parks and public spaces, which will be organized to integrate and embrace the
existing Parramore neighborhood, as well as serve Greater Orlando.
< The conceptual vertical development program would be phased over approximately 15 years resulting in a thoughtful, well planned
development and a great urban neighborhood.
< Our vision for Creative Village respects the roles of the other downtown districts, such as: the community venues and the
Dr. Phillips Center for the Performing Arts, Church Street entertainment district, hospitals, and Thornton Park.
E-1
E-2
redevelopment
plan
conceptual master
land use plan
conceptual vertical development program:
Our horizontal master development plan will facilitate infrastructure work and and related improvements to support future vertical
development of the pad sites over a 10-15 year period. The program is our vision of what vertical development could look like
based upon our urban design, lot layout, uses, conceptual scale, and massing.
Higher Education
K-12 Education
Office / Creative
Land Use
Mixed-Income Residential
Conceptual Program
Hotel
Office / Creative
900,000 – 1,000,000 square feet
TBD
Education
Higher Education
Nap Ford
K-12 Education(1)
Community School
300,000 – 500,000 square feet
25,000square feet
Residential(2)
1,200 – 1,500units
includes potential
Retail / Commercial grocery
Hotel
(1)
(2)
(to be determined for residential or office/creative)
EXISTING CENTROPLEX PARKING GARAGES
125,000 – 150,000 square feet
150 – 200 rooms
Initial concept - to be determined after working directly with school to determine needs
Up to 20% could be “for-sale” housing
LYNX
CENTRAL
STATION/
SUNRAIL
zoning:
The City of Orlando is currently pursuing a land use change for the Creative Village area from Public / Recreational & Institutional
to Urban Activity Center.
< The ordinance is expected to be adopted and become effective this fall.
< This change would allow 30 - 100 dwelling units per acre and 0.5 - 1.0 FAR.
< The density bonus – for projects that provide superior architectural design and other criteria as allowed by the City of
Orlando Land Development Code – would allow up to 200 dwelling units per acre and 2.0 FAR.
The development team will work with the City to implement our plan with necessary zoning, future land use and entitlements. As
a general overview for vertical development, on the west side closest to North Parramore Avenue, the scale of the buildings will
be three to five stories in response to the existing Parramore neighborhood’s zoning and development patterns. Moving east, the
scale will increase in height and density responding to the proximity to the downtown urban core and its more intense level of
development along the Interstate 4 corridor.
The development team will work with the City of Orlando Planning Staff and the Municipal Planning Board to adopt a planned
development (PD) that is appropriate.
E-3

Renderings are conceptual in nature and
are for illustrative purposes only.
E-4
redevelopment
plan
The Creative Village will be a leader in green initiatives.
The redevelopment of the site will follow best practices for
green neighborhood development and will target LEED®-ND
certification. The project will be among the first in Central
Florida to use these neighborhood development guidelines.
Our development team has current and real-world green development experience. BACDC is
developing ENCORE in Tampa, one of the first LEED®-ND master developments in the state.
Ustler Development is currently developing the GAI Building, the first privately developed green office
building in downtown Orlando. Baker Barrios Architects is the architect of both of these projects and
also has other extensive green design experience.
green ENERGY EFFICIENT
STANDARDS
1) chilled water
2) solar energy
3) recycling of existing
on-site materials
terraced planting
in japan
The dense urban mixed-use development and walkable streets will further encourage the use of
walking, bicycling, and public transportation for daily errands and commuting. By placing residences
and jobs in close proximity to each other and by taking advantage of the existing and future mass
transit hubs, Creative Village will help reduce automotive trips and greenhouse gas emissions.
Green developments are beneficial to the community as well as the environment. Green buildings,
public parks and spaces, walkable streets, along with a mixed-use of work, shopping, and housing
encourage greater physical activity beneficial to the public health. The mixture of uses allows for
around-the-clock activity in the neighborhood, improving the security and quality of life.
Green infrastructure will be pivotal to the Creative Village’s success. A number of initiatives will
provide the green infrastructure for the development. By working with OUC to extend the downtown
chilled water system to the site, or working on a new one, an overall neighborhood cooling system will
be developed to provide chilled water to future buildings. The layout of parks and green spaces
will be developed to reduce heat island effects in the neighborhood. The use of energy efficient
street and traffic lights will be employed throughout the operating public infrastructure. All of these
items will reduce the energy use for the neighborhood.
In addition to recognizing the challenges inherent to Central Florida, the Developer will encourage
the improvement of water quality and conservation. The conceptual vertical development program will
create a comprehensive water management plan to reduce pollution and promote aquifer recharge. The
Developer will also promote the use of native species and imaginative design will be used to develop
strategies to reduce or eliminate the use potable water for landscape irrigation. Through these
initiatives, the Creative Village will reduce the effects on Florida’s natural water resources.
green roof at
University in Singapore
green roof in chicago
The project will recycle and reuse resources in the community. As part of the demolition process, the
existing Amway Arena and Bob Carr Performing Arts Center will be harvested to provide recycled
material. For example, the existing concrete can be recycled to be used for the infrastructure
paving or new concrete structures. The doors may be salvaged and donated for use by community
organizations such as Habitat for Humanity.
The development will promote the use of best practices for green construction for all future vertical
development, while following U.S. Green Building Council guidelines and seeking LEED®-ND
certification. This will improve the quality of the indoor environment, reduce energy consumption, and
preserve natural resources. This will continue to promote further community benefits and leadership
well into the future.
E-5
green roof over
parking structure
E-6
redevelopment
plan
SunRail and High Speed Rail are landmark achievements for
Central Florida and our region. They will shape our future and define
our growth.
SunRail will become the artery of our region, at the heart of which is Downtown Orlando, and more specifically, the
Creative Village.
The most important and active hub of transit activity will be at the Lynx station, on the eastern side of Creative
Village. This station is one of two central downtown stations and it is designated as the multimodal hub of our
region. It also serves as Lynx headquarters and the main bus station.
As important as SunRail is to our region, the transit system itself only provides some benefits. The more
important improvements to mobility, lower emissions, more efficient transit, and better quality of life come
from leveraging the system via transit oriented development (TOD).
transit oriented
design
Successful TOD is critical to the success of SunRail. The Creative Village site provides a unique opportunity to
develop a large urban infill site (approximately 50 acres) with a transit oriented, transit focused, and transit rich
neighborhood that can become a national model for this type of development, shaping the next several decades.
It is important to note that TOD is not a development type. It is a philosophy, commitment, and strategy. Putting
a project next to a transit station does not make it TOD. Transit adjacent development is not transit oriented
development. Building great urban places that are mixed-use and integrated with transit leads to successful TOD.
Not all TOD is equal and a lot of TOD is done poorly. The good TOD will significantly outperform the bad. The City
needs to understand that the Creative Village opportunity could be missed if the development is poorly executed
TOD. Most everyone will say they like TOD and know it’s important, but it’s difficult to execute well.
charlotte
Simply acknowledging TOD or agreeing to reflect transit oriented design is not sufficient. The commitment must
be ingrained in every design detail of the neighborhood and every aspect of good urbanism needs to be
evaluated. TOD that is well planned with strong and meaningful urban design is the most successful.
TOD is a policy decision, a planning approach, and an overarching philosophy. It should be done via partnership
between government, transit agencies, and private developers.
As part of TOD policy, Creative Village will implement programs that encourage transit use, i.e. free or reduced
fares for students, downtown residents and Creative Village employees.
Successful TOD positively affects real estate values. There are many case studies to support this. Significant new
development occurs around stations. Trends in other markets have shown that property values near stations double
once transit is in place. Proximity to stations creates a 10 to 20% value premium for housing units.
portland
E-7
A specific goal of the Creative Village is to increase SunRail ridership.
Successful TOD at Creative Village will validate and improve the
SunRail investment.
E-8
The Creative Village site is unique because of the large parcel proximate to the Lynx station that is under the control of a single owner
(the City). One of the main problems with TOD in unsuccessful areas is that it’s choppy or disjointed due to lack of control of enough
real estate around the station.
Our team is committed to making Downtown Orlando a national model for TOD.
Our city and our region should aspire to the success of places like Washington, D.C., Portland, and Charlotte, which are in various
stages of redefining their urban form based on TOD.
Our Creative Village plan will result in successful, diverse, sustainable and organic TOD. The east-west link of
Livingston Street is a strong pedestrian corridor. It will be the “main street” of Creative Village. By reestablishing
the urban grid, the entire Creative Village neighborhood will be walkable and pedestrian oriented. We envision a
streetcar, bus circulator or other system that complements the Lynx station.
Washington, D.C. provides a great model
and case study of a mature market where
TOD has been successfully built. The Metro
transit system has shaped development
and resulted in several TOD villages and
neighborhoods around stations. Some of
these TOD villages are quite large and
compare to the size of Creative Village.
They have a mixture of uses and are the
result of good urban planning based
around transit. They have provided a
means for tens of thousands of former
automobile drivers to choose a different
lifestyle and become rail commuters.
E-9
Portland, OR has successfully developed
an abundance of urban and suburban TOD
around light rail stations. The Pearl District
in downtown Portland is the most well
known and award wining example of transit
oriented development in the United States.
This neighborhood is a true reflection of
new urbanism for the creative class, with a
focus on transit and linkages to the entire
region via street car and light rail.
Charlotte, NC is in the earlier stages of
developing TOD around its light rail line.
They have implemented some successful
development and significantly increased
their property tax base by facilitating dense
mixed-use development around transit
stations. This region is just beginning to
see evolution of land use patterns resulting
from transit, but the evidence is clear.
Charlotte is reshaping itself with TOD and
becoming a more efficient and livable city.
Orlando is next on the list of evolving
dynamic cities whose embrace of
transformative transportation solutions will
lead to increased quality of life and greater
efficiency. With the right team and TOD
plan, mixed-use development will combine
with an explosion of the creative class
population at Creative Village, leading
to increases in ridership and a more
connected region. As Creative Village
becomes reality, more people will adopt a
transit oriented lifestyle.
Overall, the Creative Village will be a transit rich village offering several transportation choices.
Connection to the Lynx Central Station, both physically and socially, will be emphasized. Connections to
other downtown nodes are also important. Such nodes include the Central Business District, Parramore, the
Events Center, FAMU Law School, and Lake Eola. Our Creative Village plan is consistent with the Downtown
Transportation Plan. The Creative Village will literally become the center of our super region via a combination of
fine grained neighborhood transit linked with a larger system of regional transit, commuter rail, and high speed
rail.
Our conceptual development program is specifically designed to
facilitate transit use and enhance the street life and active urban
lifestyle that is most well suited to transit. Our Creative Village plan is
walkable, mixed-use, and connected.
E-10
financially feasible plan
and strategy for state &
federal funding
financially feasible plan
Our specific financial strategy is a “win-win” arrangement that will
allow the City to achieve maximum value through the horizontal master
development and ultimate disposition of the property for vertical
development.
< CVD will pursue various funding sources to secure up to 100% of
required infrastructure improvements.
< The proposed public / private partnership described earlier requires
minimal to no investment by the City.
< The City realizes all benefits and value associated with the
horizontal infrastructure at the Creative Village.
< Additionally, the City realizes significant benefits of related
grant funding (or other sources) that can benefit projects
proximate or linked to Creative Village (i.e., transit stations,
circulator systems, public space improvements).
< Purchase option pricing assumes infrastructure and entitlements
are in place.
< Purchase option pricing escalates over the estimated
development or build-out timeline and this methodology creates
long-term investment.
< Options rights are tied to specific Developer performance.
strategy for state and
federal funding
We have assembled initial federal
funding sources we anticipate
targeting. It is important to
note that the deadlines for the
application rounds are extremely
time sensitive and are subject to
change. In the event we are unable
to meet a deadline in 2010 due to
the requirements of the particular
funding opportunity, a 2011
application would be made or a
similar funding mechanism would
be sought.
E-11
< The 2010 grant outlook is still evolving. Based on recent history,
however, we believe there will be at least $4 billion of available
funding for 2010. Some of the potential available grants are
described on the following pages.
< Grant applications will include funding for Creative Village
improvements, plus transportation related improvements
outside of Creative Village.
< While we cannot guarantee a successful application, our development
team feels confident that we can secure a significant amount of
funding because our Creative Village plan is aligned with many,
if not all, of the current federal priorities of job creation, transitoriented development, green and sustainable communities, attainable
housing, brownfield redevelopment, neighborhood focused projects,
and education.
< Grant deadlines begin as early as June 2010 and continue throughout
the year. (For full details, please see the following timeline.) Timing
is critical and funding opportunities may be missed if the City does
not act quickly.
< If the team is unsuccessful with our initial applications, we will
continue pursuing grant funding for the next five years, or roughly
three application cycles.
$100 million in available funding
$1.5 billion in available funding
Sustainable Communities Planning
Grant Program (HUD)
Notice of Available Funding due out in April 2010
TIGER Grant (Transportation
Investment Generating Economic
Recovery Grant)
DEADLINE: June 5, 2010
Notice of Available Funding due out in April 2010
Proposed for Planning and Design Funding
Deadline: August/September 2010
award February 2011
The goal of the program is to support multi-jurisdictional regional planning
efforts that integrate housing, economic development and transportation
decision-making in a manner that empowers jurisdictions to consider the
interdependent challenges of economic growth, social equity and environmental
impact simultaneously.
Three Key Funding Categories
1>P reparation of Regional Plans for Sustainable Development that address
housing, economic development, transportation and environmental
quality in an integrated fashion where such plans do not currently exist.
2>P reparation of more detailed execution plans and programs to implement
existing regional sustainable development plans (that address housing,
economic development, transportation and environmental quality in an
integrated fashion).
3>Implementation incentives for plans already in place.
Proposed for Infrastructure Funding
In 2009, the Federal Department of Transportation issued a Notice of Available
Funding for the sole purpose of infrastructure development. The entire fund set
aside for this purpose is $1.5 billion, with a minimum grant request amount of
$20 million. The name of the grant is called TIGER (Transportation Investment
Generating Economic Recovery). Below are excerpts from the HUD funding
overview that makes this project uniquely qualified for funding under this
program. It is important to note that more than $1 billion dollars were
awarded in February 2010 and Florida did not receive any of this funding.
We believe that the lack of receipt of previous funding award makes
Orlando and Florida prime candidates for the 2010 application.
The Recovery Act specifies that capital investments in surface transportation
projects which are eligible for funding “shall include, but not limited to”:
right team > right time
In 2009 our development teammates, in conjunction with the City of Tampa and the Tampa
Housing Authority, successfully applied for $38 million dollars in federal stimulus dollars
(NSP2 grant award announced in 1st quarter, 2010) to pay for infrastructure on behalf of a
master development located in the City of Tampa known as ENCORE.
As a part of this application, $10 million of the funding was awarded to the City of Tampa to
address home foreclosure issues not directly related to the Encore master development.
Our development team is currently working with the State of Florida Stimulus Czar, the
Director of the State Budget and other officials in the Governor’s office to secure an additional
$6 million dollars for park work and commercial infrastructure in the ENCORE development.
This funding request would produce a leverage ratio of 14:1 for its invested dollars, something
that is very appealing to the State of Florida. We anticipate receiving this funding in 2010.
Our team’s financial consultant/grant writer is considered the leading consultant in the
structuring of public/private partnerships and grant writing to cities and private developers in
the use of public funding. Our grant writer was successful in securing funding for our ENCORE
project and also currently represents the cities of Miami,
New Orleans, New York, Tampa, and Los Angeles in their funding endeavors.
< passenger and freight rail transportation projects;
The following types of long term outcomes will be given priority:
< L ivability: Improving the quality of living and working environments and
the experience for people in communities across the United States.
< S ustainability: Improving energy efficiency, reducing dependence on oil,
reducing greenhouse gas emissions and benefitting the environment.
< J ob Creation and Economic Stimulus: Consistent with the purposes
of the Recovery Act, the Department will give priority to projects that
are expected to quickly create and preserve jobs and stimulate rapid
increases in economic activity, particularly jobs and activity that benefit
economically distressed areas.
< I nnovation: The Department will give priority to projects that use
innovative strategies to pursue the long term outcomes outlined above.
< P artnership: The Department will give priority to projects that
demonstrate strong collaboration among a broad range of participants
and/or integration of transportation with other public service efforts.
E-12
$196 million in available funding
$1.93 billion fiscal year 2009
America Recovery and Reinvestment
Neighborhood Stabilization
Program 3 (HUD)
Notice of Available Funding March 8, 2010
DEADLINE: June 30, 2010
Proposed for Infrastructure Funding
The purpose of this grant is to provide public works investments to support the
construction or rehabilitation of essential public infrastructure and facilities
necessary to generate or retain private sector jobs and investments, attract private
sector capital, and promote regional competitiveness, including investments that
expand and upgrade infrastructure to attract new industry, support technology-led
development, accelerate new business development, and enhance the ability of
regions to capitalize on opportunities presented by free trade.
HUD has advised the State of Florida that it will issue a 3rd NSP program
funding application. The NSP2 program is the program through which this
Developer, in conjunction with the City of Tampa and the Tampa Housing
Authority, was successful in acquiring funding for its master development
infrastructure for the ENCORE master development.
On January 14, 2010, HUD awarded a combined total $1.93 billion in NSP
2 grants to 56 grantees nationwide. This includes 33 consortiums at a
regional level and four national consortiums carrying out activities in target
areas throughout the country. These grantees were selected on the basis
of foreclosure needs in their selected target areas, recent past experience,
program design and compliance with NSP2 rules.
We have included a summary of some of the other successful recipients of
NSP2 funding grants.
$236 million in funding
(2009 budget)
Charter Schools – Dept. of Education
Proposed for Nap Ford School Funding
Maximum award of $10 million; each State Educational Agency (SEA) receiving
a grant should award sub-grants to one or more eligible applicants in their State,
enabling them to plan and implement a charter school. Each eligible applicant,
other than an SEA, receiving funds from the Secretary or an SEA shall use the
funds to plan and implement a charter school. Grantees receive up to 3 years
of assistance, of which they may not use more than 18 months for planning and
program design and not more than 2 years for the initial implementation of a
charter school.
This appears to apply to Nap Ford as it would be a new facility.
E-13
Los Angeles Neighborhood Housing Services, Inc.,
Los Angeles, California
Los Angeles Neighborhood Housing Services in a consortium agreement with Asian
American Drug Abuse Program, ANR Industries, Budget Finance Company, City of Carson,
City of Compton, City of Inglewood, GRID Alternatives, Major Properties, Vermont Village
Community Development Corporation, Search to Involve Pilipino Americans, Vermont
Slauson Economic Development Corporation, and Watts Century Latino Organization was
awarded $60 million in NSP2 funds. These funds will be used in targeted areas across 37
census tracts that have been most severely impacted by foreclosures. The consortium will
provide financing assistance in the form of down payment assistance for at least 400 homes,
most of which are foreclosed properties, and will provide up to 700 units of affordable
housing through the acquisition and rehabilitation of foreclosed or vacant properties.
These activities will benefit households whose income is at or below 120percent of area
median income, with 25percent of the funds for households at or below 50percent of area
median income. These funds, and the leveraging of $2,600,000 in other funds, will allow
the Consortium to expand on existing local efforts and make a significant contribution to
neighborhood stabilization within the targeted areas.
City of Los Angeles, California
The City of Los Angeles was awarded $100 million in NSP2 funds to use in targeted areas
in the city across 164 census tracts. These areas are marked by a high concentration of
foreclosures resulting in declining home values and increasing poverty and unemployment
rates. The City will use NSP2 funds to further support and enhance NSP1 projects already
underway. NSP2 funds will be used to acquire, rehabilitate and resell foreclosed and
abandoned homes in the form of 265 single family homes and 947 units of multifamily rental
properties. The City will also provide financing for mortgage assistance and rehabilitation
loans for the purchase and rehabilitation of foreclosed homes in the target areas. All
activities will benefit households whose income is at or below 120percent of area median
income, with 25percent of the funds benefiting households whose income does not exceed
50precent area median income. The City’s goal is to reduce the number of vacant and
abandoned properties, reduce the absorption period for sales of foreclosed properties, and
stabilize home values
Neighborhood Housing Services of South Florida, Inc.
The Neighborhood Housing Services of South Florida in a consortium agreement with The
City of North Miami, Carrfour Supportive Housing, Little Haiti Housing Association, OpaLocka Community Development Corporation, St. John Community Development Corporation,
and the Urban League of Greater Miami was awarded $89 million in NSP2 funds. These
funds will be used in targeted areas across 73 census tracts that are in decline due to
the negative effects of a high number and percentage of homes that have been foreclosed
upon or abandoned. The Consortium will use these funds to rehabilitate 540 units for
rental housing and 290 units for homeownership through the purchase and rehabilitation
of foreclosed and abandoned properties. It will redevelop 425 housing units from vacant
or demolished properties. All funds will be used to benefit households with income levels
at or below 120percent of the area median income, with at least 25percent of the funds for
households at or below 50percent of median income. The Consortiums goals are to provide
physical improvements to properties, eliminate vacant and abandoned properties, reduce
the housing cost burden of eligible households for long term affordability, and to create a
suitable living environment with economic opportunity. The Consortium will also leverage
$9,898,000 in other funds to help ensure neighborhood stabilization.
HUD has advised the state of Florida
that it will issue a 3rd NSP program.
The NSP2 program is the program
this Developer was successful, in a
partnership with the City of Tampa
and the Tampa Housing Authority,
in acquiring funding for its master
development infrastructure for the
Encore master development.
< s ample awarded
projects
E-14
proposed strategy timeline
TASKS
MAY 2010
JUNE 2010
JULY 2010
AUGUST 2010
SEPTEMBER 2010
OCTOBER 2010
NOVEMBER 2010
DECEMBER 2010
JANUARY 2011
FEBRUARY 2011
MARCH 2011
APRIL 2011
2012
2013
2014
MAY 2011
CITY OF ORLANDO INITIAL TASKS
May 2010
Award of Solicitation
through June 2010
Negotiation of Developer Agreement
through June 2010
Negotiation of Consortium Agreement
through June 2010
Negotiation of Purchase Option Agreement
June 2010
City Council approves DA, CA, OA
June 2010
City works with Developer on first grant and financial strategy
ongoing
City works with Developer on funding grant and financial strategy
through July 2010
City works with Developer on planning and uses in development
through December 2010
City works with Developer on PD approval
December 2010
PD adopted by City at City Council
DEVELOPER INITIAL TASKS
May 2010
Award of Solicitation
through June 2010
Negotiation of Developer Agreement
through June 2010
Negotiation of Consortium Agreement
through June 2010
Negotiation of Purchase Option Agreement
June 2010
City Council approves DA, CA, OA
June 2010
City works with Developer on first grant and financial strategy
ongoing
City works with Developer on funding grant and financial strategy
through July 2010
City works with Developer on planning and uses in development
through December 2010
City works with Developer on PD approval
December 2010
PD adopted by City at City Council
CREATIVE VILLAGE DEVELOPMENT ACTIVATES
through September 2010
Tree survey
through October 2010
Environmental survey
August 2010
Boundary survey validation
Ongoing
Meet with Nap Ford Community Charter School to formulate a plan
Ongoing
Meetings with recreation department to determine plan
Ongoing
University of Central Florida meetings and planning sessions
Ongoing
Parramore stakeholder meetings
through July 2010
Initial appraisals
through July 2010
Lynx transportation meetings and planning
through July 2010
Initial SunRail meetings and planning
Ongoing
Neighborhood LEED collaboration meetings
2010
2011
2012
2013
2014
2015
2010
Creative village strategic activities
Creative village strategic activities
Search and apply for state grant funding opportunities
Civil construction documents to permitting
Search and apply for federal grant funding opportunities
Demolition of roadways
Seek national foundation financial opportunities
New infrastructure construction
Initiate collaborative partnerships to strengthen development
Parks and community green space construction
Create green initiatives and technology opportunities
Nap Ford Community Charter School construction
Utilize Brownfield incentives
New recreation facility construction
Elevate development profile nationally to create opportunities
2011
2015
All of these activities are subject to the timing of receipt of funding.
City lot block sellout and development will occur over a period of 15 years commencing when infrastructure is completed.
E-15
E-16
redevelopment
plan
inclusion of
parramore
Parramore’s historical path
Established in the 1880’s, Parramore is the historical hub of Orlando’s African American community. In the
beginning, individuals from across the economic spectrum lived and worked in Parramore. In the early 20th century,
the community was home to doctors, lawyers, black business people, and professionals.
In 1917, Dr. William Monroe Wells, one of Orlando’s first black physicians, moved to the area and shortly after
settling in, erected the Wells’ Built Hotel. Wells’ Built was a haven that provided lodging to African Americans
during an era of segregation when accommodations for blacks were nonexistent, except in their own neighborhoods.
Our team understands that in order to define a
vision for the future, we must first observe the
roots and history of a neighborhood’s past.
Next door to the Wells’ Built was once the South Street performance hall, vibrating with the melodic tunes of
musicians on the ‘Chitlin Circuit’ who performed for audiences across the country. African Americans flocked to
Parramore from surrounding areas to shop, dine, connect, and enjoy music performances at South Street Casino. In
its heyday, the Wells’ Built provided lodging for clientele such as Pegleg Bates, Ella Fitzgerald, Roy Campanella,
Thurgood Marshall, and Jackie Robinson. The professionals, entertainers, and athletes who frequented this
establishment made it one of the most popular venues for African Americans in the South.
In June 2000, the Wells’ Built hotel was restored and reopened at 511 West South Street as the Wells’ Built
Museum of African American History and Culture. The museum serves as a strong neighborhood anchor and houses
photographs, memorabilia, and hotel registries of the iconic African Americans who passed through its doors long
ago.
In the area of education, a definitive pillar of Parramore community was the first African American school, Orlando
Black School, which was located at the corner of Garland Avenue and Church Street in 1895. It was moved to
Jefferson Street and Chatham Avenue and renamed Johnson Academy in 1904 and again to Parramore and Jefferson
Street in 1921, as enrollment continued to climb and the school outgrew its surroundings. The school continued to
thrive and grow, and again in 1952, it was moved to its fourth and current location on Rio Grande Avenue. Now known
as Jones High School, it has graduated such distinguished alumni as Chief Judge Belvin Perry, Admiral David Brewer,
First African American Fire Chief in Orlando, Charlie Walker, medical doctors Tyrone and Jerome Adams, and actor
Wesley Snipes. To this day, Jones High School is celebrated and beloved by the entire African American community
in Central Florida and this affection extends to its alumni across the country whose pride remains intact.
Several other schools that were vital to the Parramore community during that era were the Callahan (which was
the old Jones High School) and Holden Schools. The Callahan and Holden Schools were closed in the 1970’s at the
hands of integration. The old Callahan Elementary School was renovated into the Dr. J.B. Callahan Neighborhood
Center in 1986, which still stands today.
Parramore’s historical background was written thanks
to the resources and information available at:
E-17
www.floridablacktourism.com
www.cityoforlando.net
www.pastinc.org
With the creation of the Community Redevelopment Agency (CRA) in 1982, a new funding mechanism was created
to revitalize the downtown area, including Parramore. The late City of Orlando Commissioner Nap Ford was
instrumental in organizing the Parramore Heritage Renovation Project for rebuilding and strengthening Orlando’s
Westside neighborhoods and business district. Simultaneously, the Church Street Station entertainment district, to
Parramore’s east, and the original Orlando Arena in Parramore were under development. These public investments
represented the market forces that would eventually impact the Parramore Heritage community; however, the impact
was not enough to resurrect the vivid, multi-dimensional Parramore of the past.
E-18
BUSINESS DEVELOPMENT
Pathways for Parramore
In June 2005, Mayor Buddy Dyer and District 5 Commissioner Daisy Lynum launched Pathways for Parramore, a complete
effort to revitalize Orlando’s historic Parramore community which had become Orlando’s most blighted area. The Pathways for
Parramore initiative came to fruition through the efforts of a task force commissioned by Mayor Dyer in 2003, to conduct
research and obtain stakeholder input. As a result of those recommendations, the Pathways initiative focuses on five key
areas: housing, business development, children and education, public safety, and quality of life. The goal is to restore the
Parramore community into a safe, livable, sustainable, and prosperous place for Orlando citizens, businesses, and institutions
to thrive.
Our team and local partners will create a comprehensive outreach strategy that will foster business development in the Parramore
community. The intent is to engage the community and spur local economic development via assisting small and disadvantaged
businesses with access to contracts, technical assistance, partners, capital, job creation, training, and business development.
We will use grass roots outreach, technology (i.e. Facebook, Twitter, email), and traditional communication methods to ensure
Parramore residents are updated about activities at the Creative Village. Throughout the evolution of the project, from construction
to operation, we intend to host multiple job fairs and contract opportunity forums that will connect Parramore residents with
potential employers and employment. Our team will help residents and entrepreneurs develop business capacity.
When the Pathways for Parramore initiative was launched:
< 73% of Parramore’s 2,000 children lived in poverty
< 84% were in single parent households
< 47% of Parramore adults had neither a high school diploma nor GED
< The median household income was $13,613
CHILDREN + EDUCATION
Our team will meet with educational partners, including Nap Ford Community School, to support them in the creation or
enhancement of strategic plans. We envision partnership opportunities and strategic alliances so that the students and
the parents of Parramore can be exposed to and receive hands-on training in digital media. See the Nap Ford Community
School section for more details.
Over time, Parramore had lost its prominence and slumped into a community with great social and economic needs. In 2005,
Parramore had the City’s highest rate of reported child abuse and neglect, a juvenile arrest rate 2½ times that of Orlando’s
citywide rate, and a teen birth rate nearly six times the rate of the surrounding county.
pathway into a vibrant future
Our development team’s vision is to incorporate this historical context of Parramore into the Creative Village concept. This
development will act as catalyst for the improvement of Parramore. Our vision will solidify Parramore’s legacy and strengthen
the neighborhood. The Creative Village and Parramore will become a conduit of opportunity and center for excellence.
Our goal is to have the future vertical development of Creative Village complement the Parramore neighborhood and history.
Our team will work with the City of Orlando’s team to continue the revitalization of Parramore, through the five pathways as
identified in the final “Pathways for Parramore” report: housing, business development, children and education, public safety
and quality of life.
HOUSING
The master horizontal plan recognizes that housing is a vital component in the development and is designed to provide for
1,200 – 1,500 units of multifamily housing. The majority of the housing will be mixed-income, mixed-use rental housing
and will incorporate ground-floor commercial space. Individual developments are planned for senior, family, and student
housing as well as the integration of townhome ownership opportunities. The Creative Village design will embrace and
sustain the live+learn+work+play concept where a diverse resident profile from all income levels and backgrounds will
flourish. Our plan will facilitate creative and unique housing opportunities for the creative class. Green design standards
and technology will be integrated into a healthy, sustainable, and liveable neighborhood. Our objective is to create a
residential environment that is a national model of how quality housing can — and should — be integrated with business
and education in traditional urban settings.
“One of the primary elements of restoring
Parramore to its great status…is housing.”
Mayor Buddy Dyer
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We see a
culturally diverse,
vibrant, inclusive
and promising
new hub for urban
life in Downtown
Orlando.
PUBLIC SAFETY
Public safety is a top priority for our team. It is of paramount
importance that we continue to strengthen public safety in and around
the Creative Village. Reactivating the space with a vibrant mixed-use
development will act as a crime deterrent. We will work with existing
public safety initiatives to create a safe and livable neighborhood.
QUALITY OF LIFE
The potential vertical developer of Creative Village will enhance Parramore residents’ quality of life by improving the
economy, education, safety, culture, housing, and employment in Parramore. Our plan will help continue building a
strong community that fosters the “economy of the mind,” a place where knowledge driven businesses, future focused
students, and multi-talented residents will cross-pollinate with a variety of people and professionals. It will be a vibrant
neighborhood network that provides necessary services, connects iconic parks and green space, innovative centers of
education, affordable housing, economic, employment opportunities, and cultural resources.
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Blueprint for the
proposed development
Our team is committed to and experienced in adhering to the City of
Orlando’s Blueprint Program and our business and/or development
plans with meet or exceed all requirements of the program.
As the horizontal master developer entity, the Creative Village development team recognizes the importance of creating meaningful,
sustainable economic business opportunities and local jobs, especially for minorities in the Parramore neighborhood. As such, the
development team’s plan mirrors the City of Orlando “Blueprint for Using Community Venues to Create a Sustainable Economic Impact.”
Members of our team have real life experience in implementing the Blueprint on the City’s Venues projects. We are poised to bring the
best practices to the Creative Village, in our endeavor to improve the economic viability of businesses and individuals.
Our team is using a multi-faceted approach to ensure that our plan exceeds our self imposed participation requirements and far surpasses
the goals of that are outline in Chapter 57 of the City of Orlando Code for Minority and Women Business and Employment.
To that end, outlined below are some of our program initiatives, efforts and commitments:
1) The architectural and engineering aspects will meet or exceed 30%
M/WBE participation.
2) The construction phase will meet or exceed 30%.
3) The team will select Blueprint Managers who have the experience to
successfully accomplish the goals of the “Blueprint,” and will serve as
the point of contact for the City on matters of the “Blueprint.”
4) Construction bid packages will be unbundled.
5) The Development Team will have a contract compliance arm to
monitor and ensure compliance.
6) The Development Team will implement procedures for addressing or waiving bonding and insurance requirements on the project.
7) All employees on the project will be paid a living wage, as defined by
the City of Orlando’s living wage policy.
march 2010 infrastructure construction job fair for
bacdc’s tampa development - encore
job fairs 1 and 2 specifically targeted local
and minority candidates
the combined job fairs resulted in 5,500+
contractor and individual candidate
applications and résumés
E-21
review and processing is underway for
infrastructure job alignment opportunities
E-22
blueprint M/WBE plan
Goal 1 > Assist in the development and
support of local, small, and historically
disadvantaged businesses as an important
aspect of the continuing growth and
development of the community.
implementation strategy
Our team is comprised of a diverse group of professionals who understands that for
Parramore to be a thriving community there needs to a plan to create sustainable
minority business and help hopeful entrepreneurs build business capacity. With
a demonstrated track record, our objective is to build on our record and expand
opportunities for minority businesses to the Creative Village. We will work
with community partners to develop and maintain a wide-ranging strategy for
community reinvestment.
The intent is to empower and engage the community, spurring local
economic development via assisting small and disadvantaged businesses with
access to contracts, partners, job creation, and alignment with training and
technical assistance.
Key team members of the Creative Village Development Team already have a
demonstrated history of hiring and training people from the Parramore District and
local community. Our proposed development team is currently comprised of local
M/WBE businesses and will continue to grow to embrace M/WBE owned
business opportunities.
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Goal 2 > Develop a local workforce initiative
to provide trained workers.
implementation strategy
Our development team strongly believes in the power of collaborative relationships. We will aggressively
work to develop a local workforce throughout the entire development of the Creative Village.
The Creative Village Development Team will use grass roots outreach, technology (i.e., Facebook,
Twitter, email) and traditional communication methods to ensure Parramore residents are aware of
job opportunities occurring at the Creative Village. The team will make affirmative outreach efforts to
publicize training, employment and subcontracting opportunities. Notices shall be put in local minority
newspapers and flyers shall be distributed as appropriate. Local unions, elected officials, trade and
business associations as well as and training organizations shall also be notified.
We will work in partnership with the blueprint office to enhance the blueprint initiative. Our team
will work in collaboration with companies that embrace the blueprint objectives. We will have a local
contractor job fair at the site prior to any work commencing. We will work to pair large and small
contractors with work and individuals with contractors who are selected to perform the work. All team
consultants will participate in our job fairs which include architects, engineers, testing labs, construction
and others.
We will Comply with section 161.3 (4)(E) of City’s Policies and Procedures regarding Living Wages and
Responsible Contractor’s Policy.
We will Comply with section 161.3 (4)(F)(7)(b) of City’s Policies and Procedures by paying worker’s an
hourly wage based on classification for Orlando region established by Davis-Bacon Act (40 U.S.C. 276a7) as supplemented by the Department of Labor regulations (29 CFR part 5), and to provide workers with
health benefits in the manner established by the City’s Policies.
Community Outreach
Ustler Development, Inc. and Baker Barrios
Architects, Inc. have donated bicycles for
children in downtown Orlando for the past
8 years. When bus routes changed and kids
were left without transportation to school,
Craig Ustler and Tim Baker offered to donate
bicycles to underprivileged students.
E-24
blueprint M/WBE plan
Goal 3 > Collaboratively working with
the Venue Partners and other community
stakeholders to identify and explore longterm business opportunities in affected areas.
Goal 4 > Explore the creation of a local
vendor development/mentor program
through partnerships with vendors and
community based organizations.
Goal 5 > Identify development tools that will
result in creating a wide variety of attainable
and market rate housing units that will ensure
economic diversity for all residents to work,
live and recreate in the area.
implementation strategy
implementation strategy
implementation strategy
We commit to educate and expose our community to the Creative Village. We
understand that the key to success will not only be recruiting companies from across
the world to the Village but also to recruit and reinvest our local stakeholders. Our
goal is to create strong local partnerships with grass root organizations that will assist
us in expanding our opportunities for local businesses.
We believe that the strength of our team is direct reflection of the strength of our
partners. Long-term, sustainable relationships are a key component of our business
plan. In concert with our goal to partner with minority and women-owned firms, we
have developed long-standing, excellent relationships with many local minority,
women-owned and local disadvantaged companies. We have found that these firms
have brought unparalleled insight and talent to every project on which we have worked
together. Our team will continue to broaden our team member network by associating
with other qualified minority and women-owned firms on new projects.
Banc of America Community Development Corporation is the managing member
of the development entity responding to this Solicitation. Our stated mission
is to create sustainable affordable housing. We have successfully developed
more than 28,600 units of affordable housing nationally. Our goal is to create
multiple affordable housing developments within Creative Village that will
offer quality rental housing to students, families, and seniors at all levels
of income. A program consisting of bond, Low Income Housing Tax Credits,
Brownfield sales tax capture, and other financial tools will be utilized to
create these affordable housing opportunities. Our partner’s goal is to become
the vertical developer to create for-sale housing townhome and other product
within Creative Village.
Through our development program, our team will help uplift the Parramore community.
As previously stated, we plan to hold local job fairs and seminars located at the
Creative Village site for workers. We will educate the community on the process of
getting involved and the steps to creating a sustainable business. Understanding our
different expertises, members of our team will actively get involved in the appropriate
mentorship programs. For example, mentor-protégé relationships can be established
at the developer, architect/engineering, construction management, real estate
marketing and legal team levels.
Community Outreach
Interior design team from Baker Barrios Architects, Inc. donated services and
supplies to renovate rooms at the Women’s Residential and Counseling Center
(WRCC) in Downtown Orlando. The shelter provides programs and services for
single mothers who are homeless or women who are victims of crime.
E-25
As part of the conceptual vertical development program at Creative Village, our team
would encourage the future educational tenants, creative industries, businesses,
and community partners to “adopt” the Nap Ford School through mentor programs,
internships, scholarships, and other curriculum enhancements. We will work with
the local Orange County Public School vocational school in Parramore to develop a
curriculum that will help prepare residents for potential high tech employment with
the Creative Village tenants.
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capacity to market the
proposed project
As exhibited through decades of successful development, the development team has
significant marketing experience. Our development team has the capacity to develop
the property from concept to horizontal development and, if appropriate, potential future
vertical development and ongoing operations.
< BACDC has the breadth of experience owning and operating mixed-income
housing projects in dozens of diverse markets around the country.
< Ustler Development, Inc. has the depth of experience owning and operating
mixed-use projects in downtown Orlando.
As evidenced
throughout, our team
has a proven track record
in completing similar
redevelopment projects.
the Development Team
can demonstrate:
<C
apacity To Market the
Proposed Project
<T
rack Record of
High-Quality Design
<E
xperience in Public/Private
Partnership
<U
nderstanding of the
Challenges and Opportunities
Inherent in Developing in an
Urban Environment
E-27
Should the development team pursue potential future vertical development, our team has
the relationships to deliver the vision.
< BACDC, Ustler Development, Inc., and our principals have extensive industry
connections with market leaders in various property types.
< Over the past several years, the development team has met with several wellknown national real estate development companies – including residential,
office, medical office, hotel, and retail. These third-party developers
strongly believe in our vision for the Creative Village and are eager to
further their relationship with our team.
< In addition to developers, over the past several years, the development team
has identified several potential creative and educational “end-users” who
have expressed serious interest in relocating and/or being a part of our
vision for the Creative Village.
Marketing is a collaborative effort involving marketing of the more near-term horizontal
master development, as well as the potential future vertical development. This effort
also includes public relations, community involvement, and brand evolution.
e are committed to proactively managing public relations to maintain a positive image
W
both within the local community and on a national scale. We truly believe that
Creative Village can be a model for urban redevelopment and we are committed
to doing an Urban Land Institute (ULI) case study documenting our success.
a track record of high-quality design
As exhibited in the development portfolio in Section B, the development team has significant experience in large scale master
planned projects and high-quality, urban mixed-use developments.
A s a horizontal master development entity, the development team is committed to creating a financially strong and market driven master
plan at Creative Village using leading urban design principles, including:
< A pedestrian focused urban street grid with on-street parking
< Consideration and attention to the public realm
< A diverse and appropriate mixed-use environment
< Focus on the other important design components outlined elsewhere in this response, including transit oriented development
and green building standards.
Potential future vertical development will incorporate high-quality architecture and design, such as:
< Appropriate building scale and massing
< Efficient, yet architecturally significant buildings
< Activated ground-floor commercial space
< The “local touch” and “appropriate urban context” that has led to the successful Downtown Orlando projects developed by
our team
experience in public/private partnership
< As exhibited in the development portfolio in Section B, the development team has significant experience in public/private
partnerships.
< The proposed deal structure is very similar to BACDC’s arrangement in Tampa for ENCORE. The deal structure has proven to be
extremely advantageous for all parties involved, with direct benefits for the Tampa community, including job creation and economic
development.
< The development team has experience in several other public/private arrangements, specifically shared parking garages and joint
use public spaces.
an understanding of the challenges and
opportunities inherent in developing in
an urban environment
< As exhibited in the development portfolio in Section B, the development team has significant experience developing in an
urban environment.
< BACDC is a mission-driven development company, with a passion for urban redevelopment. Over its 30-year history,
BACDC has built over 28,600 mixed-income housing units across the country. The BACDC team has an intimate understanding of
the urban environment, engages the surrounding community, and embraces the opportunity to positively impact individuals within
the community.
< Ustler Development, Inc. sees downtown Orlando for its great potential and has spearheaded its revitalization. Thornton
Park Central is widely credited with revitalizing the residential condominium market and serving as a catalyst for downtown
development. Urban Life Restaurant Management Group, part of the Ustler Group of Companies, transformed the downtown dining
scene. Ustler is a pioneer in the emerging Uptown District. And now, Ustler is building the first privately developed green office
building in downtown Orlando. Ustler knows downtown development better than anyone else.
E-28
redevelopment
plan
The evolution of the knowledge worker has forced universities, corporations, and even city leaders to re-think their business model.
For the creative class, corner offices, pension plans, and the “rat race” are a thing of the past. Technological innovations and cultural
shifts mean success is no longer defined by climbing the corporate ladder. In today’s world, multi-billion dollar companies can grow
from a “garage” start-up. Technology and creative companies have an insatiable appetite for exceptional talent and superior quality of
life.
The tipping point – or at least the mainstream acceptance – of this revolution was Richard Florida’s 2004 book The Rise of the Creative
Class. The knowledge worker is highly valuable, yet inherently independent. They choose cities based on quality of life, a diversity of
culture, and a wealth of job opportunities.
- Central Florida already has the advantage of beautiful weather and a plethora of entertainment and recreation activities.
- The region has made great strides diversifying the economy and expanding educational opportunities.
- The City’s vision for a Creative Village could provide the nucleus for the creative class, enabling Orlando to compete on a national
and international stage.
creative industry
expansion
Orlando has companies representing all four pillars of digital media – film/tv; theme park / ride & show; modeling, simulation &
training; and interactive & immersive entertainment. The Creative Village is an opportunity to create a new community that fosters the
“economy of the mind” where these talented workers can cross-pollinate, creating synergies throughout the industry. An opportunity
exists to bring together large technology companies and independent production houses, multi-media moguls with niche artists, game
designers, musicians, web programmers and digital entrepreneurs, as well as start-up computer companies and creative offshoots of
some of the world’s most established businesses.
This development team intends to lay the groundwork required to create a progressive environment with authentic character that is the
ideal home for the creative class. One of the most imaginative and creative places in the world should have a culturally diverse urban
center of momentum, energy, and power:
- A place where knowledge-driven businesses, future-focused students and multi-talented residents will grow and thrive
- A neighborhood where thinking about extraordinary things is not hindered by every day convention
- A “24/7” environment driven by diversity, energy and creativity with a common thread of like-minded thinkers seeking creative
synergy
But having the “place” is not sufficient. The development team must also have the industry knowledge, connections, and relationships
to make the vision a reality. Our entity has a depth of experience establishing and growing creative companies, specifically 360ed and
Electronic Arts, and founding educational companies, specifically Florida Interactive Entertainment Academy (FIEA) and the Florida
Virtual School. One of our team’s principals, Ben Noel, was instrumental in establishing FIEA specifically to provide a “home-grown”
talent pool. But FIEA is just a start. The educational and employment opportunities, made possible through the development of a
Creative Village, can establish critical mass which has the potential to catapult the region beyond other leading “creative class” cities
such as Austin, Vancouver, and Montreal. This is not an industry you can “come to know.” Existing, industry-specific relationships are
crucial. Our team, and specific principals on the team, have been instrumental in building what Orlando has so far and can move the
vision forwards when others cannot. Our team has relationships throughout the emerging media industry; relationships that could be
leveraged – along with city and state economic development agencies – to attract companies to the Orlando market and foster media
start-ups. This is a “be connected” industry. Digital media companies trust industry experts and they follow success. We are a part of
this mindset already and Ben Noel is a national leader in this regard.
An excerpt from Richard Florida’s newest paper, Should I Stay or Should I Go:
Most research has looked at why people choose to move. Interestingly enough, characteristics of the place itself appear to play the
biggest role, trumping individual characteristics like income, education, age, and the like. And it’s not economic conditions – like the
job market or economic opportunity – that matter most. Rather it’s the ability to forge meaningful and lasting social relationships and
the quality of the place itself which have the biggest effect on the decision to stay. There’s a straightforward message here for all those
places that want to retain more of the talented people. In addition to doing all the useful and important things they are doing to bolster
their business climate and create and protect jobs, it’s critically important they improve their overall quality of place and build a people
climate where residents can forge and maintain meaningful social ties. This is not a case of either-or, but rather a case of and-both.
(http://www.creativeclass.com/creative_class/2010/04/13/who-stays/)
Oct 2004 – City entered into an agreement with the University of Central Florida
to transform the Expo Center into the Florida Interactive Entertainment Academy
Oct 2007 – House of Moves
located to Creative Village
August 2009 – University of Florida CityLab
locates to Creative Village
Tomorrow and beyond – Creative Village becomes an
international hub for the emerging media industry
2004
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2005
2006
2007
2008
2009
2010
E-30
redevelopment
plan
educational industry
expansion
why is education important to the City of Orlando?
Post-Secondary Education as an anchor of Creative Village is critical to both the City of Orlando and the project itself.
The U.S. Census Bureau has developed an education ladder with six rungs with average annual earnings for adults at each level (as of 2005) in parentheses. It is clear
that an educated workforce generates significantly higher earnings:
< Advanced degree, including professional degree ($119,009), doctoral degree ($92,863) or master’s degree ($67,898)
< Bachelor’s degree ($54,689)
< Associate’s degree ($37,990)
< Some college, but no degree ($31,421)
< High school graduate ($29,448)
< High school dropout ($19,915)
For the City of Orlando, a portfolio of highly-respected, accredited post-secondary schools will make a material improvement in the education of the workforce.
The most well educated workforce attracts the best companies and the highest wage jobs. In turn, our local economy grows and diversifies.
education as an anchor for Creative Village
The Creative Village presents an unparalleled opportunity for collaborative education in a unique urban neighborhood. The Creative Village could be home to various
educational facilities that nurture each other and create synergy.
For the potential future vertical development, the education component is critical because it will be the heart and soul of Creative Village.
< Firms engaged in creative industries, and in particular digital media, will locate where they have an assurance of being able to access skilled workers.
< The education anchors will enable the Developer to attract leading “creative class” firms as office tenants. Top companies and industry leaders unequivocally
follow talent, education, and research.
< The education anchors, in addition to the office anchors, will also be the primary demand generators for residential and retail.
Without the education anchors, the vision for Creative Village, as developed by the City Task Force and refined by the Developer, would not be viable.
our Development Team has unique knowledge of
how to implement the urban education vision
It’s not about just knowing that education is a good idea for Creative Village and Orlando, it’s also about studying it and truly understanding the places that are “great”
because of their integration with education. Traditional great university communities, like Cambridge or NYU, don’t really apply because they’ve grown organically.
The more relevant models are the institutions that have effected change by using education as a development vehicle, like urban neighborhoods in West Philadelphia
(University of Pennsylvania), Baltimore (Johns Hopkins University), and Providence (Rhode Island School of Design).
The national leader in this discussion is Judith Rodin, former president of the University of Pennsylvania and author of The University & Urban Revival – Out of the Ivory
Tower and Into the Streets. She is a tireless advocate of the “university as an urban asset” and the “town and gown” model of economic development.
< Rodin is adamant about education and universities being more than good neighbors or dong nice community relations. They should be anchors and assets,
shaping (and participating in) community building.
< Education and universities should be utilized to build capacity – educational capacity, commercial capacity, research capacity, business capacity, civic
capacity, and especially economic capacity.
The development patterns of the last 50 years don’t work in our favor. Many universities have become isolated and stand alone, under the “campus” model. They have
focused inward and have only been about the classroom instead of the total experience. In much the same way as general lifestyle and demographic trends clearly support
the urban form, education is evolving its model. Integration, involvement, diversity, proximity to industry, quality of life, amenities/neighborhood, and a vast array of other
“urban things” have become important to universities again.
H owever, universities know they cannot attract talent (student, teachers, and research dollars) without being part of a great urban place. A stand alone academic
center of excellence is not enough. It must be part of a bigger vision. It must complement business, industry, and research that are at the forefront in our major
emerging cities.
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E-32
relationships with education partners
The Developer can report several general conclusions about discussions held to date.
< Every school or university almost instantly understands the vision for Creative Village and the opportunity that it represents for them
specifically.
< There is a high level of excitement and interest shown by the schools regarding the possibility for a future facility in Creative Village.
< Some schools have even indicated an interest and willingness to share a building with another specific school in a joint venture approach.
In anticipation of potential future vertical development, the Developer is willing to “open-book” its relationships with various schools, including
discussions held and strategies identified to pursue individual schools.
The Developer has multiple existing and well developed relationships with potential education partners.
educational strategy
Under our plan, the City of Orlando would retain all the land south of realigned Livingston Street for future
education uses.
While the City would continue to own and/or control this land, it is critical to the future vertical development that the City partner with the Developer to
secure a portfolio of highly-respected accredited post-secondary schools.
During horizontal master development, the Developer will work with the City of Orlando to legally document that the land targeted for schools can only be
used only by schools.
Obviously, the challenge for most schools is funding. Under our plan, to attract education users, the City will need to consider long-term ground leases
to partially address the funding challenge. In addition, schools may need to be granted a time period to raise funds from their own sources. Creativity
will be required in structuring and funding each deal, but the substantial benefits outlined above merit this approach.
Possible target schools range from traditional public institutions to private and specialized colleges.
< A few examples of potential educational partners include University of Central Florida, Valencia Community College, and University of Florida
Architecture, Construction, and other Graduate Programs.
< We would also target alternative educational providers and complementary private providers. An example would be Florida Virtual School:
Florida Virtual School is an established leader in developing and providing virtual K-12 education solutions to students all over Florida, the U.S., and the world.
<An important component of our educational strategy is appropriate inclusion of vocational and technical training. An example would be
Orlando Tech, which is already located approximate to Creative Village, who could potentially be approached to expand their offerings.
education anchors in place today
The existing facility is successful in its programming and content, and is a solid foundation. However, it fails as an urban place and needs to evolve to
live up to its potential. Today, the existing facility totals approximately 114,000 square feet and includes:
University of Central Florida’s Center for
Emerging Media
CEM is a critical component already in place at Creative Village. Their Mission Statement is 100% aligned with our plan
for Creative Village:
The Center for Emerging Media is home to a diverse group of teachers, learners and industry
professionals collaborating in a creative environment that emphasizes high-production values,
cutting-edge technologies and time-tested production techniques. The Center provides
tomorrow’s knowledge workers an ideal place to learn and play, planting the seeds that will
establish Orlando as the next great creative community.
< CEM facility houses FIEA, Vicon House of Moves motion capture company, Citylab-Orlando (below), Flying
Horse Editions, art, animation, and digital media programs in state-of-the-art studios.
< These studios are used by students and faculty for projects and research, and commercially by such
companies as EA, BBDO, Gillette, Midway, n-Space, 360Ed, and Florida Virtual School.
University of Florida’s Citylab-Orlando
< Citylab-Orlando is an interdisciplinary design and research center, sponsored by the University of Florida,
School of Architecture. The work of Citylab is wide-ranging and ambitious. Issues range from grappling with
large conditions of regional suburban sprawl to identifying and developing special projects within communities
and neighborhoods.
< Principals on our team were instrumental in bringing Citylab to downtown Orlando. Also, University of Florida
graduate architecture students were engaged in a detailed design competition to help create our vision and
plan for Creative Village.
Other Adjacent Educational Components
Our vision to bring additional higher educational uses to the Creative Village expands upon the assets already in place at
the UCF CEM and complements other existing surrounding educational entities, such as Nap Ford School (more detail
included later in this section), Orange County School Board, Orlando Tech, and Florida A&M University, College of Law.
what does success look like?
Universities and a “college town vibe” are key components to active urban life. This personality and energy will benefit
Creative Village. Under our conceptual vertical development program, there will be 300,000-500,000 square feet of
education space with roughly 2,000-3,000 students. This critical mass and density are key to the success of
Creative Village.
In our plan, education is the anchor of Creative Village. It is diverse, innovative, integrated, and excellent. Education will
complement and enhance the overall Creative Village neighborhood and lead to many related benefits, including attraction
of corporate headquarters and favored status amongst top talent from all over the country. In short, education is the
foundation of our great urban neighborhood.
University of Central Florida’s Florida Interactive
Entertainment Academy (FIEA)
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< In 2003, our team member, Ben Noel, embarked upon creating the Florida Interactive Entertainment Academy (FIEA) www.fiea.ucf.edu with
then-Governor Jeb Bush. His mission to create significant value in the growing online education market requires exceptional talent and an
optimal environment for creativity and execution.
< This master’s degree program located in downtown Orlando, Florida is a partnership among the State of Florida, the University of Central
Florida, and the City of Orlando. FIEA is focused on creating high-wage talent for the growing interactive and simulation industries. Today,
FIEA is home to over 50 graduate students and has generated over 150 alumni with a 95% placement rate in the fields of video games,
animated film, simulation & training, and education software.
< The success of the program has given birth to the UCF Center for Emerging Media in downtown Orlando.
E-34
redevelopment
plan
parking
Our parking analysis plan for the Creative Village adequately accommodates vehicle parking needs for a well
designed, urban mixed-use neighborhood.
Our conceptual vertical development program for Creative Village includes two types of parking – shared parking
garages and integrated parking garages.
shared parking – The educational users, visitors, general public, and special event patrons will utilize
parking in the existing Centroplex garages, the new garage north of Livingston (below the elevated park), and
street parking throughout the neighborhood.
integrated parking – Parking for specific uses per our conceptual vertical development program will be
accommodated within each building. We anticipate residential, office, and hotel developers incorporating
adequate parking into their projects for their specific uses.
The development team does not plan to demolish the City’s existing Centroplex parking garages, which contain
1,116 spaces. Instead, we will leverage the garages as part of future vertical development. We anticipate renovating
the existing parking garages and “wrapping” the garages with residential units to hide the structures and create a
cohesive urban streetscape. We have also studied linking the space between the two existing garages with an arts
space or other cultural use. The developer will be sensitive to the Centroplex garages during development so there
will be no impact to the bonded revenue stream.
The new shared garage will be incorporated in the grant request and will include roughly 500-600 spaces. It
will provide significant public parking and serve as the anchor for any future neighborhood transit circulator.
Assuming grant funds are secured for the parking garage, the developer will enter into a parking use agreement to
accommodate the residential and office users immediately adjacent to the garage. A recent example of this is the
55 West garage, where the garage is shared for public parking and private residential/commercial development.
Current market-driven parking ratios anticipate approximately 5,200 new parking spaces to support the conceptual
development program, for a total of roughly 6,300 spaces (excluding street parking). However, the compact and
comprehensive nature of Creative Village could reduce some of these parking needs since many trips will be
internally captured and/or accommodated through public transportation. The development team will work with
the City through the phased vertical development to monitor parking demand and adapt to the changing market
dynamics, as necessary.
PARKING RATIO
ESTIMATED # OF SPACES
Office / Creative
3/1,000 SF
2,700
Education
0/1,000 SF
0(1)
1.75/unit
2,400
Ground Floor Commercial
0/1,000 SF
0(2)
Hotel
0.75/room
110
Multi-Family Residential
Existing Centroplex Parking Garages
1,116
TOTALS
6,326
(1) accommodated in shared parking
(2) accommodated in shared parking, integrated parking, and on-street parking
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redevelopment
plan
community assets
The Callahan Community Center, located in the historic Armory, will be preserved or redeveloped
as part of our plan. The Developer proposes to work with the City and community groups as part of
the conceptual vertical development program to continue and enhance the programs with the vision
that the Community Center will become an even greater asset to the surrounding neighborhood.
The developer recognizes that the existing Orlando Tennis Centre is a vital asset to the community.
The developer will work with the City to determine whether the Tennis Centre will be relocated or
redeveloped within Creative Village or at another appropriate location in Parramore.
recreational uses
parks and open space
There are several parks planned throughout the Creative Village with opportunities for a public art program. All park
names are currently working titles. Community stakeholders will be engaged to take part in naming charettes to help
select names that are historically and locally significant.
The main park will be the Central Park which is located at the site of the existing Amway Arena. This will be a
dynamic park with interactive water features and digital media that will serve as the public commons. The park
will host civic events, festivals, and community markets. A modern sculptural canopy frame will provide iconic
opportunities to define the character of the park and provide a device to house theatrical lighting and audio for
various park events.
PUBLIC
A
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T
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N
SAFETY
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The Bridge Park is envisioned as the new modern urban park form. It is created from the found space of the green
roof over the new public parking garage and public transportation stop. This new park is framed by residential and
office development to create “eyes on the park,” but still allows for quiet personal moments. The Bridge Park allows
for an escape from the bustle of urban life for moment of Zen or a quiet place to read a book. At the same time, the
park embraces the existing neighborhood and provides a strong link to Parramore. It becomes a bridge from the old
to the new.
A
Out of 65 Entrants, Studio JEFRË has been selected as one
of five finalists for a Public Safety Memorial in Arlington,
Virginia, dedicated to honoring the fallen victims serving in
law enforcement, public safety, and firefighting. The memorial
designed is composed of words used to express the
characteristics and qualities of law enforcement officers, such
as courage, passion and integrity. The words are wrapped
as a series of bands that visitors would pass through. The
names of the fallen victims are integrated into a water pool,
and the shadows of the words would be cast onto visitors
and families as they pass through the tube.
The Amphitheater Park is tied directly to the Central Park and the Bridge Park. The Amphitheater Park will be a
new public plaza where the modern creative class has an opportunity to redefine public art and performances. Using
digital media projected on surrounding structures, or by using traditional performances, this public space allows for
community discourse and interaction. By the integration of water and stepped lawn planting beds, the plaza seating
layout creates an inviting place to sit for lunch or study between classes. This allows for a multi-layered access
and use of the park throughout the day.
The Gateway Park is positioned near Interstate 4 at the eastern entrance to the development. This is a plaza that
embraces the pedestrian and invites the public into the development, leading them to the Central Park from the
LYNX Central Station and downtown Orlando. This is a location to enjoy a moment in an outdoor café or a leisurely
stroll to and from work while being entertained by digital media.
The Quad Park is a modern play on the traditional campus or university quad green space. As with a traditional
campus, the Quad Park is the organizational device for the surrounding educational spaces. The entrance from West
Livingston Street opens up to embrace pedestrian access and to provide access to the Amphitheater Park. The Quad
Park is the central place for students.
Lake Dot Park provides an opportunity to apply a new vision to an existing feature of the site. The park allows for a
place to stroll or jog around the lake. Enhanced walks and landscaping will improve security and safety. It becomes
the north entrance into Creative Village. The new vision of the lake is the inclusion of digital media screens floating
on the water. This creates a tie to the overall concept of the Creative Village and allows for a new pedestrian
experience. Along with the Amphitheater Park, the floating media screens present another opportunity to create new
interactive public art displays and events.
E-37
millennium park, chicago
for illustrative purposes only
concept for public safety memorial by jefre
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recreational uses
inspiration
sources
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redevelopment
plan
nap ford
community school
The Development Team recognizes the importance and significance
of the Nap Ford Community School.
< The vision for the Creative Village is aligned with stated School goals:
< Creating a place that thrives on the “economy of the mind” will ultimately expand students’
understanding about the world they live in and opportunities they have for learning.
< Our team’s commitment to the surrounding neighborhood and the history of Parramore will expand
students’ understanding of their rich cultural history on a personal and global level.
< We intend for the school to be a key educational component within the Creative Village and continue to be a model
for other charter schools throughout the country.
< We have had initial dialogue with Nap Ford Community School leadership to begin to determine their needs and
goals. We understand that to be successful, the School needs to evaluate its real estate situation and must grow
its educational programming.
< As a horizontal master development entity, our team is committed to participating with the Nap Ford
Community School leadership and the community stakeholders as they determine the best growth
strategy for the school.
< We have preserved land on the conceptual master development plan for future school expansion adjacent
to the existing facility.
< We have identified at least one funding program that could potentially subsidize the school’s future
expansion.
< We will identify grants, prepare grant applications, and pursue funding on behalf of the Nap Ford
Community School (see section on State and Federal Funding for details).
< As part of the conceptual vertical development program at Creative Village, our Team would encourage the
future educational tenants, creative industries, businesses, and community partners to “adopt” the
Nap Ford Community School through mentor programs, internships, scholarships, and other curriculum
enhancements.
< The Creative Village will complement the School and provide a unique learning environment, providing real life
opportunity and experience tied to higher level education and the digital medial industry.
Bottom line, our team is committed to the Nap Ford Community
School vision “to empower students to maximize their potential to be
contributing members of society.”
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reduction
of public
expense
jobs and
incremental tax
revenues
As a result of the Creative Village
Development, the following public
expenses would be reduced:
jobs, jobs, jobs
Improvements to North Parramore Avenue
The horizontal master plan and related infrastructure work
propose landscaping, streetscape, and other improvements to
North Parramore Avenue which will enhance the neighborhood.
Recreation Facility
The Developer proposes to seek grant funding for the
development of a new recreational facility inclusive of tennis
and playground areas, and possible expansion to a more full
service community center.
Public Parks
Our plan proposes the construction of five public parks and
one green space for the community to enjoy.
Walkable Community
Our plan results in walkable community design, which will
enhance the livability of the area.
Access/Linkage to SunRail
Our plan directly addresses transit oriented design and
important linkages to the rail system so that residents and
workers are encouraged to utilize rail, thereby facilitating
transportation efficiencies.
Sustainable/Green Design
Our plan embodies a nationally recognized green standard of
design which promotes sustainability and would reduce ongoing
maintenance and operating costs to the City of Orlando.
Chiller System Usage
Our plan calls for the design of a central chiller system which
will conserve energy and reduce consumption of our energy
resources.
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Recognizing that job creation is a priority, our development team engaged Hank Fishkind
to estimate the potential jobs created by our plan for Creative Village. Using a basic job
creation model:
< Almost 6,500 construction related jobs will be created during the 10-15
year estimated development timeline, with $227 million of associated
earnings.
< There will be close to 4,800 permanent jobs within the Creative Village at buildout. Additionally, the Creative Village in total will support and be directly
tied to 8,200 jobs in the local economy, with $296 million of associated
earnings.
< While we believe the total job creation figures are accurate estimates, the
earnings could be underreported given our targeted high wage industries,
including emerging media and higher education.
Incremental Tax Revenues
In addition to the value inherent in the horizontal infrastructure, the City will receive
significant tax benefits from the potential future vertical development.
< The future vertical development could be valued at $800 million - $1 billion
based on the conceptual development program.
< This development would drive incremental City tax revenues of roughly $12-$16
million annually. In our plan, some of these funds would be used to maintain
and operate the public facilities within Creative Village, ensuring the ongoing
viability and success of the neighborhood.
< Additionally, our Creative Village development plan would reduce public
expense because the compact, urban design leverages existing City
infrastructure and is more efficient to service.
Construction Impacts
Consist of direct jobs to construct project
Jobs were estimated based on construction costs and use of RIMS II
multipliers available from U.S. Bureau of Economic Analysis
Consist of indirect jobs necessitated by construction worker presence
in the area
Construction Cumulative Impacts
construction occurs in multiple phases over a 10-15 year build-out
TOTAL
Post Secondary Schools (SF)
K-12 (SF)
$ 30,000,000
$ 2,500,000
Residential (units)
$ 300,000,000
Office (SF)
$ 145,771,370
Retail (SF)
$ 33,319,885
Hotel (SF)
$ 15,000,000
Parking Spaces
$38,900,000
Total Construction
Total Demand
Total Jobs
Total Earnings
$565,491,254
$1,039,768,769
6,478
$226,648,895
Permanent Impacts
Consists of direct jobs employed by users of constructed space
School Teachers :: Office Workers :: Retail Employees :: Hotel Employees
Consists of indirect jobs to support new employees
Measured using RIMS II multipliers available from U.S. Bureau of Economic Analysis
Permanent Annual Economic Impacts
At build out there will be an estimated 4,826 employees at Creative Village supporting
total annual demand of $1.2 billion, 8,195 total jobs, and $295 million in earnings
LAND USE
SQUARE FEET
SF/EMPLOYEE
300,000
300
1,000
25,000
300
83
Office
975,000
300
3,250
Retail
250,000
598
418
150
0.5
75
1,550,150
1,498.5
4,826
Post Secondary Schools
K-12
Hotel (units)
TOTALS
TOTAL
DEMAND
LAND USE
Post Secondary Schools
TOTAL JOBS
EMPLOYEES
TOTAL
EARNINGS
$173,368,616
1,505
$39,517,982
$14,447,385
125
$3,293,165
Office
$876,298,887
5,827
$232,392,185
Retail
$75,727,003
629
$17,014,572
Hotel (units)
$12,780,318
108
$2,905,661
TOTALS $1,152,622,208
8,195
$295,123,565
K-12
Report projections are based upon conceptual development program consisting of 1,500 residential units, 150
Units of Hotel, 975,000 SF of office space, 250,000 SF of retail space, 325,000 SF of educational space, and
3,890 parking spots in garage. Construction occurs in multiple phases over a 10-15 year build-out.
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And so today, powered by proven experience and local perspective, we
have a creative vision and clear redevelopment plan that will result in
success for the city we call home and its residents – our neighbors.
We are on the cutting edge of a brand new, advanced Creative Village.
Our team is experienced, qualified, capable, and passionate. We know
collaboration is key and synergy is the guiding premise. Inspiration
and innovation will abound. We are poised to partner with Orlando
on its transformation into an energetic and vibrant creative hub to
live+learn+work+play.
Now is the right time to endorse the team and plan that will ignite
new economic, educational, transportation, housing, and employment
opportunities in downtown Orlando. It is time to act and prudently, yet
boldly, move forward.
This is the start of something dynamic made possible by a powerful
partnership with the right team at the right time.