creative village development, llc - City of · PDF filedevelopment corporation and creative village orlando, ... sound and feasible financial strategy that will enable us, ... creative

right team > right time creative village development, llc

right team > right time

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.

to create a Creative Village for all

architect’s conceptual vertical development programcreative village orlando, looking southeastRenderings are conceptual in nature and are for illustrative purposes only.

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

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

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, llc801 north orange ave., suite 530 > orlando, Fl 32801

407-839-1070

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

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

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.

a vision focused oneducational >job creation >transportation >housing >economic development >green >cultural >neighborhood development >opportunitiesfor Orlando

orlando events center, alive with construction activity


table of contents

property description conceptual master land use plan

architectural renderings of conceptual development

submitting entityteam Qualifications

development capacity: banc of america community development corporation

ustler development, inc.bacdc master planned development portfolio

ustler development, inc. portfoliofinancials

historical timelinejoint venture formation

horizontal master development entityteam profiles

core team members

business plan overview & deal structure

the plangreen energy efficient standards

transit oriented designfinancially feasible plan

inclusion of parramoreblueprint for the proposed development

demonstrated track recordcreative industry expansion

educational industry expansionparking

recreational usesnap ford community school

jobs, tax revenue, and public expense

a-1 a-2a-3

b-1b-2

b-3 b-4 b-5b-9b-11

c-1c-2c-3c-4c-7

d-1

e-1e-5e-7e-11e-17e-21e-27e-29e-31e-35e-37e-41e-43

property description conceptual master land use plan

architectural renderings of conceptual development

section

creative village orlando site as it exists today, looking southeast

lynx centralstation/sunrail ucF center For

emerging media

nap Fordcharter school

downtownrecreation complex

framework for the live>learn>work>play>neighborhood of tomorrow

conceptual master land use plan

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.

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

resiDentiAl

HOtel

tBD(to be determined for residential or office/creative)

eXisting CentrOPleX PArKing gArAges

lynxcentralstation/sunrail

Renderings are conceptual in nature and are for illustrative purposes only.

propertydescription

A-1 A-2

W COLONIAL DR

EDGE

WAT

ER D

R

N HU

GHEY

AVE

N PA

RRAM

ORE

AVE

W AMELIA ST

W LIVINGSTON ST

N

appropriate urban contextaerial view looking northeast

architectural rendering of conceptual development


A-3 A-4

W COLONIAL DR

EDGE

WAT

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GHEY

AVE

N PA

RRAM

ORE

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W AMELIA ST

W LIVINGSTON ST

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defined and visually significant gatewaylooking west on livingston from future sunrail station


A-5 A-6

W COLONIAL DR

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WAT

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GHEY

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W AMELIA ST

W LIVINGSTON ST

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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

park names will be determined through

community stakeholder charrettes


A-7 A-8

W COLONIAL DR

EDGE

WAT

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R

N HU

GHEY

AVE

N PA

RRAM

ORE

AVE

W AMELIA ST

W LIVINGSTON ST

N


street view of “central park” east


A-9 A-10

W COLONIAL DR

EDGE

WAT

ER D

R

N HU

GHEY

AVE

N PA

RRAM

ORE

AVE

W AMELIA ST

W LIVINGSTON ST

N


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

park names will be determined through

community stakeholder charrettes


A-11 A-12

submitting entityteam Qualifications

development capacity banc of america community development corporation

ustler development, inc.bacdc master planned development portfolio

ustler development, inc. portfoliofinancials

section

enCOretampa, fl

channelside

ybor

downtown

tampa

4

275 NEBRASKA

CASS

SCOTT

CRO

SSTO

WN

EXPW

Y

architectural rendering oF urban mixed-use downtown tampa development: encoreexample oF large-scale community revitaliZation in an area oFeconomic blight and disinvestmentRenderings are conceptual in nature and are for illustrative purposes only.

vast experiencelocal passion

creative village development, llc801 north orange ave., suite 530orlando, Fl 32801407-839-1070

roxanne amorosopartner :: creative village development, llcsenior vice president :: banc of america community development corporation

craig ustlerpartner :: creative village development, llcpresident :: ustler development, inc.principal :: creative village orlando, llc

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.

Our team has demonstrated mastery of transit oriented design and green development.

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.

right team > right timeour 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.

team qualifications

submitting entity

B-1 B-2

two accomplished industry leaders with rich legacies of creating projects that are the catalysts of neighborhood revitalization

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 mixed-income 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.

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.

Banc of America Community Development Corporation development capacity

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.

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.

ustler Development, inc. development capacity

B-3 B-4

ENCORE INfRastRuCtuRE jOb faIR 2

line of candidates forms at the development site for the job fair, March 25, 2010

tampa CENtRal busINEss dIstRICt

dEvElOpmENt sItE

local + minority participation in action

11-aCRE publIC paRk + amphIthEatRE lEadINg INtO thE tOwN CENtER wIth afRICaN amERICaN hIstORy musEum

Banc of America Community Development Corporation portfolioENCORE case study

B-5

n

PARCEL 11HOTEL/CONDO

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PARCEL 12GROCERY

futureMULTIFAMILYRESIDENCES

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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.

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.

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.

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.

senior housing + ground-floor commercial + public art in

encore’s town green

town GREEnCEntER StaGEhiStoRy muSEumSkatE paRkplayGRoundSCommunity CEntERamphithEatREpERfoRmanCE StaGEhiStoRy walkpathwayStEmpo apaRtmEnt homESthE Ella SEnioR apaRtmEnt homEStRio apaRtmEnt homESoffiCEmiddlE SChool

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101112131415

ENCORE (under development)developer: Banc of America Community Development Corporation

location: downtown Tampa, FL

project value: $450 million

partners: Tampa Housing Authority

snapshot: 32-acre urban infill mixed-use master development with 11-acre public park

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

Most transit oriented master development ever imagined for Tampa - centered between the planned light rail and high-speed rail stations

Master development site work totals over $36 million dollars including the renovation of the park

Marketing four lots for purchase and development for commercial, office, or hotel use

First Ward Place & The Garden Districtdeveloper: Banc of America Community Development Corporation

location: downtown Charlotte, NC


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.

Financed though a combination of HOPE VI funds ($41.6 million award), 9% low income housing tax credits.

First Ward Place is a mixed-income community comprising: < 274 multi-family rental units < 55 for-sale detached single family homes and townhomes

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.

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.

Design and layout of the Garden District complement the First Ward Place development, resulting in an entire redeveloped First Ward neighborhood.

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.

First Ward and the Garden District were awarded the Urban Land Institute Award of Excellence in 2004.

BACDC master planned development portfolio

banc of america community development corporation (bacdc) is uniquely adept at the redevelopment of urban neighborhoods that have experienced economic blight and disinvestment

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ENCORE pays homage to the neighborhood’s rich musical heritage and sets the stage for downtown Tampa’s next stride

B-7B-6

Centerpointdeveloper: BancofAmericaCommunityDevelopmentCorporation

location: downtownBaltimore,MD

projectvalue: $100million

partner: HaroldA.DawsonCompany

snapshot: full-blockurbaninfillmixed-usedevelopment

full-blockurbanmixed-usedevelopmentcomprising:<392rentalunits(newandhistoriclofts)<415-spacestructuredparkinggarage<35,000+SFofground-levelretail/restaurants<historictheatre

BACDCandpartnerHaroldA.DawsonCompanysuccessfullyrespondedtoanRFPforassemblyanddispositionofawholeblockindowntownBaltimore.

CenterpointisalinchpintotheCityofBaltimore’s$1billionWestsiderevitalizationinitiative.

Constructionincludedfourmajorprojectcomponentsincludinghistoricrehabilitation,anew19-storyresidentialtower,structuredparkinggarage,andnewmid-riseloft/retailconstruction.

Financedthroughaninnovativemixofequity,debt,taxincentives,historictaxcredits,andCityandStategrantssupportingthemixed-useandtransitorientednatureofproject.

Parkside Development(under development)

developer: BancofAmericaCommunityDevelopmentCorporation

location: Washington,D.C.

projectvalue: $181million

partners: LanoInternational+MarshallHeightsCommunity DevelopmentOrganization

snapshot: 14-acreurbaninfillmixed-usedevelopment

ParksidewasakeybuildingblockoftheCity’sinitiativetorevitalizetheAnacostiariverfront.

Groundbreakingtransitoriented,mixed-incomedevelopmentlocatedbetweentheAnacostiaRiverandKenilworthAvenueFreeway(DC295).

Mixofaffordableandmarketratehousing,retail,office,passivegreenspace,andapark.

Transitoriented,mixed-use,mixed-incomeneighborhoodeastoftheAnacostiaRiverononeofthelargestremainingcontiguousparcelsoflandinWashington,D.C.

BACDCmanagedthelandplanningprocess,iscurrentlydevelopingoneparcelforitsownportfolio,andismarketingandsellingotherparcelsforindependentdevelopment.

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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.

Thornton Park Centrallocation: Thornton Park, downtown Orlando


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.

masters of envisioning, developing, and sustaining authentic and meaningful urban development in the heart of Orlando

801 North Orange location: Uptown District, downtown Orlando



team: Baker Barrios Architects, Inc. + Brasfield & Gorrie, LLC + Wachovia Bank, NA


801 North Orange was completed in 2006 and is located in downtown Orlando’s emerging Uptown District.

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.

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:

< 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

GAI Building (under development)location: South Eola District, downtown Orlando



team: Baker Barrios Architects, Inc. + Brasfield & Gorrie, LLC + M & I Bank


Professional office building (approximately 105,000 SF) with an integrated parking garage of 305 spaces, plus ground floor commercial space.

Future home of GAI Consultants, Inc. Orlando headquarters.

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.

Ustler Development, Inc. portfolio

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 theonly significant, private building under way in downtown Orlando.

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Merrill Lynch, have $1.465 TRILLION in assets.

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historical timelinejoint venture formation

horizontal master development entityteam profiles

core team members

section

design cOmpetitiOn cOncept mOdel created by university Of flOrida citylab graduate students

a partnership rooted in mutual respect and

complementary talentsignites

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, market-driven, 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 is everything >

historical timeline joint venture formation

City task force recommends redeveloping the existing arena site and surrounding land as “Creative Village” - a community anchored by digital media and the creative class2007

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 Village2007

CVO and Banc of America Community Development Corporation (BACDC) explore opportunities to joint venture on Creative Village2009Creative Village Development, LLC, a joint venture comprised of BACDC and CVO, is established March 23, 2010, to pursue Creative Village Solicitation for Proposals 2010

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Banc of america community

Development corporation

CReaTIve vILLageORLaNdO, LLC

CReaTIve vILLage deveLOpmeNT, LLC

James feildCentral Region CDB Market Executive and

Real Estate Development Executive

roxanne amorosoSenior Vice President

nancy crownSenior Vice President

laura KeenanSenior Vice President

eileen pope Senior Vice President

Jesus “Jesse” leon Vice President

John poolVice President

craig ustler Principal

tim bakerPrincipal

ben noelPrincipal

Jeff brockPrincipal

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.

James FeildCentral Region CDB Market Executive and Real Estate Development ExecutiveBACDC

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.

Roxanne AmorosoSenior Vice PresidentBACDC

horizontal master development entity

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.

Laura KeenanSenior Vice PresidentBACDC

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.

Nancy CrownSenior Vice PresidentBACDC

team profiles

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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.

Jeff brockChief Executive Officer

Realty Capitalwww.realtycapitalfl.com

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, mixed-

use, 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.

Jesus “Jesse” LeonVice PresidentBACDC

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.

Eileen PopeSenior Vice PresidentBACDC

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.

John PoolVice PresidentBACDC

a transformative vision for Orlando carried out by a team of experts in: attaining federal + state funding

cOmplex financial strategiespublic/private partnershipscreative + educatiOnal industriesmixed-use develOpmentmixed-incOme develOpmentbrOwnfield develOpment

green develOpmenttransit Oriented designlOcal + minOrity participatiOnneighbOrhOOd revitalizatiOnmarKetingOrlandO

ben noelPresident

360Ed, Inc.www.360ed.com

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.

craig ustlerPresident

Ustler Development, Inc.www.ustler.net

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.

tim bakerPrincipal

Baker Barrios Architects, Inc.www.bakerbarrios.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.

team profiles team profiles

Bachelor’s of business administration in marketing

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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 burnsr l burns, inc.

brian butler

Jcb construction, inc.

Kelly cohen

southern strategy group Orlando

stephanie darden

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.

core team members

We would like to recognize the contribution efforts of our core team members on this solicitation response.C-7 C-8



sectionwe excel at the art of the deal


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.

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, 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.


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

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the plangreen energy efficient standards

transit oriented designfinancially feasible plan

inclusion of parramoreblueprint for the proposed development

demonstrated track recordcreative industry expansion

educational industry expansionparking

recreational usesnap ford community school

jobs, tax revenue, and public expense

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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 authenticurban 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 develop-ment 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 improve-ments. 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.

< 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.

tomorrow < a future in focus

today < old amway arena surrounded by surface parking

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redevelopment 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.

LAND USE CONCEPTUAL PROGRAM

OFFICE / CREATIVE 900,000 – 1,000,000 square feet

EDUCATION Higher Education 300,000 – 500,000 square feet K-12 Education(1) 25,000 square feet

RESIDENTIAL(2) 1,200 – 1,500 units

RETAIL / COMMERCIAL 125,000 – 150,000 square feet

HOTEL 150 – 200 rooms

(1) Initial concept - to be determined after working directly with school to determine needs (2) Up to 20% could be “for-sale” housing

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.

conceptual master land use plan

lynxcentralstatiOn/sunrail


HIGHER EDUCATION

K-12 EDUCATION

OFFICE / CREATIVE

MIxED-INCOME RESIDENTIAL

HOTEL

TBD

(to be determined for residential or office/creative)

ExISTING CENTROPLEx PARKING GARAGES

Nap FordCommunity School

includes potentialgrocery

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redevelopment plan

green energy efficientStanDarDS

gReeN ROOf aT UNIveRsITy IN sINgapORe

gReeN ROOf OveR paRkINg sTRUCTURe

gReeN ROOf IN ChICagO

TeRRaCed pLaNTINgIN japaN

1) chilled water2) solar energy3) recycling of existing

on-site materials

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.

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.

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.

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redevelopment plan

tranSit orienteD DeSign

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).

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.

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.

a specific goal of the creative village is to increase sunrail ridership. successful tOd at creative village will validate and improve the sunrail investment.

ChaRLOTTe

pORTLaNd

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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.

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.

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.

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.

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.

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financially feasible plan and strategy for state & 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.

financially feasible planOur 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< 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, transit-oriented 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.

$1.5 billion in available funding

TIGER Grant (Transportation Investment Generating Economic Recovery Grant) Notice of Available Funding due out in April 2010

Deadline: August/September 2010 award February 2011

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”:

< passenger and freight rail transportation projects;

The following types of long term outcomes will be given priority: < Livability: Improving the quality of living and working environments and

the experience for people in communities across the United States. < Sustainability: Improving energy efficiency, reducing dependence on oil,

reducing greenhouse gas emissions and benefitting the environment. < Job 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.

< Innovation: The Department will give priority to projects that use innovative strategies to pursue the long term outcomes outlined above.

< Partnership: 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.

$100 million in available funding

Sustainable Communities Planning Grant Program (HUD)Notice of Available Funding due out in April 2010

DEADLINE: June 5, 2010

Proposed for Planning and Design Funding

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> Preparation 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> Preparation 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.

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.E-11 E-12

$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.

$196 million in available funding

America Recovery and Reinvestment 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.

$1.93 billion fiscal year 2009

Neighborhood Stabilization Program 3 (HUD) 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.

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, Opa-Locka 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.

< sample awarded projects

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proposed strategy timeline

2010 2011 2012 2013 2014 2015

creative village strategic activities

search and apply for state grant funding opportunities

search and apply for federal grant funding opportunities

seek national foundation financial opportunities

initiate collaborative partnerships to strengthen development

create green initiatives and technology opportunities

utilize brownfield incentives

elevate development profile nationally to create opportunities

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 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

City lot block sellout and development will occur over a period of 15 years commencing when infrastructure is completed.

2010 2011 2012 2013 2014 2015

creative village strategic activities

civil construction documents to permitting

demolition of roadways

new infrastructure construction

parks and community green space construction

nap ford community charter school construction

new recreation facility construction

all of these activities are subject to the timing of receipt of funding.

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parramore’s historical pathEstablished 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.

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.

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.

redevelopment plan

incluSion ofparramore

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.

Parramore’s historical background was written thanks to the resources and information available at:

www.floridablacktourism.comwww.cityoforlando.netwww.pastinc.orgE-17 E-18

pathways for parramoreIn 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.

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

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 futureOur 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.

hOusingThe 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

business develOpment 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.

We see a culturally diverse, vibrant, inclusive and promising new hub for urban life in Downtown Orlando.

public safetyPublic 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.

children + educatiOnOur 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.

Quality Of lifeThe 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

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

review anD proceSSing iS unDerway for infraStructure joB alignment opportunitieS

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.

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:

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.

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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.

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.

blueprint M/WBE plan


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. 276a-7) 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.

goal 2 > Develop a local workforce initiative to provide trained workers.

COMMUNITy OUTREACHUstler 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.

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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.

goal 3 > Collaboratively working with the Venue Partners and other community stakeholders to identify and explore long-term business opportunities in affected areas.

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.

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.


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.

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.

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.


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.

blueprint M/WBE plan

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the Development Team can demonstrate:

< Capacity To Market the Proposed Project

< Track Record of High-Quality Design

< Experience in Public/Private Partnership

< Understanding of the Challenges and Opportunities Inherent in Developing in an Urban Environment

capacity to market the proposed projectAs 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.

Should the development team pursue potential future vertical development, our team hasthe 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 well-

known 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 horizontalmaster development, as well as the potential future vertical development. This effortalso includes public relations, community involvement, and brand evolution.

We are committed to proactively managing public relations to maintain a positive imageboth within the local community and on a national scale. We truly believe thatCreative Village can be a model for urban redevelopment and we are committedto 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.

As 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.

As evidenced throughout, our team has a proven track record in completing similar redevelopment projects.

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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.

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/)

2004 2005 2006 2007 20102008 2009

August 2009 – University of Florida CityLab locates to Creative Village

Tomorrow and beyond – Creative Village becomes an international hub for the emerging media industry

Oct 2007 – House of Moves located to Creative Village

Oct 2004 – City entered into an agreement with the University of Central Florida to transform the Expo Center into the Florida Interactive Entertainment Academy

creative inDuStry expanSion

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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 villageThe 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 visionIt’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.

However, 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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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 strategyUnder 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 todayThe 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 florida Interactive entertainment academy (fIea) < 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.

University of Central florida’s Center for emerging mediaCEM 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 ComponentsOur 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.

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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)

multi-family residential 1.75/unit 2,400

ground floor commercial 0/1,000 sf 0(2)

hotel 0.75/room 110

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

redevelopment plan

parking

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redevelopment plan

millennium park, chicago

recreational uSeS

P U B L I C S A F E T Y

A R L I N G T O N • V I R G I N I 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.

parks and open spaceThere 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.

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.

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.

for illuStrative purpoSeS onlyconcept for puBlic Safety memorial By jefre

community assetsthe 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.

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inspiratio

n so

urcesrecreatio

nal uses

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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 expenseAs a result of the Creative Village Development, the following public expenses would be reduced:

Improvements to North Parramore AvenueThe horizontal master plan and related infrastructure work propose landscaping, streetscape, and other improvements to North Parramore Avenue which will enhance the neighborhood.

Recreation FacilityThe 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 DesignOur 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 UsageOur plan calls for the design of a central chiller system which will conserve energy and reduce consumption of our energy resources.

jobs, jobs, jobsRecognizing 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 build-out. 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 RevenuesIn 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.

jobs andincremental tax revenues

Construction ImpactsConsist of direct jobs to construct projectJobs were estimated based on construction costs and use of RIMS II multipliers available from U.S. Bureau of Economic AnalysisConsist 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) $ 30,000,000

K-12 (sf) $ 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 $565,491,254

total demand $1,039,768,769

total Jobs 6,478

total earnings $226,648,895

Permanent ImpactsConsists of direct jobs employed by users of constructed spaceSchool 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 ImpactsAt 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 emplOyees

post secondary schools 300,000 300 1,000

K-12 25,000 300 83

Office 975,000 300 3,250

retail 250,000 598 418

hotel (units) 150 0.5 75

tOtals 1,550,150 1,498.5 4,826

land usetOtal

demand tOtal JObstOtal

earnings

post secondary schools $173,368,616 1,505 $39,517,982

K-12 $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

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.E-43 E-44

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.

Documents

creative village development, llc - City of · PDF filedevelopment corporation and creative village orlando, ... sound and feasible financial strategy that will enable us, ... creative