SES HJRproposal Eval

8/13/2019 SES HJRproposal Eval

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H.J. RUSSELL & COMPANY

Building the future one community at a time.

SOUTH ELM STREET REDEVELOPMENT

DEVELOPMENT TEAM REQUEST FOR PROPOSALSH.J. Russell & Company

504 Fair StreetAtlanta, Georgia 30313


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March 29, 2011

Ms. Dyan Arkin, AICP

Community Planner/Development Coordinator

City of Greensboro

300 West Washington Street

Greensboro, NC 27402-3136

RE: South Elm Street Redevelopment Development Requests for Proposals

Dear Ms. Arkin:

It is with great pleasure and excitement that H.J. Russell & Company submits to you our response to the Request for

Proposals for the South Elm Street Redevelopment. We believe that the experiences and specialized disciplines of each

of our team members make H.J. Russell and Company the ideal Developer for the City of Greensboro. Our team offers

the following capabilities:

Master Planned Community Development Experience - Russell has been involved in several large scale

redevelopment projects with local municipalities. Russell has served in many roles and capacities including

manager, developer, and contractor.

HUD Experience - Our team of professionals brings a wealth of experience in dealing with HUD regulations and

programs. We currently manage over 7,500 affordable units throughout the country that are connected with a HUD

program. This provides us with real time experience and relevant practical application of regulations.

Minority-Owned Industry Leader Recognized by Black Enterprise as one of the Top 100 African American

Companies, we have a deep commitment to assist our fellow M/WBE colleagues in achieving the same success.

Our M/WBE participation plan outlines how we plan to generate project involvement.

Program Management Experience Our team boasts a portfolio of over 50 years of experience in management,

general contracting, construction management and development. From public and private residential projectsand government projects such as Hartseld Jackson Airport, we oversee and manage quality construction projects

that are completed on time and on budget. Our team of professionals is experienced with new construction and

renovation project in the government arena.

Big Picture Thinking - Russell offers a full range of services including general contracting, construction

management, design/build, program management, real estate development, and property management services.

Because of our diverse range of services, Russell brings to every project, regardless of size or scope, a wealth of

talented, professional staff members who know the ins and outs of mixed income projects from the point of view of

every stakeholder.

The primary contact for the H.J. Russell Team will be Mr. Edrick Harris. He can be contact directly at (404) 330.1036.

Do not hesitate to contact Mr. Harris for any additional information or clarication of any aspect of our submission.

Respectfully,

H. Jerome Russell

H.J. Russell & Company

H.J. Russell and Company ~ 504 Fair Street, SW ~ Atlanta, GA 30313 ~ 404.330.1000 phone ~ 404.688.5179


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South Elm Street Redevelopment | 3

TABLE OF CONTENTS

SECTION 1Development Team Capability. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4

SECTION 2Financial Capacity. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35

SECTION 3Development Program and Design . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52

SECTION 4Local and DBE/HUB/MWBEOutreach and Participation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56

SECTION 5References. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59


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4 | South Elm Street Redevelopment

DEVELOPMENT TEAM

RUSSELL NEW URBAN DEVELOPMENT OVERSITE AND MASTERPLAN CONSULTATION

Russell New Urban Development, LLC, the development arm of H. J. Russell & Company and aprivately held real estate development company, is a catalyst for urban transformation primarilythroughout the Southeast. We have 50+ years of experience in urban development and understandhow to create thriving urban communities. From single and multi-family properties to mixed-usecommunities and commercial developments, we identify and define locations that offer homebuyers

and retailers appreciable advantages and great place to live, work and play. Our mixed-usecommunities offer a range of services and offerings that attract a diverse group of consumers andbusinesses. We have placed over 3000 residential units and 60,000 square feet of retail in the market

The development arm began by developing the multi-family portfolio (largely composed of HUDproperties in Atlanta) throughout the companys 55-year history and has now transitioned duringthe last few years into producing market-rate, mixed-use condominium and loft projects (both for-sale and rental) in emerging urban areas in Atlanta such as Edgewood, West End, Castleberry Hiland Washington park as well as out-of-state venues such as Newark, Baltimore and Tampa. WhileRNUD is strongly focused on urban neighborhood revitalization and enhancing core urban areas, it

does not want to be overly ambitious in its development plans at the expense of project quality anddeal flow. RNUD takes a more controlled growth approach with a focus on project excellence andvalue over quantity.

The strength and influence of our parent firm, H. J. Russell & Company, gives us access to tremendousresources and cross-functional expertise in general contracting, construction and property managementThese qualities, combined with a history of working successfully with city officials and neighborhoodresidents, distinguish Russell New Urban Development and our ability to stimulate economicrevitalization and growth.

RNUD is spearheaded by H. Jerome Russell, President. Mr. Russell dedicates the majority of his time

to RNUD and under his leadership the company has completed over $100 million of developmentover the last 3 years with over $200 million of real estate development in the pipeline.

lFeasibility Analysis

lLand Development

lFinancial Analysis

lConstruction/Design Management

lPost Construction Management

lAsset Management


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Team Directory

H. Jerome Russell

504 Fair Street SW

Atlanta, GA 30313

[email protected]

Office: (404) 330-0917

Fax: (404) 330-0867

Cell: (404) 509-0513

Edrick Harris

504 Fair Street SW

Atlanta, GA 30313

[email protected]

Office: (404) 330-1036

Fax: (404) 330-0867

Cell: (404) 317-7597

Russell New Urban can take a project from concept through completion. Services offered are:

We are known for our tradition of excellence and we have a vision of strengthening Americasfoundation through effective urban development.

Building the future one community at a time.

Our Mission:

lSustain a Profitable Enterprise

lOffer Superior Products and Services

lEnhance Quality of Life

lEarn Employee loyalty and demonstrate our commitment to their success

lBe recognized as national leaders:

Our firm and partners will work together as one cohesive unit to provide professional


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APPROACH AND METHODOLOGY

Development projects are often complex undertakings. Many of todays investors and governmenauthorities solicit outside assistance to manage this process. Those authorities that are equippeto manage these projects internally are often understaffed or lack the development experience tocomplete complex projects. Engaging development managers to act as an extension of the staff tmeet the challenges of the program is a proven approach. RUSSELL will utilize professional programmanagement techniques from conception to completion for the purpose of controlling time, cost andquality. In addition, the following tools will be developed during the contract period that will enabl

a development team to monitor development projects as they are awarded.

lReview market study/feasibility report and make recommendations regarding subsequent steps.

lManage and coordinate all due diligence activities including, but not limited to soils testing,site planning and designer selection.

lIn concert with the owner, provide insight and support in financial discussions on the local,state, and federal level to indentify all potential sources of funding and support for the project.

lComplete all required proformas and cash flow analysis to provide a concise financial over-view of the project.

lCreate and update a master schedule identifying critical path items for acquisition, financing,

and development activities.lProvide a monthly documentation of all activities.

I. PLANNING

A. Provide Initial PlanningWe will begin Phase I with a Program Launch or kick-off meeting. This begins the process for taloring our plan to your needs. Program Launch begins with a review of the proposed program anscope of work. The client takes the lead in confirming key elements of the project goals, prioritiespolicies, vision, schedule, and budget. Russell New Urban will take the lead in clarifying the principles of the work plan we have presented.

B. Establish a Revitalization Steering CommitteeInvolvement of key stakeholders and government officials are essential to viable revitalization. ThRevitalization Steering Committee will be established to continue to gain community support on oushared vision. Periodic meetings will be conducted, and stakeholders kept informed of progress.

C. Review and Documentation, Planning Objectives and PrioritiesWe will review and document the planning actions and activities completed to date, as well as ancomments and directions that may have been provided by City of Greensboro. This will involvverification of investment allocations and potential outside funding sources, and the preparation of budget to reflect the realities and dynamics of a program of this magnitude.


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D. Prepare the Final Revitalization PlanWe will work with the investment team and other stakeholders to evaluate and challenge programrequirements for the purpose of developing and finalizing the Revitalization Plan. This will involvereviewing all relevant East Greensboro guidelines, reviewing prepared Comprehensive Land Use Plansand Revitalization Plans, preliminary engineering studies and other submissions, and conductingadditional planning analysis as needed. The final Revitalization Plan must identify specific programs,budgets, and timetables for all components of the development; including financing, planning,construction, management, and economic development.

E. Prepare Other Supporting DocumentationAlthough requirements are not identified, we anticipate that any grants or acquired city/state fundingwill require other reports and documentation for implementation of the program described in theRevitalization Plan. As may be required by granting agencies, we are prepared to draft such otherplanning documentation, such as a revision to the project master plan.

II. FINANCIAL ANALYSIS/COORDINATIONAs mentioned earlier in the proposal, putting together the various financial pieces required to fund therevitalization effort is one of the greatest challenges. Our role in this phase will be two-fold. Primaryimportance will be placed on making sure that the investment teams interests are protected. Thisnecessitates a full and complete understanding of their financial structure and the constraints underwhich it operates in order to have access to the funds made available for development. RUSSELL hasa strong financial understanding of master developed communities as well as strategic alliances withnational financial advisors around the country. We will bring those resources to bear in analyzingand reporting the various financing options being considered by the investment team.

Of equal importance will be our role in commandeering the process. We will develop a system bywhich we track responsibilities, dates for completion, and progress.

III. DESIGN COORDINATION

Since the responsibility for design will rest with the master developer, we will establish design qual-ity control standards for which the design team will have to accept responsibility for the following:

a)Conceptual Phase

b)Schematic Design Phase

c)Design Development Phase

d)Construction Documents Phase

The team will meet regularly with the client to discuss findings, program issues, management op-tions, and redesign alternatives. Many of these meetings will be working sessions where the commit-tee will work with the master developer in evaluating design alternatives.


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IV. CONSTRUCTION MANAGEMENTConstruction management begins with ensuring that the developer is properly prepared forthe bidding process, and continues throughout the work until the facility is complete andready for turnover for occupancy. RUSSELL will develop the following tools to ensure thedelivery of the highest quality facility within the constraints imposed by the project budget.

lEvaluation and tracking of contractor(s) bidding processes to ensure that quality local,minority, and disadvantaged businesses are afforded ample opportunity to participatein the project.

lEvaluation and tracking of contractor(s) demolition, relocation, and constructionschedules.

lIdentify variances in projected and actual completion dates at all phases of theschedule and make recommendations to the developer and MRA on methods ofadjustment.

lIdentify and report on budget variances; make recommendations for adjustment.

Russell New Urban has the professional experience to provide all of the master developmentoversight and coordination to bring your vision to reality.


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Relevant Experience

Russell has over 50 years of experience in urban development and understands how to create thrivingurban communities. From single and multi-family properties to mixed-use communities, we identify anddefine locations that offer homebuyers and retailers appreciable advantages and great place to live, workand play. We are familiar with HUD housing requirements as well as HOPE VI - there will be no learningcurve for our team. As documented throughout this proposal, our team satisfies all the requirements toprovide professional development services to the City of Greensboro.

Program Requirements

Russell

Experience

Experience with Federal Policy and Planning x

Experience with preparing similar proposals with emphasis on low incomean affordable housing

x

Experience with five (5) projects of similar nature x

Successful development of a plan of a similar nature x

Experience and professional excellence of designated key professionals x

Experience in urban planning xNational experience with Public issues, and subsidized housing x

Experience with supportive and community services activities which fullymeet local, state, and federal codes, ordinances, regulations and criteria aspromulgated by HUD

x

Experience with project planning, methodologies/strategies to accomplishtasks, services

x

Experience and knowledge of redevelopment of communities x

Experience with Real Estate financing x

Experience in meeting MBE/WBE Participation Goals x

Experience in identifying, pursuing and applying for sources of funding nec-essary to achieve the ends anticipated by the application

x

The following housing projects represent those that most closely align with the proposed housingdevelopment for the Housing Authority of the City of Greensboro.


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H.

JeromeRussell

President

EdrickHarris

Development

Manager

GregDixion

Construction

Se

rvices

ProgramManagement

TeamSupport

Va

lery

Ca

lloway,

VP

PropertyManagement

Services

LocalDevelopment

Partner

Engineering

TBD

Architects

WakefieldBeasley&

AssociatesandESPA

Valery

Calloway

Property

Management

Ov

ersight

TeamO

rganization

H.J.

RUSSELL&

COMPANY


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Team Resumes



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EDUCATIONBachelor ofScience, BusinessAdministration andManagementGeorgia State University

YEARS EXPERIENCE24Years

CERTIFICATIONSCertified CommercialInvestment Manager(CCIM)

Certified Property

Manager (CPM)Candidate

PROFESSIONALAFFILIATIONSLeadership Atlanta,Class of 1993

H. Jerome Russell

Project Executive

H. Jerome Russell has strategically moved through the professional ranks of theH.J. Russell & Companys construction and real estate development operations tohis current position as president of H.J. Russell & Company. In his expanded rolehe focuses on maximizing the companys existing real estate holdings and urban

infill redevelopment, following his passion for the revitalization of urban areasthroughout the United States. Additionally Jerome will create a branding strategyto build awareness of The Russell Companys initiatives throughout the UnitedStates and in nontraditional markets. During his career, Jerome has managednumerous large operations, including a $15 million beverage distributor, CityBeverage Company, and Gibraltar Land Inc., a Russell-owned developmenfirm, where he oversaw retail and residential developments valued at millions ofdollars. In 1992, Jerome was named executive vice president of H.J. Russell &Company. He served in a key support role to the chairman and chief executiveofficer. In 1995, after the merger of several independent companies into oneentity, H.J. Russell & Company, he assumed the title of President and Chief

Operating Officer. Jerome received his Bachelor of Science degree in businessadministration and management from Georgia State University. He also earnedprofessional certifications in commercial investment management and propertymanagement (CPM, CCIM).

RELEVANT PROJECT EXPERIENCEStratford Inn- 205 single room occupancy

Edgewood Court Apartments- 204 unit section 8 housing

Paradise East Apartments- 176 unit section 8 housing

Greenbriar Commons- 174 unit cooperative

Hollywood West Apartments- 84-unit section 8 housing

Martin Manor Apartments- 64-unit section 8 housing

Mt. Zion Garden Apartments- 148-unit section 8 housing

Central Methodist Gardens, I & II- 240 unit section 8 housing

Shawnee Apartments - 32-unit section 8 housing

Westlake Manor Apartments - 32-unit section 8 housing

Martin L. King , Jr. Apartments- 192-unit section 8 housing

Etheridge Court I & II Apartments - 164 & 190 unit section 8 housing

Linwood Apartments- 100-unit section 8 housing

Dogwood Apartments - 80 unit section 8 housing

Paradise East Apartments- 176 unit section 8 housingThe Cliffs Apartments- 120 unit section 8 housing

Lake Forest Apartments- 117 unit section 8 housing

Scott Homes- 754 unit public housing

Parc Vue- 141 unit conventional

Grady Homes- 495 unit public housing

Antoinne Graves - 310 unit public housing

Roosevelt House- 257 unit public housing

Palmer House - 250 unit public housing


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EDUCATIONMaster of City Planning,Land DevelopmentGeorgia Institute ofTechnology

Bachelor of Science,Real Estate Develop-mentSouthern PolytechnicState University

YEARS EXPERIENCE12 Years

CERTIFICATIONSHousing Development

Finance Professional

PROFESSIONALAFFILIATIONSAmerican PlanningAssociation

Urban Land InstituteGeorgia Regional

International Councilof Shopping Centers

Instructor at the GeorgiaInstitute of Technology

Edrick HarrisSenior Development Manager

Edrick Harris has more than 12 years experience in real estate development,project, and program management. As Senior Development Manager, he isresponsible for reviewing sites for potential development, performing preliminaryland use and financial analysis to determine site development potential, overseeing

the entitlement process, and managing multiple projects from inception throughconstruction completion.

Edrick has overseen a multitude of complex mixed use projects during his 10year tenure at Russell New Urban Development, the development and programmanagement arm of H.J. Russell and Company. These projected included threenotable transit oriented master-planned communities. The Villages at Carver, SkyLofts, and Historic Westside Village are key revitalization projects that includeland assemblages up to 105 acres with multiple phases and the completeddevelopments redefined the communities they served by adding additionalhousing units, retail, and park/recreational space.

Prior to joining Russell, Edrick was the Administrator of Planning and ZoningDepartment for the City of Kennesaw in Georgia. His duties included planreview, development consultation, planning, and zoning analysis.

SELECT PROJECT EXPERIENCEVillages at Carver - Atlanta, GA(105 Mixed Use Mixed Income Development)

Historic Westside Village - Atlanta, GA(Master Planned Community with Condimiums, Townhomes, & Retail)

The Legacy at Castleberry Hill - Atlanta, GA(Master Planned Mixed Use Development with Apts, Hotel, and Retail)

Central Park Lofts - Atlanta, GA(Condominium Project)

Moultrie Manor - Moultrie GA(Apartment Major Rehab)

Wright Young Hall Renovation, Clark Atlanta University - Atlanta, GA(Program Management for Renovation of CAU School of Business)



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EDUCATIONBachelors of Fine ArtsValdosta StateUniversity

Associate of AppliedScience, ManagementValdosta State University


Jeffrey Cowan, CAPS, CPO, COSCommunity & Resident Services

Mr. Cowan is responsible for the operations of H. J. Russell & CompanysProperty Management Division consisting of 40 communities, totaling 5,894units in Georgia, Florida, Chicago and Detroit. The managed properties includeaffordable, conventional, tax credit, public housing, and commercial programs

Jeff directly manages four Regional Property Managers, monitoring complianceaspects and issues, rehab and capital improvements iniatives. He also assists inmortgage restructuring and property sales.

RELEVANT PROJECT EXPERIENCE

Stratford Inn- 205 single room occupancy


Paradise East Apartments - 176 unit section 8 housing


Hollywood West Apartments- 84-unit section 8 housing

Martin Manor Apartments- 64-unit section 8 housing

Mt. Zion Garden Apartments - 148-unit section 8 housing


Shawnee Apartments- 32-unit section 8 housing

Westlake Manor Apartments- 32-unit section 8 housing


Etheridge Court I & II Apartments- 164 & 190 unit section 8 housing

Linwood Apartments- 100-unit section 8 housing

Dogwood Apartments- 80 unit section 8 housingParadise East Apartments- 176 unit section 8 housing

The Cliffs Apartments- 120 unit section 8 housing




Grady Homes- 495 unit public housing

Antoinne Graves- 310 unit public housing


Palmer House- 250 unit public housing



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EDUCATIONBachelor of Science,Construction Scienceand Management,

Tuskegee University

YEARS EXPERIENCE

14 Years

Gregory DixonConstruction Manager

Accomplished manager with 14 years of experience with H. J. Russell & Companyin Construction Management Services. Ability to facilitate the collaboration anddevelopment of Community Development Revitalization Projects, coupled withdemonstrated expertise in structuring operations to support expansion in multi/

single family residential markets. Strong financial background accomplished bysignificant exposure and experience in operations, and demonstrated strengthsin redevelopment, reengineering, and implementation of new developmentprocesses. Designed and implemented operational improvements that fueledproductivity, process, and profitability improvements. Proven strength inarticulating mission critical goals and coaching culturally diverse staff to achieveobjectives. Established vital relationships with suppliers and other key peopleto ensure materials, supplies, tools, equipment, and personnel are obtainedand/or delivered as necessary. Greg maintains solid working relationshipswith the Owner/Customer and reflects and supports core company values aswell as consistently exceeds customers expectations. He has established vital

organizational and communication tools with contractors/ suppliers and otherkey groups to ensure all materials, supplies, tools, equipment, and personnel areobtained and/ or delivered as expected. Greg possess knowledge, understanding,and a sincere sensitivity to the Community Development Block Grant (CDBG)program as well as other FHA/HUD Assisted programs, as he believes in the corevalue of these programs to make available affordable housing in underprivilegedneighborhoods while creating an environment for the expansion of jobs. Gregmost notable involvement in a HUD funding project was the redevelopment ofthe Villages of Carver and Castleberry Hills in Atlanta, GA. It was critical thatthese projects followed the requirements and the primary objectives of Title I ofthe Housing and Community Development Act of 1974 as HUD only awardsgrants to entitlement community grantees to carry out a wide range of communitydevelopment activities directed toward revitalizing neighborhoods, economicdevelopment, and providing improved community facilities and services. Greghas built and led multiple teams up to 100+ Project Managers, Engineering Teamsas well as Administrative Teams in his division while supporting multiple projectstotaling ~$200 million. Consistently meet with sub-contractors and vendors toensure project timetables were not jeopardized as well as daily management ofinternal teams to mitigate risks and create an atmosphere where all parties aresuccessfully meeting project goals.

RELEVANT PROJECT EXPERIENCE

Campbell Stone Apartments; Atlanta, GA; $11MCarver Homes Phases I, II, III, V; Atlanta, GA; $34M

Castleberry Hills Phases I, II, III; Atlanta, GA; $45M

John Hope Homes Phases I, II; Atlanta, GA; $29M

Allen Hills Apartments; Atlanta, GA; $11M

Centennial Place Phase II; Atlanta, GA; $10 M

Lakewood Christian Manor; Atlanta, GA; $5M

Bethel Church Homes; Athens, GA; $4M

Hollywood Shawnee; Atlanta, GA; $2M



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EDUCATIONBachelor of Science,Management ScienceDuke University


REGISTRATIONSCertified PublicAccountant (CPA)

Certified PropertyManager (CPM)

Certified Professional ofOccupancy (CPO)

Certified LeasingProfessional (CLP)

Val Calloway, CPAProperty Management

Valerie Calloway, Senior Vice President of Property Management is a leader inthe Property Management industry. Ms. Calloway joined H.J. Russell in 1977 asController of the Property Management Division. In 1994, she was promoted toVice President of the Property Management Division. There she developed strategic

plans for the effective management of 42 residential communities; eight commerciaproperties and lead the companys public housing privatization efforts.

In August 1999, Mrs. Calloway was promoted to Vice President/Chief FinanciaOfficer. In this role, she worked with commercial and investment bankers andmanaged the companies accounting and Finance functions. She also served asproject manager during the development and construction phases of two acquisitionrehab projects, monitored the start-up operations of the Carver Homes HOPEVI and served as the transition leader for the management assumption of severaPublic Housing and Section 8 Communities. In October 2001, Mrs. Callowaywas promoted to Senior Vice President of Real Estate Development where shecoordinated new construction and/or rehabilitation of multihousing units and othe

public/private financed developments. In August 2003, Ms. Calloway assumedthe role of Senior Vice President Property Management. Currently, she focuseson the repositioning of the affordable housing portfolio through refinancing andsubstantial rehabilitation. Her dual role includes responsibility for the operations ofall properties in the Property Management portfolio.

RELEVANT PROJECT EXPERIENCEStratford Inn- 205 single room occupancy


Paradise East Apartments- 176 unit section 8 housing


Hollywood West Apartments- 84-unit section 8 housingMartin Manor Apartments- 64-unit section 8 housing

Mt. Zion Garden Apartments- 148-unit section 8 housing


Shawnee Apartments - 32-unit section 8 housing

Westlake Manor Apartments- 32-unit section 8 housing


Etheridge Court I & II Apartments- 164 & 190 unit section 8 housing

Linwood Apartments- 100-unit section 8 housingDogwood Apartments- 80 unit section 8 housing

Paradise East Apartments- 176 unit section 8 housingThe Cliffs Apartments- 120 unit section 8 housing




Grady Homes - 495 unit public housing

Antoinne Graves- 310 unit public housing


Palmer House- 250 unit public housing



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Development Experience



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C A R T E R S T R E E T

M A R T I N L U T H E R K I N G J R D R I V

0 50 100

M A R T A M A I N T .

F A C I L I T Y

A S H B Y M ART A S T A T I O N

P U B L I X

MAYSON/ T

URNER

C H A R L E S H A R P E R

P AR K

P R I V A T E L AN E

P R I V A T E L AN EPRIVATE L

ANE

A S H B Y C I R C L E

C A R T E R S T R E E T G R E E N W A Y

E X I S T I N G

P A R K I N G

B R O N N E R

B R O T H E R S

W I L S O N

B U I L D I N G

3 Story L ive -Work

Townhomes

Surface Park ing

Covered Pedestrian

Pass-Throughs (2 )

Community Park

Covered Drive -Thru(one -way)

Covered Pedestrian

Pas s-Throughs (2 )

Mayson-Turner

Re -Aligned

+/-6

0

+/ -75 spaces

+/ -16 spaces

+ /-5

s p a c e s

+/ -3 spaces +/ -3 spaces

+/-18

spac

es

+/ -3 spaces

+/ -9 spaces

+/-18

spaces

Approximate Value$60 Million

ServicesReal Estate Development

Program ManagementConstruction Management

Start Date2005

Completion DateProjected 2012

HISTORIC WESTSIDE VILLAGEAtlanta, Georgia

Historic Westside Village is a privatelyowned mixed-use developmentoffering residents live/work/play withinwalking distance of the bustlingCollege area in the Historic Westsidesection of Atlanta. The first phaseincluded 60 town home units andat condominium, this tri-building,stick-frame construction with brickand stucco exterior finishes offers150 for sale condominium units

with an attached four-level precastparking deck for 450 cars. Theinterior courtyard contains a pooland enhanced landscaping whichoffers residents year-round outdoorentertaining. The Clubhouse housesfitness area. The site improvementsinvolve private roads, sidewalks,underground utilities and buildingpads.

The site also includes approximately

34,000 square feet of retail withan additional 30,000 square feetplanned. The development teamhas worked with the City of Atlanta,the Atlanta Housing Authorityand other economic developmentagencies to provide home ownershipopportunities for low to moderateincome individuals. There has alsobeen a strong partnership with thepolice departments to improve

neighborhood safety. The team is inthe process of installing an integratedsurveillance system and improve theoverall streetscapes in the area.

REPRESENTATIVE EXPERIENCE


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Program Management Team for Loveman Village Redevelopment | 19




Start DatePhase I- March 2005

Phase II - October 2006Completion Date

Phase I- September 2006

Phase II - October 2007

SKYLOFTSAtlanta, Georgia

Sky Lofts Phase I West Enddevelopment is located in theHistoric West End District of Atlanta,Georgia in close proximity to theAtlanta University Center and theWest End Mall. Its location alsoprovides easy access to major sportsand entertainment venues, as wellas accessibility to downtown andprimary transportation arteries. PhaseI is comprised of 2 buildings. Building

1 contains 99 condominiums withone level of below-ground parkingand 9,014 SF of ground level retailspace. Building 2 consists of 6 townhomes, individual parking garageslocated above the business & fitnesscenter. The two buildings combinedconsist of 105 total condominiumunits with 49 one-bedroom units,52 two-bedroom units and 4 two-bedroom townhouses. Pricing ranges

from the $140s to the mid $200s.Property amenities include a fitnesscenter, business center and swimmingpool. The property is equipped witha controlled access entry and all unitsare pre-wired for security systems.

Skylofts Phase II is a 3/ 4 Storyresidential building located at 898Oak Street SW, in Atlanta, Georgia.The building contains 102 units

consisting of 31 One Bed/One Bath,35 One Bed/One Bath with Den, and36 Two Bed/Two Bath units. The pricepoint starts in the mid $200s.



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CASTLEBERRY SUPER BLOCKAtlanta, Georgia

A planned mixed-use/ mixed-income development located at thesouthwestern edge of the CastleberryHill neighborhood in downtownAtlanta. The project encompasses fourcity blocks, and consists of loft housing,commercial retail space and seniorliving units developed and constructedin combination with existing and newinfill buildings. All new buildingswere designed and constructed so that

they are in harmony and compatiblewith the scale and character of theexisting historic buildings. Walkwaysand gardens have been added to theexisting street grid patter to promotethe downtown neighborhood feel andto promote the spirit of New Urbanism.

THE ARTIST SQUAREAtlanta, Georgia

RNUDs role as developer was to takethe project from conception throughto completion and occupancy and willinclude managing the planning, design,financing, implementation, marketingand sale of this development. Thehousing units consist of 76 loft-stylecondominium units (on average 990sq. ft. unit) spread across 2 multiplexbuildings with 2 stories in one buildingand 3 stories in the other over a groundlevel parking garage in each building.These units are served by community andneighborhood roadways, landscapingand infrastructure. The project islocated less than 5 minutes fromCentral Downtown and minutes fromrestaurants, the Georgia Dome, PhillipsArena, the Aquarium, Turner Field,Parks and other major entertainmentattractions.





Start Date2001

Completion DateOngoing




Start DateOctober 2006

Completion DateJuly 2007



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Our Partners Information



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WAKEFIELD BEASLEY & ASSOCIATES (WBA)

Founded in 1980 by Richard Lamar Wakefi eld and John B. Beasley, Jr. offers client services in MasterPlanning, Architecture, Interior Design, Program Management, and Construction Management, Receiptof thirty professional design awards acknowledges the design excellence Wakefield Beasley & Associatesmaintains for all projects. WBA is currently ranked among Atlantas Top 25 Architectural Firms.

Headquartered in Norcross, with regional offices in Jacksonville, Florida, Abu Dhabi, United ArabEmirates and Panama City, Panama, Wakefi eld Beasley & Associates maintains a staff of registered

and LEED Accredited professionals and interior designers. Our standards include hiring designers withexceptional experience and a working knowledge of AutoCAD and BIM as a means to provide our clientswith a successfully completed project.

Wakefield Beasley & Associates has executed the design of approximately 3000 architectural projectsand 1750 interior projects throughout the World. Ranging in size from small interior renovations toprojects over 3,000,000 square feet, these projects include both small mixed-use facilities to larger towncenter concepts.

FIRM INFORMATION

Wakefield Beasley & Associates5155 Peachtree Parkway, Building 300, Ste 3220Norcross, Georgia 30075

Phone: 770.209.9393Fax: 770.209.7050

www.wbassociates.com

Form of Ownership: CorporationState of Incorporation: Georgia

Number of Years in Business: 30 years


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ESPA FIRM

Formed in 1997, Efird Sutphin Pearce & Associates, PA has recently rebranded as ESPA. We are anArchitectural and Planning Design firm with experience in the wide spectrum of the built environmentand located in historic downtown Greensboro, North Carolina. ESPA is made up of five licensedarchitects, three of whom are LEED Accredited Professionals. ESPA renovated an old loading dockbuilding using a variety of sustainable design features including daylighting, bamboo flooring, andenergy efficient lighting.

Pooling a collective experience of over 85 years in the design and construction industry, the ESPAprofessionals provide exceptional design for medical, government, commercial, institutional,residential, and industrial clients in North Carolina, South Carolina, and Virginia. NCARB certified,ESPA is able to become licensed in other states.

ESPA works with a variety of experienced consultants and professional engineers. We tailor our DesignTeam to fit the needs of each specific project. Together, we provide the service and professionalismthat our clients expect and demand. We work with you to evaluate each project as a unique programthat leads to successful end results and a repeat clientele.

FIRM INFORMATION

ESPA Architects & Planners310 East Sycamore Street, Suite AGreensboro, NC 27401

Phone: 336.273.0083Fax: 336.574.1916

www.espaarchitects.com

Form of Ownership: CorporationState of Incorporation: North Carolina

Number of Years in Business: 14


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EDUCATIONAssociate of ArtsDegree in ArchitectureUniversity of Kentucky

Bachelor of Science inBuilding ConstructionUniversity of NorthFlorida


REGISTRATIONS/CERTIFICATIONSLicensed General

Contractor - Florida

PROFESSIONALAFFILIATIONS

Member, InternationalCouncil of ShoppingCenters (ICSC)

Member, Urban LandInstitute (ULI)

Member, SouthernBuilding Code Confer-ence (SBCC)

MICHEL T. LENTZ,DirectorPrincipal-In-Charge

The fast paced, constantly changing retail and mixed use marketplace has kepMike Lentz from experiencing many dull moments in his 27 year career. Heenjoys the way trends in the retail industry continually evolve, and the challengeof always staying competitive. Trained in both architecture and construction and

with a passion for design, Mike has successfully managed the planning, designand construction of retail and mixed use projects across the United States fromPortland to Miami, and internationally from Panama to Dubai.

As Director of Wakefi eld Beasleys Retail/Mixed Use Studio, Mike offers clientsa strong understanding of what it takes to commingle diverse uses such as retailoffi ce, and hospitality programs as part of a single project and make them allsuccessful. Mike is most actively involved in projects during their early stagesworking with clients through predevelopment, programming, and masterplanning, then shepherding each project into the design and constructionphases. He is also experienced in the development aspects of projects, such astenant negotiations, cost modeling, and procurement of entitlements.

Mike always looks for creative approaches and new ideas to incorporate in hisclients projects, but he also remains mindful of their cost and schedule constraintsThe most important aspect of his job is gathering input from a projects stakeholdersidentifying their key goals and how to achieve those objectives. Part of Mikes roleis also an educational process, sharing his professional expertise with clients,permitting agencies, and the general public as circumstances demand. As Mikeexplains, The more buy-in you have from all parties concerned with a project,the more likely it is to succeed.

RELEVANT PROJECT EXPERIENCETown Center at Atlantic Station Atlanta, GA138-acre mixed use brownfield redevelopment project in midtown area of Atlanta.

The Forum on Peachtree Parkway Atlanta, GA420,000 SF mixed-use development; including 330,00 SF of retail space;90,000 SF of office over retail.

Coconut Point Estero, FL1.2 million SF mixed-use/town center development.

Dubai Festival City Dubai, United Arab Emirates 2.5 million SF retail facility.

South Park San Fernando, Trinidad and Tobago 650,000 SF mixed use project.

St. Johns Town Center Jacksonville, FL 1,000,000 square foot lifestyle center.

Ashley Park Newnan, GA 450,000 SF lifestyle development.

Rhythm Nashville, TN 14-story mixed-use development consisting of oneand two bedroom condominiums.

Patton Creek Hoover, AL 450,000 SF mixed-use facility.

Bellevue Center Nashville, TN renovation and de-malling of an existing stand-alone traditional two-story mall and converting it into a lifestyle center hybrid,anchored by a new village green.


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EDUCATIONBachelors DegreeLandscape ArchitectureUniversity of Georgia


REGISTRATIONS/CERTIFICATIONSRegistered ArchitectGeorgiaLEED AccreditedProfessional

JEREMY HULL, LEED APDirector, Planning Studio/

Jeremy has more than 10 years of planning experience. He is very familiar with avariety of building typologies and how they harmonize with the built environment.

As Director of the Planning Studio, Jeremy is responsible for project managementand coordination, client contact, design, presentation graphics, and coordination

among other team disciplines. He has acknowledged ability in managing diverseproject types and successfully meeting budgets and deadlines while maintaininga consistent level of quality. The studio focuses on retail, mixed-use, urban infi ll,residential and community planning. Most recently, Mr. Hull completed planningfor Rivertown in Jacksonville, Florida and Glenwood Park in Atlanta, Georgia.

RELEVANT PROJECT EXPERIENCERivertown Jacksonville, Florida 4,500 acre TND community being built bySt JoeTowns and Resorts. The community, stretching along the St. Johns River, isdesigned around a mixed use village center with providing shopping, offi ce, anda variety of public amenities that serve the village and the community as a whole.Involved in the project from conceptual planning stage, and continued on through

implementation over a 6 year period of time.

Glenwood Park Atlanta, Georgia mixed use urban redevelopment projectbuilt on the site of an old concrete plant. The neighborhood incorporates localretail, with office and residential above, live-work, town homes, and single fam-ily with pedestrian friendly streets. Worked on the project from the initial planningcharrette, and continued on through into implementation.

Roswell East Roswell, Georgia Mixed-use development combining destina-tion retail and shopping among class A offi ce and multifamily residential all orientedtoward the streets and public spaces. The architecture is infl uenced by Swiss designand creates a unique live/work/play community just north of downtown Atlanta.

Beltline Atlanta, Georgia Redevelopment of a 6 mile stretch of a proposedtransit loop around the city of Atlanta. The development plan proposed +2,000residential units built in conjunction with retail, offi ce and civic uses, all directlytied into the new proposed transit system. The 6 mile stretch spans Atlantas CentralPark, Piedmont Park, and the surrounding neighborhoods of Ansley Park and theVirginia Highlands.

Godley Station Savannah, Georgia 120 acre master plan development an-chored by a mixed-use village of street oriented retail with offi ce and residentialabove. The development, which is in the fast growing corridor around the Savannahairport, incorporates this village along with class A offi ce and hotel uses.

Savannah Stadium Savannah, Georgia This new facility incorporates a new

stadium along with retail, offi ce, hotel and residential uses, creating a new civicamenity that provides a year-round venue for sports and entertainment in a trulyintegrated manner. The office and residential uses overlook the fi eld and provide adramatic backdrop for the stadium itself. The stadium itself will be a fi rst class facil-ity with 7,000+ seats will included a variety of stadium, grass berm and club levelseating. A parking deck is planned in conjunction with the stadium.


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EDUCATIONMaster of Science inArchitecture National University of

Mexico (1975)


REGISTRATIONS/CERTIFICATIONSRegistered Architect -

Mexico City

ROBERTO GOMEZ-VALDEZDirector of Design Studio

Growing up in Mexico City as the son of an architectural engineer Roberto Gomez-Valdez appreciated all the creative aspects of the visual arts, but was particularlydrawn to the lasting and tangible qualities of architecture. Traveling extensively inthe United States and Europe exposed Roberto to a wide variety of architectural

styles, and gave him an appreciation of classical design proportions evidentin Greek and Roman architecture that can also be found in the most beautifuworks of modern architecture. In a career that now spans over 30 years, Robertohas always worked to bring that same beauty and proportion to the projects hedesigns including large mixed use developments, hotels, hospitals, banks, andathletic complexes, as well as several private residences, and a prototype designfor the Mexico City metro system.

While he and his team of designers are capable of using the latest computeprograms to create photorealistic 3D renderings of a design, Roberto prefers tostart the design process with traditional pencil and paper techniques. This helpsmaintain the sense of scale and proportion that should be evident in the fi nished

product. Roberto develops the overall conceptual design the look of theproject then oversees the development of detailed construction documents toensure the design intent is maintained.

Rather than trying to impose any personal style, Robertos approach to designbegins with listening to his clients. I start by asking them to show me buildingsthat they like, which helps guide a discussion of specifi c preferences and designfeatures. Recognizing that clients have to live with their buildings long after thearchitects role is fi nished, Roberto selects materials and components that providethe highest quality and performance within the available budget. He understandsthat a successful design is not only a matter of appearance, but also durabilityand economy.

PROJECT EXPERIENCETown Center at Atlantic Station Atlanta, GA 138-acre mixed use brownfi eldredevelopment project in midtown area of Atlanta.

The Forum on Peachtree Parkway 420,000 SF mixed-use development; includ-ing 330,00 SF of retail space; 90,000 SF of offi ce over retail.

Coconut Point Estero, FL 1.2 million SF mixed-use/town center development.

Dubai Festival City Dubai, United Arab Emirates 2.5 million SF retail facility.

Prospect Park Alpharetta, GA 88-acre development which will include ap-proximately 800,000 square feet of retail.

St. Johns Town Center Jacksonville, FL 1,000,000 square foot lifestyle center.

Ashley Park Newnan, GA 450,000 SF lifestyle development.

The Rim San Antonio, TX 800-acre mixed-use development.


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EDUCATIONNorth CarolinaState UniversityBachelor of

Environmental Designin ArchitectureBachelor ofEnvironmental Designin LandscapeArchitecture


REGISTRATIONS/CERTIFICATIONS

North CarolinaNo. 6471

VirginiaNo. 6299

NCARB CERTIFICATE:No. 42892, Active

PROFESSIONALAFFILIATIONSPast Section President,American Institute ofArchitects

National Councilof ArchitecturalRegistration Boards

ConstructionProfessionals Network(CPN)

Summit HousePiedmont Board ofDirectors

Piedmont Triad

Commercial Real EstateWomen (PTCREW)

Historical Carolina TheatreCommission

Guilford County HistoricPreservation Commission

YWCA Board of

Directors

Jody Efrd, AIASenior Architect

A native of Greensboro, North Carolina, Jody has over 30 years of experiencein the design and construction industry. She has been involved in a variety ofproject types which include multi-family residential, religious, commercial,higher education, and K-12 education. Jody is also active in the Triad community

and has served on a variety of boards, commissions, and organizations.SELECT PROJECT EXPERIENCEL. Richardson Hospital Conversion to Apartments, Greensboro, NC

(Subsidized elderly housing, 2002 Historic Preservation Award, HistoricPreservation Greensboro)

Richardson Apartments Renovation, Greensboro, NC

(Apartment renovation)

West End Plaza Renovation, Reidsville, NC

(82 units, 1,2 & 3 bedrooms, Community Building)

Colony Place Apartments Renovation, Fayetteville, NC

(100 units, 2 & 3 bedrooms, Community Building)

White Oak Grove Missionary Baptist Church, Greensboro, NC

(Full church campus including 3,000 seat sanctuary)

Autism Building for Guilford County Schools, Greensboro, NC

(K12 classroom building)

Guilford County Health Department Renovation, Greensboro, NC

(Medical Renovation)


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EDUCATIONGeorgia Institute ofTechnologyBachelor of Science

in Architecture,magna cum laude

North Carolina StateUniversityMaster of Architecture


REGISTRATIONS/CERTIFICATIONS

North CarolinaNo. 2024594

NCARB CERTIFICATE:

Active

LEED AP BD+C

PROFESSIONALAFFILIATIONSAmerican Institute ofArchitects

National Council ofArchitectural Registra-tion Boards

Member, US GreenBuilding Council, NC

Triangle Chapter

Christina M. Nguyen, AIA, LEED AP BD+CProject Architect

Christina brings a diverse background in medical, mixed use, and governmentdesign to ESPA. Formerly with OBrien/Atkins Associates, she has utilized thoseskills on a variety of project types in her brief time with ESPA. Her ability to workwith clients one on one, her attention to detail, and her dedication to sustainable

and integrated design provide a solid foundation upon which to build a greatdesign career.

SELECT PROJECT EXPERIENCEGuilford County Health Department Renovation, Greensboro, NC(Medical renovation)

Dental Office Renovation, Asheboro, NC(Medical renovation)

Winston Salem State University Library Renovation, Winston Salem, NC(Library renovation)

Stonewall Lofts, Atlanta, GA

(under previous association)Centennial Park North Townhomes, Atlanta, GA(under previous association)

Grand Dunes Condominiums, Destin, FL(under previous association)

Raleigh/Durham International Airport Terminal 2, Morrisville, NC(under previous association)

NC State Public Health Lab + State Medical Examiners Office, Raleigh, NC(under previous association)

Green Square Complex, Raleigh, NC(under previous association)


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EDUCATIONUniversity of Colorado-Master of Architecture

North Carolina State

UniversityBachelor of Environ-mental Design in Archi-tecture


REGISTRATIONS/CERTIFICATIONSNorth Carolina

No. 6440NCARB CERTIFICATE:No. 42892, Active


National Council ofArchitectural Registra-

tion Boards

Construction Profes-sionals Network

Hugh E. Sutphin, Jr. RASenior Project Architect

Hugh has been in the design and construction industry for over thirty years. Hisvast resume includes a multitude of project types and sizes. He is able to takecomplex projects and multiple consultants and organize them into manageableteams. His portfolio includes apartments, condominiums, mixed use, medical,retail, religious, industrial, food service and higher education. Many ESPA repeatclients are the result of Hughs ability to work closely with clients and to quicklyarticulate their needs.

SELECT PROJECT EXPERIENCEGrissom Building Renovation, Greensboro, NC(Residential, mixed use)

Vernon Park Building Renovation, Greensboro, NC(Residential, mixed use)

Ellis Stone Building Renovation, Greensboro, NC(Residential, mixed use)

Bogarts Building Renovation, Greensboro, NC(Residential, mixed use)

Rankin King Farm Apartments, Greensboro, NC(45 units, 1 & 2 bedrooms, Community Building)

Churchview Apartments, Greensboro, NC(68 units, 1 & 2 bedrooms, Community Building)

Arborhouse Condominiums, Greensboro, NC(48 units, 1 & 2 bedrooms, 75 secured parking spaces)

Lofts on Lee Apartments/Mixed Use, Greensboro, NC(30 units, 1, 2 & 4 bedrooms, exercise room, laundry, retail)


(Full church campus including 3,000 seat sanctuary)Dental Renovation, Asheboro, NC(Medical Renovation)


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EDUCATIONUniversity of NorthCarolina at CharlotteBachelor of Arts in

Architecture



No. 6471

VirginiaNo. 6299

South CarolinaNo. 3713

LEED AP BD+C


Downtown GreensboroIncorporated

Charles A. Pearce, IIISenior Project Architect

A graduate of UNC Charlotte, Charles has over 25 years in the design andconstruction industry. His organizational skills provide the foundation for teamcohesiveness and project excellence. A skilled project manager, Charles knowshow to think on his feet and how to build teamwork in the field. He has managed

simple projects up to multi-million dollar projects. Charles promotes smart designand urban design as an active member of the economic development group thatfocuses specifically on the downtown, Downtown Greensboro Incorporated.

SELECT PROJECT EXPERIENCERankin King Farm Apartments, Greensboro, NC(45 units, 1 & 2 bedrooms, Community Building)

Churchview Apartments, Greensboro, NC(68 units, 1 & 2 bedrooms, Community Building)

Colony Place Apartments Renovation, Fayetteville, NC(100 units, 2 & 3 bedrooms, Community Building; under construction 2011)

Arborhouse Condominiums, Greensboro, NC(48 units, 1 & 2 bedrooms, 75 secured parking spaces)

Lofts on Lee Apartments/Mixed Use, Greensboro, NC(30 units, 1, 2 & 4 bedrooms, exercise room, laundry, retail)

Dental Office Renovation, Asheboro, NC(Medical renovation)

White Oak Grove Missionary Baptist Church, Greensboro, NC(Full church campus including 3,000 seat sanctuary)

Autism Building for Guilford County Schools, Greensboro, NC(K12 classroom building)

Guilford County Health Department Renovation, Greensboro, NC(Medical Renovation


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EDUCATIONMiami University(Ohio)Bachelor of Arts in

ArchitectureNorth CarolinaState UniversityMasters of Architecture



No. 10887NCARB CERTIFICATE:No. 65716, Active

LEED AP BD+C

PROFESSIONALAFFILIATIONSAmerican Institute ofArchitects

National Council ofArchitectural Registra-

tion Boards

Matt Takacs, AIA, LEED APArchitect

A talented project architect, Matt has been with ESPA since 2008. He is excellentat organizing teams, has an eye for design, and is able to translate the vision intoreality. Matt provides an energetic voice, an untiring work ethic, and the desire tomake sure the end product is a true translation of what the client envisioned. Hehas been the design lead on several projects from small interior upfits to multi-million dollar projects for county agencies..

SELECT PROJECT EXPERIENCELofts on Lee Apartments/Mixed Use, Greensboro, NC(30 units, 1, 2 & 4 bedrooms, exercise room, laundry, retail)

Somerset Condominiums at Friendly Center, Greensboro, NC(under previous association)

Learning Focused Education Center, Greensboro, NC(Assembly, administration)

GTCC Aviation Classroom Building, Greensboro, NC(joint venture with Gantt Huberman Architects)

Oak Ridge United Methodist Church Family Life Center, Oak Ridge, NC(Assembly, classroom)

Autism Building for Guilford County Schools, Greensboro, NC(K12 classroom building)


(Full church campus including 3,000 seat sanctuary)


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TOWN CENTER AT ATLANTA STATIONAtlanta, Georgia

Atlantic Station has delivered on its promise to respect theenvironment while serving a needed societal function.Mayor Shirley Franklin, City of Atlanta, 2004. Ranked asGeorgias 14th largest city, Atlantic Station is a six-million-square-foot, mixed-use development that has its own zipcode. 10,000 people call it home; 30,000 people workthere; and it currently hosts 20 million visitors annually.The District consists of 20 new city blocks on 32 acres overan underground, 7,000-car garage and manages to lookas though it has always been there.

THE FORUM ON PEACHTREE PARKWAYNorcross, Georgia

A 420,000 square foot mixed use development including330,000 square feet of retail space with 90,000 square feetof office above the retail. Tenants include Barnes & Noble,Old Navy, Talbots, Victorias Secret, Chicos, Pottery Barnand other specialty shops, clustered throughout 12 separatebuildings in a pedestrian friendly, village like atmosphere.

ASHLEY PARKNewnan, Georgia

This 450,000 square foot lifestyle development consists ofpredominantly retail (both lifestyle and big box) restaurantand offi ce uses. Anchored by a Dillards, major tenants alsoinclude Barnes & Noble, Dicks Sporting Goods, Best Buyand an 18 screen movie theater.

COCONUT POINT

Esterd, FloridaCoconut Point is a 1.2 million square foot retail mixed-use/towncenter development located in Estero, Florida. This project contains500,000 square feet of big box retailers and 500,000 squarefeet of lifestyle type shops. Also included in the mix is an 18-screenmovie theater and 192 residential condominium units that aredesigned to occur over the life-style retail.

PARTNERS REPRESENTATIVE EXPERIENCE


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ST. JOHNS TOWN CENTERJacksonville, Florida

Johns Town Center is a 1,000,000 square foot, regional powercenter/upscale lifestyle center located in Jacksonville,Florida. The project is a combination of power center tenants aswell as a 500,000 square foot lifestyle center component. Thelifestyle center is being designed in two types of architecturalstyles to emulate the traditional designs found throughoutthe North Florida region. The Northern portion of the projectis referred to as the Jacksonville district, with architecturalstyles mimicking various portions of Jacksonville. TheSouthern portion is referred to as the St. Augustine district,with the major architectural theme being more of a heavy

Spanish architectural style.

RHYTHMNashville, Tennessee

A mixed-use project located on Music Row in Nashville,Tennessee that includes 106 condominiums, a three-level,structured parking garage and ground-level, upscale retailspace. The 14-story building offers one and two bedroomcondominiums, designed over three levels of elevated parking

and 5,271 square feet of retail. Condominiums range fromapproximately 800 to 2,000 square feet and feature outdoorprivate balconies with scenic views of downtown Nashville.

BELLEVUE CENTERNashville, Tennessee

Bellevue Center is a renovation and de-malling of an existingstand-alone traditional two-story mall and converting it intoa lifestyle center hybrid, anchored by a new village green. Theexisting anchor retail tenants are to remain while the rest of the

mall is demolished and rebuilt as shops fronting outward towardthe streets and village green. The overall master plan includesretail, of ce, restaurants, a public library and a movie theatre. Anoutdoor amphitheater and childrens play zone with a dancingwater fountain will make the village green the center piece of theretail development.



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THE MULBERRY AT

GODLEY STATIONSavannah, Georgia

Situated in one of the fastest growing corridors in thSavannah area, the master plan calls for a mixed-use retaioffi ce/residential village core surrounded with facilitiefor corporate offi ce headquarters and hospitality. Thvillage core will have street oriented retail with offi ce anresidential above. Wide pedestrian friendly sidewalks and series of village greens will run throughout. The master placalls for approximately 240,000 square feet of retail, ove560,000 square feet of offi ce and 130-residential units.



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ProjectName

Firm

Location

Project

Description

Total

Development

Cost

Completion

Date

ClarkAtlantaUniversity

Renovation

RussellNewUrban

Atlanta,GA

Renovationof

WrightYoungHall

SchoolofBu

siness

$6,000,000

2011

GartrellCourtApart-

ments

RussellNewUrban

Atlanta,GA

250sustain

able

apartmentunits

$37,000,000

2014

CityBeverageOffice

ExpansionandHousing

RussellNewUrban

Atlanta,GA

Renovation

and

expansionofoffice

space

$1,900,000

2013

HistoricWestsideVillage

Retail

RussellNewUrban

Atlanta,GA

30,000sfretail

center

$9,000,000

2012

MARTAAbernathy400

RussellNewUrban

Atlanta,GA

Mixeduse

de-

velopment

with

office,retail,and

hotel

$150,000,000

2015

MorehouseSchoolof

MedicineMedical

Facility

RussellNewUrban

Atlanta,GA

Medicaloffice

space

$25,000,000

2015

CityofEastStLouis

MasterDevelopment

Plan

RussellNewUrban

CityofEast

St

LouisMaster

D

evelopment

Plan

Developm

ent

PlanningServices

$400,000

2011

PIPELINE

PROJECT


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Financial Capacity


H.J. Russell and Company Financials submitted under separate cover.The Development Teams Statement of Financial Capacity to completed the

requested project is supported by the financials and the developers track record.

SECTION 2


37/59


38/59

SOUTH ELM STREET APARTMENT MODEL

EXECUTIVE SUMMARY

Project ID: South ElmProject Location: Greensboro, NCDescription: 194 Apartments, 15,000sf office, 8,000 sf retailRun Date: 3/30/2011

SOURCES AND USES PROJECT SUMMARY

Project Costs (Uses) Total Number of Units/SF Total Hard Cost 24,548,502.50$ Average Sale PriceTotal Soft Cost 2,593,677.28$ Average Absorption Per Month Total Financing Cost 2,387,760.63$ Sell Out Month TOTAL DEVELOPMENT COST 29,529,940.42$ NET SALES PROCEEDS

Sources LEASE SUMMARYLoan Proceeds 22,126,927.93$ Stabilized Occupancy YearEquity $2,903,012.48 Average Monthly Rent at Stabilization 1$TAD Proceeds/Other Sources $4,500,000 NOI at Stabilized Occupancy 372$

Net Sale Proceeds at Reversion 6,299$Land Value 2,000,000.00$ Reversion Year

Loan Criteria NPV @ 8.0% 6,498$Loan to Cost 90%Construction Interest Rate 5.25% PROFIT 11,675$Permanent Financing Rate 5.25%Financing Term (Years) 30 IRRConstruction Period (Months) 13 Return on Cost

City Proceeds Tax abatement included for operation years 1-3

$500,000.00

Paid at Project Closing of ResidentialRetail Site

$2,000,000.00

10% of Profit share after debt coverage ratioof 1.25 is met.


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EXHIBIT A: PROJECT SUMMARY AND INPUT PAGE

Project ID: South Elm

Project Location: Greensboro, NC

Description: 194 Apartments, 15,000sf office, 8,000 sf retailRun Date: 3/30/2011

BUILDING SQUARE FOOTAGE AND COST INPUTS

HARD COSTS Unit SF

Additional

Common

Area (SF)

Common

Area %

Total

Construction SF

Total

Construction Cost

Average

Cost/SF

BuildingsMARKET 120,750 12,075 10% 132,825 11,290,125$ 85.00$

AFFORDABLE 50,750 5,075 10% 55,825 4,745,125$ 85.00$

Ancillary Retail/Office Space 23,000 2,300 10% 25,300 2,024,000$ 80.00$

Subtotal: Buildings 194,500 19,450 10% 213,950 18,059,250$ 84.41$

Initial Tenant Fit Up Allow ance & Other Building Costs

Apartment FF&E 4,000 NA 4,000 10,000$ 2.50$

Retail/Office Fit Up 8,000 NA 8,000 40,000$ 5.00$

Clubhouse, Pool , Common Area FF&E 4,000 NA 4,000 20,000$ 5.00$

Office Space TI 15,000 NA 15,000 37,500$ 2.50$

Other Building Costs #2 - NA -$ -$Other Building Costs #3 - NA -$ -$

Subtota l: Fi t Up & Other Bui ld ing Costs 31,000 - 0% 31,000 107,500$ 3.47$

Average

Parking Structures Spaces SF/Space Total SF Total Cost Cost/SF

Subtotal: Parking Structures 200 275 55,000 2,475,000$ 45.00$

Other Hard CostsLand Acquisition 2,000,000$ 10.28$

Site Work Lump sum 1,250,000$ 6.43$

Site Work Loan Lump Sum -$

Pool -$ -$ -$

Abatement -$

Other Hard Costs #3 -$Construction Contingency @ 3.0% of building & site cost 656,753$ 3.38$

Subtotal: Other Project Hard Costs 3,906,753$ 20.09$

TOTAL HARD COSTS 244,950 24,548,503$ 100.22$

Average

GENERAL SOFT COSTS Total Cost Cost/SF

Market Study Lump sum 6,000$ 0.03$

Architectural & Engineering Fees Lump sum 736,455$ 3.79$

Property Taxes During Construction @ -$ per SF -$ -$

Legal Lump sum 75,000$ 0.39$

Surveys Lump sum 6,000$ 0.03$

Pre-development Costs + Materials Testing Lump sum 50,000$ 0.26$

Borrower's Financial Advisor Lum sum 30,000$ 0.15$ , .

Insurance @ 0.65$ per SF 126,425$ 0.65$

Building Permits & City Fees -$ /$1000 building costs -$ -$

Collateral Marketing Materials, Events Lump sum 100,000$ 0.51$

Leasing Commissions (From Product Input Sheet) 195,242$ 1.00$

URFA Application Fee -$ -$

URFA Application Fee 0.001 -$ -$

URFA Commitment Fee 0.005 -$ -$

URFA Asset Management 0.0025 -$ -$

URFA Project Manager -$ -$

Bond Counsel & Underwriter & Underwriters Counsel & DCA Bond Allocation Fee & Rating Agency -$ -$

Trustee and Trustee Counsel & LoC Counsel -$ -$

Development Contingency 3.0% of cost less contingency 99,754$ 0.51$

Developer's Overhead & Fee @ 4.5% of hard & soft Costs 1,168,802$ 6.01$

Monthly OH/Fee 10,000$ 13 Payments 130,000$ -$ -$

Takeout O/Fee 1,038,802$ -$ -$

Total General Soft Costs 2,593,677$ 13.34$

Increase Month

Annual Inflator Increase #1 Increase #2 Increase #3

Construction Hard and Soft Cost Inflators 3.0% 24 36 48

Building Construction Phasing (Month) Front Load Front Load Schedule

Construction Schedule Start Month End Month Total Mos. Cost (%) Start Month End MonthMARKET 1 13 13 60.0% 1 3

AFFORDABLE 1 13 13 60.0% 1 3Ancillary Retail/Office Space 1

Apartment FF&E 12 12 1Retail/Office Fit Up 10 12 3

Clubhouse, Pool, Common Area FF&E 6 9 4 70.0% 6 7Office Space TI 1

Other Building Costs #2 1

Other Building Costs #3 1Parking Structures 1

Site Work Loan 6 9 4Pool 1 1 1

Abatement 1

Page 1 of 1


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DEVELOPMENT FINANCING AND OPERATING COST ASSUMPTIONS

PROJECT INCOME (From Product Inputs ) UnitsGross

Leasable SFAnnual

Income/SFAnnualIncome

BeginningOccupancy

Month

Lease UpPeriod

(Months)

MARKET 137 120,750 14.40$ 1,738,800$ 12 8.0

AFFORDABLE 57 50,750 9.05$ 459,252$ 11 5.0

Ancillary Retail/Office Space 23,000 18.74$ 431,000$ 15 1.0

Project Totals: 194 194,500 42.19$ 2,629,052$

Inflator Begin Year Interval

Other Apt. Income (Laundry, Vending, Etc.) 0.0% 171,500 -$ -$ 0 0

Projected Completion Month 14 Permanent Financing Month 24 Stabilized Occupancy Year 3

City Proceeds 4,500,000$

Operating Expenses/Unit Annual Operat ing Expenses IncreaseOPERATING EXPENSES Apartments Retail/Ofc. Apartments Retail/Ofc. Total Cost In fla tor Begin Year In terval (Y rs )

Real Estate Taxes 1,250$ 242,500$ -$ 242,500$ 3.0% 2 1

Insurance 1,000$ 194,000$ -$ 194,000$ 3.0% 2 1

Common Area Maintenance 1,150$ 223,100$ -$ 223,100$ 3.0% 2 1

Replacement Reserve Contribution 500$ 97,000$ -$ 97,000$ 3.0% 3 1

Future Tenant Improvements 100.00$ 19,400$ -$ 19,400$ 3.0% 6 1

Total Operating Expenses: 4,000$ -$ 776,000$ -$ 776,000$

Future Leasing Commissions 0.0%

Management Fees 3.0%

(NOTE: List financing sources in order of takedown. If there is only one source o

FINANCING ASSUMPTIONS Rate Term Maximum Amt financing or no limit on an individual source, type NA under Maximum Amount)Construction Loan #1 5.25% 36 Months 28,400,000$ Loan to Cost Ratio (Debt/Equity) 90.0% 10.0%

Construction Loan #2 0.00% 36 Months $0

Permanent Loan #1 5.25% 30 Years 22,126,928$ Permanent Financing Base Year 2013

Permanent Loan #2 0.00% 30 Years -$ 2013

Permanent Loan #3 0.00% 30 Years NA 2013

Construction Financing Permanent FinancingTotal Per SF Total Per SF

Estimated Loan Amount (Construction Loan % Adjustment) 8.45% 26,492,125$ $136.21 22,126,928$ $113.76

Construction Loan Interest (From Pro Forma) 1,925,527$ $9.90 $0.00

Construction Loan Fee: 50 Basis Points $99,345 $0.51 $0.00

Service Fees 0.75% $198,691 $1.02 164,197$ $0.84

Total Financing Costs 2,223,564$ $11.43 164,197$ $0.84

SOURCES OF FUNDS Loan Proceeds From Pro Forma 22,126,928$ , ,

TAD Financing 4,500,000$

Contributed Equity (From Pro Forma) (2,458,548)$

Total Sources: (29,085,475)$

VALUATION ASSUMPTIONSCap Rate 7.0% Reversion/Sale Year 10 NPV Rate 8.0% Brokerage Commission: 2.0%

Time of Year of Reversion/Sale (Input "Start", "Middle" or "End") end

CALCULATIONSTotal Project Development Costs 29,529,940$ NPV @ 8.0% 6,498,542$

Net Proceeds on Sale of Project 6,299,942$ IRR 447.4%

Project Cash Flow 11,675,110$ Return on Cost 39.5%

Cash on Cash Return (Return on Equity) 474.9%

Lump Sum Payment Schedule (Month)

Total Start End First Interim Interim Interim Final

COST PHASING Draw Type Draws Month Month Payment Pmt # 2 Pmt # 3 Pmt # 4 Payment

Land Acquisition Phased 1 1 1

Site Work Phased 1 1 1

Site Work Loan Phased 1 1 1

Construction Contingency Staggered 2 3 7 3 7

Property Taxes Phased 1 1 1

Surveys Phased 1 1 1

Pre-Development Costs Phased 1 1 1Materials Testing Phased 1 1 1Brokerage/Leasing Commissions Phased 1 7 7 9 11

Market, Legal, A&E, Permits & Ins. Phased 1 1 1Marketing Materials & Events Staggered 3 3 7 3 5 7URFA Application Fee Phased 1 1 1Development Contingency Staggered 2 4 9 4 9Monthly Overhead & Fee Phased 13 1 13Take Out Fee Phased 1 13 13URFA Application Fee Phased 1 1 1URFA Commitment Fee Phased 1 1 1URFA Asset Management Phased 1 1 1URFA Project Manager Phased 1 1 1Bond Counsel & Underwriter & Under Phased 1 1 1Trustee and Trustee Counsel & LoC Phased 1 1 1

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EXHIBIT B: DETAILED UNIT MIX INPUT PAGE


Projec t Loc at ion: Greens boro , NC

Des cr ip ti on : 194 Apar tmen ts , 15,000s f of fi ce, 8,000 sf ret ai l

Run Date: 3/30/2011

MARKET

Number

of Units

Aver age

Un it SF To tal SF B as e Ren t

Total Monthly

Rent Roll

Aver age

Monthly

Rent /SF

Ann ual

Rent /SF

Beginning

Occupancy

Month

Lease-Up

Period

(Months)

% Leasing

Commission

Leas

Cos

Totals/Weighted Average 137 881 120,750 1,058$ 144,900$ 1.20$ 14.40$ 12.0 8.0 3% 5$

1 BR 1 BA 65 750 48,750 900$ 58,500$ 1.20$ 14.40$ 12 8.0 3% 2$

2 BR 2 BA 72 1,000 72,000 1,200$ 86,400$ 1.20$ 14.40$ 12 8.0 3% 3$

(Description) - -$ -$ -$ -$ 0% $

AFFORDABLETotals/Weighted Average 57 890 50,750 671$ 38,271$ 0.75$ 9.05$ 12.0 5.0 3% 137

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1 BR 1 BA 25 750 18,750 631$ 15,775$ 0.84$ 10.10$ 12 5.0 3% $

2 BR 2 BA 32 1,000 32,000 703$ 22,496$ 0.70$ 8.44$ 12 5.0 3% $

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EXHIBIT D: SOURCES & USES OF PROJECT DEVELOPMEN

Project ID: South ElmProject Location: Greensboro, NCDescription: 194 Apartments, 15,000sf office, 8,000 sf r

Run Date: 3/30/2011

DataSource:

Line DevelopmentItem Item Budget Line Am

1 SOURCES OF FUNDS:2 Loan Proceeds -

3 TAD Proceeds -

4 NOI Applied to Reduce Financing Costs -

5 Equity Contribution & Cash Flow -

6 Total for Fund Sources

7 USES OF FUNDS:8 Hard Costs Line 8

9 General Soft Costs Line 24

10 Developer Soft Costs Line 28

11 Financing Soft Costs Line 33

12 Total for Fund Uses Line 34

13 EXCESS AVAILABLE FUNDS / (Shortage) -


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SOUTH ELM STREET APARTMENT MODELEXHIBIT E: DEVELOPMENT BUDGET SUMMARYProject ID: South ElmProject Location: Greensboro, NCDescription: 194 Apartments, 15,000sf office, 8,000 sf retail

Run Date: 3/30/2011

Line

Item Item Total Per SF %

1 HARD COSTS2 Land Acquisition $2,000,000 $10.28 6.77%3 Site Work $1,250,000 $6.43 4.23%

4 Buildings & Structures $20,641,750 $106.13 69.90%5 Construction Contingency @ 3% of building & site cost $656,753 $3.38 2.22%

6 Pool $0 $0.00 0.00%7 Abatement $0 $0.00 0.00%7 Other Hard Costs #3 $0 $0.00 0.00%

8 Site Work Loan $0 $0.00 0.00%

9 Total Hard Costs $24,548,503 $126.21 83.13%

10 SOFT COSTS

11 General Soft Costs12 Market Study $6,000 $0.03 0.02%

13 Architectural & Engineering Fees $736,455 $3.79 2.49%14 Property Taxes During Construction @ -$ per SF $0 $0.00 0.00%

15 Legal $75,000 $0.39 0.25%16 Surveys $6,000 $0.03 0.02%17 Pre-development Costs + Materials Testing $50,000 $0.26 0.17%

18 Borrower's Financial Advisor $30,000 $0.15 0.10%19 Insurance @ 0.65$ per SF $126,425 $0.65 0.43%

20 Building Permits & City Fees $0 $0.00 0.00%21 Collateral Marketing Materials, Events $100,000 $0.51 0.34%22 Leasing Commissions $195,242 $1.00 0.66%

Costs

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23 URFA Application Fee $0 $0.00 0.00%

24 URFA Application Fee $0 $0.00 0.00%

URFA Commitment Fee $0 $0.00 0.00%

25 URFA Asset Management $0 $0.00 0.00%26 URFA Project Manager $0 $0.00 0.00%

27 Bond Counsel & Underwriter & Underwriters Counsel & DCA Bond Allocation Fee & R $0 $0.00 0.00%

28 Trustee and Trustee Counsel & LoC Counsel $0 $0.00 0.00%

25 Total for General Soft Costs $1,325,122 $6.81 4.49%

26 Developer Soft Costs27 Development Contingency $99,754 $0.51 0.34%

28 Developer's Overhead & Fee @ 3% $1,168,802 $6.01 3.96%

29 Total for Developer Soft Costs $1,268,556 $6.52 4.30%

30 Financing Soft Costs

31 Construction Loan Interest (From Pro Forma) $1,925,527 $9.90 6.52%

32 Construction Loan Fee: 50 Basis Points $99,345 $0.51 0.34%

33 Construction and Permanent Loan Closing Costs 1% $362,888 $1.87 1.23%

34 Total for Financing Soft Costs $2,387,761 $12.28 8.09%

35 TOTAL DEVELOPMENT COSTS $29,529,940 $151.82 100.00%

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EXHIBIT F: ONE YEAR STABILIZED CASH FLOW


Project Location: Greensboro, NC

Description: 194 Apartments, 15,000sf office, 8,000 sf retail

Run Date: 3/30/2011

Stabilized Year Year Year

1 N E T C A S H F L O W 3 4 5

2 Gross Income:

3 Rental Revenue: Building A 1,739,102$ 1,766,199$ 1,872,497$

4 Rental Revenue: Building B 466,775$ 471,464$ 482,678$

5 Rental Revenue: Commercial Uses 439,164$ 452,521$ 485,094$

6 Expense Recovery: Other Commercial Uses -$ -$ -$

7 Total Gross Income 2,645,040$ 2,690,184$ 2,840,270$

8 Vacancy & Credit Loss on Smaller Shops (198,328)$ (201,889)$ (247,328)$

9 Effective Gross Income 2,446,712$ 2,488,295$ 2,592,942$

10 Operating Expenses:

11 Property Taxes -$ -$ -$12 Insurance (197,675)$ (203,687)$ (218,349)$

13 Common Area Maintenance (227,326)$ (234,240)$ (251,101)$

14 Total Operating Expenses (425,000)$ (437,927)$ (469,450)$

15 NET OPERATING INCOME 2,021,712$ 2,050,368$ 2,123,492$

16 Other Expenditures:

17 Tenant Improvements (19,400)$ (19,400)$ (21,835)$

18 Leasing Commissions -$ -$ -$

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19 Capital/Replacement Reserve Contributions (97,020)$ -$ -$

20 Management Fees (66,176)$ (67,130)$ (70,655)$

21 Financing & Equity Contributions -$ -$ -$

22 Total for Other Expenditures (182,597)$ (86,530)$ (92,490)$

23 NET CASH FLOW BEFORE DEBT SERVICE 1,839,116$ 1,963,838$ 2,031,002$

24 Ann ual Debt Serv ice (1,466,229)$ (1,466,229)$ (1,466,229)$

25 NET CASH FLOW AFTER DEBT SERVICE 372,887$ 497,610$ 564,773$

26 Debt Coverage Ratio 1.25 1.34 1.39

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Development & Program Design


SECTION 3


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52 | Program Management Team for Loveman Village Redevelopment

DEVELOPMENT PROGRAM & DESIGN

Russell New Urban Development is a forward thinking, progressive, and innovative firm that is known foits pioneering underserved areas. RNUs mission statement, Creating communities one developmenat a time exemplifies its core mission. RNU looks to participate in deals that are sustainable from aeconomic and building perspective.

From an economic perspective, each development must create a positive financial return to all ownerand investors. This will create a positive trickle down effect by creating positive opportunities for locainvestment which will create jobs and local investment. Green and sustainable development is a cor

requirement for all projects Rnu participates. As the world looks to reduce its carbon foot print, howwe develop and build has a substantial impact. From reducing water and energy consumption tcreating transit oriented developments that reduces he reliance of the automobile, RNU....

As a family owned business, the sense of family and community is very important. RNU hosts communitmeetings at its corporate office and participates in community meetings that it serves.

The development teams approach to the program will be carefully drafted based on the City oGreensboro requirements, citizen/stakeholder input, market demand, and sustainability. The City hasetforth a basic program that it would like to see as a baseline for the development. The baselincriterion include: 95,000 sf of leasable retail/commercial space, 15,000 square feet of space for officuse, and 194 residential units of mixed product type to serve a diverse market.

Based on the city guidelines and specifications, RNU and its partners will look to comply with thecity huidelines and specifications. With input from the local residents and key stakeholders RNU wicreate a plan incorporating their ideas and requests. The input will be quantified and measured againsthe results of a commissioned market study for economic and environmental sustainability.

A.As is the case with all important projects, it is our belief that a good, solid development programfor the Property should be a collaborative effort from all of the Projects stakeholders. WebsterDictionary defines collaborative as to work jointly with others. During the development of thProgram for the South Elm Street Redevelopment, we will encourage and foster a strong relationshiof collaboration between the City of Greensboro, the citizens and proprietors of the communityand the Design Team. We intend to facilitate design sessions between community leaders and ou

Design Team to ensure that we have total involvement and participation at the highest communitlevel available. We realize what a vital component this Project is to the City of Greensboro, anintend to exhibit that through our final Master Plan and architectural designs.


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Program Management Team for Loveman Village Redevelopment | 53

The South Elm Street Redevelopment Plan is thorough and informative, yet the study wasperformed in 2006 before the change in the economic climate. A reassessment of the plan wouldbe a necessary first step, especially as it relates to present-day economics. The process wouldinvolve any and all stakeholders such as the surrounding neighborhoods, city and county officials,surrounding property owners, Action Greensboro, and Downtown Greensboro, Inc. Input fromthe DOT would also be helpful due to the nature of the busy intersection at Lee and South ElmStreets. Consideration would also be given to phasing the project for financing purposes as well

as to accommodate an increased interest and occupancy on the site.

B.The key to any successful mixed-use development is the overall environment that is created.In analyzing this particular Project, we feel that there are several very important urban designconsiderations that need to be studied intently, such as:

l A true pedestrian-friendly environmentl The right density of residential productl Size and locations of restaurants with outdoor seatingl Lightingl Treatment of facades and sidewalksl

Landscapel Types of businessesl Massing of buildings

The list truly could go on and on, however, these are just a few of the key redevelopment principlesthat come to mind. There are several components to consider, but the underlying theme is that thesite would thrive best under a diverse and appropriate mix. The site is nestled among cultural andhistoric neighborhoods, and is also within a 1-mile radius of 5 college components: GreensboroCollege, University of North Carolina Greensboro, Bennet

SES HJRproposal Eval

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