Agenda 08-17-06
lI!~f~r~Te::RA
III East Side-West S'lde-Seas.lde Renaissance
BOYNTON BEACH C.R.A.
SPECIAL MEEETING
AUGUST 17,2006
6:00 P.M.
CLAYTON CONFERENCE CENTER
BETHESDA HOSPITAL
2615 SEACREST BOULEVARD
BOYNTON BEACH, FLORIDA
AGENDA
I. Call to order
II. Roll Call
III. Coin Toss for first Presenter
IV. Second Presenter
V. CRA Board Q&A
VI. Public Comments (Comments are limited to 3 minutes)
VII. CRA Board discussion and selection of MLK developer
VIII. Adjournment
915 South Federal Highway Boynton Beach, Florida 33435
Ph: 561-737-3256 Fax: 561-737-3258
www.boyntonbeachcra.org
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To date, MCCORMACK BARON SALAZAR (MBS) has developed $1,6 billion in real estate projects,
Project capitol has been raised from conventional debt, tax credit equity investment (historic
and low-income housing), private foundations/corporations, federal grant programs and local
city and state sources, including UDAG, CDBG and State reserve funds, McCormack Baron
Salazar has raised $581 million in investor equity for these real estate developments (36% of total
funding). Another $410 million (27% of total funding) has been first mortgage debt; $311 million
(19% of total funding) has been federal grants, $221 million (13% of total funding) in State and
local government support, and the balance, $67 million, in donations from foundations and the
corporate community.
Fourteen MCCORMACK BARON SALAZAR developments are currently under construction,
representing 941 units and $132 million in total development cost. Please refer to the
McCormack Baron Salazar Development Projects listing, McCormack Baron Salazar has raised
$271 million in investor equity for the 4.482 mixed finance units that have closed to date. The firm
is warking on 1,774 "mixed finance" units which are in the pre-development stage,
MCCORMACK BARON SALAZAR'S financing techniques incorporate 0 variety of funding structures
utilizing various state and federal programs, tax-exempt financing, insured conventional loons,
pension funds, foundation junior loons and grants, and equity from the private sector. During the
course of its development activities in local communities, the firm creates relationships with
community and resident groups, local government, the private sector, community-based
organizations, and foundations, The hallmark of 0 McCormack Baron Salazar project is 0 brood
based public-private partnership,
An important element of the MCCORMACK BARON SALAZAR strategy is frequently the involvement of
interested foundations and corporations, The foundation community has often seen value in
many McCormack Boron projects. To date, such foundations including Ford, Pittsburgh, Heinz,
Mellon, Hall Family (Hallmark), Cleveland, Gund, Danforth and other corporate funds have
provided approximately $60 million in support of McCormack Baron projects,
MCCORMACK BARON SALAZAR has been one of the most innovative financiers of affordable housing
for the past twenty years and it is the most experienced Public Housing mixed finance developer
- 34 Mixed Finance phases closed, representing $667 million in total development costs
Financial Guarantees
Since 1979, MCCORMACK BARON SALAZAR has developed 106 projects totaling $1.48 billion, Since
mony of these developments are mixed-income/mixed-finance transactions, we are well versed
in raising equity and in negotiating financial guarantees with lenders, investors, and local
authorities with respect to construction completion, lease-up, operating deficits and tax credits.
Our 25 year experience with major redevelopments provides us with 0 clear understanding of
the necessary investor returns, lender underwriting criteria and the developer obligations and
required guarantees associated with 0 major HOPE VI transaction,
Financial Statements
McCormack Baron Salazar, Inc. and its affiliate, McCormack Baron Rogan Management
Services, Inc. are wholly-owned subsidiaries of MBA Properties, Inc, Comparative Financial
Statements for MBA Properties, Inc. for the years ending December 31, 2003, December 31, 2002,
and December 31,2001 follow in this section,
McCormack Boron Salazar's success in developing mixed income communities is driven
in large part by the strong relationships that hove been created over the past 25 years
with local and state providers of housing finance, The firm's track record gives state and
local agencies as well as investors the confidence that projects will be both constructed
and maintained to the highest standards. The Development Projects listing found in
Section C7 of the response includes 0 detailed list of completed developments, including
the financing sources for the project and the project partners, A representative sample
of these projects con be found in Section C8 of the Response.
Funding Agency
Financing Program
State Housing Finance Agency
State and Federal Low Income Housing Tax
Credits
State and Federal Historic Tax Credits
Affordable Housing Trust Funds
HOME/CDBG
Donations Tax Credit (Illinois, Arkansas);
Affordable Housing Assistance Program (Missouri)
Tax-Exempt Bond Financing
Local Government Agencies
HOME/CDBG
Tax Increment Financing (City/County)
Public Improvements Funding
Tax-Exempt Bond Financing
Federal Agencies
U,S. Department of Housing and Ul'ban
Development (Current Programs Shown)
o HOPE VI
o FHA Insurance (221 (d)(4))
o Public Housing Capitol Funds
o HUD Neighborhood Initiatives
(Universal Design)
'Current programs shown, Previous HUD programs olso
utilized include UDAG,
Federal Home Loon Bonk
Affordable Housing Program
Mixed finance transactions involve substantial interaction with local and state housing
finance agencies in order to satisfy the unique structuring requirements of each fihancing
source. The development stoff assigned to each project include project finance stoff
who hove extensive experience managing complex financing terms and arrangements,
McCormack Baron Salazar has developed or in construction 12,828 units and 1,036,500
square feet of retail/commercial space representing $1,5 billion in total development
cost. Please refer to the McCormack Baron Salazar Development Projects Listing. The
financing for these projects includes $991 million in first mortgage debt and investor
equity, $311 million in federal grants, $221 million in state and local government support,
and $67 million from private foundations and corporations. McCormack Baron Salazar
currently has 941 units under construction representing $132 milllion in total development
cost.
MCCORMACK BARON SALAZAR'S financing techniques incorporate a variety of funding
structures utilizing various state and federal programs, tax-exempt financing, insured
conventional loans, pension funds, foundation junior loans and grants, and equity from
the private sector. During the course of its development activities in local communities,
the firm creates relationships with community and resident groups, local government, the
private sector, community-based organizations, and foundations, The hallmark of a
McCormack Baron Salazar project is a broad based public-private partnership,
An important element of the MCCORMACK BARON SALAZAR strategy is frequently the
involvement of interested foundations and corporations. The foundation community has
often seen value in many McCormack Baron projects. To date, such foundations
including Ford, Pittsburgh, Heinz, Mellon, Hall Family (Hallmark), Cleveland, Gund,
Danforth and other corporate funds have provided approximately $67 million in support
of McCormack Baron projects,
Financial Guarantees
Many developments are mixed-income/mixed-finance transactions, McCormack Baron
Salazar is well versed in raising equity and in negotiating financial guarantees with
lenders, investors, and local authorities with respect to construction completion, lease-up,
operating deficits and tax credits, Our 25 year experience with major redevelopments
provides us with a clear understanding of the necessary investor returns, lender
underwriting criteria and the developer obligations and required guarantees associated
with a major HOPE VI transaction,
In 1994 and 1995, McCormack Baron Salazar participated in the development of HUD's
Public Housing's "Mixed Finance Model". This model combines Public Housing Capital
Funds and private ownership and management of Public Housing with conventional
affordable housing. Utilizing the "Mixed Finance Model" the firm closed on the nation's
first HOPE VI development (Centennial Village in Atlanta, March 1996) and the nation's
first Public Housing Capital Funds development (Murphy Park in Saint Louis, in April 1996).
Becouse McCormack Baron Salazar had extensive experience in large scale, mixed-
income urban development since 1980, when the firm became involved with Public
Housing revitalization and replacement strategies it looked to its proven formulas: (1)
construct quality housing with up-to-date amenities to appeal to market rate tenants
and operate the finished product as quality market rate development: (2) create
neighborhoods that are seamlessly integrated into their surroundings: (3) provide quality
infrastructure: (4) make residents, neighbors and institutions "empowered stakeholders"
by keeping them informed and involved, This basic philosophy has guided the firm's
approach to the challenges of revitalizing Public Housing sites: (1) research the quality
rental market to identify the amenities that are unique to the local market: (2) work with
Public Housing residents to ensure the greatest possible success for returning families: (3)
identify state and local resources to provide both physical and human capital programs,
Some examples of large scale targeted social service programs include a new YMCA
(Atlanta); new schools (Atlanta, Sf. Louis and Phoenix): Parks and Recreational Programs
(Sf. Louis, Atlanta, Phoenix, Minneapolis, Los Angeles, Richmond, and Gary),
The firm's success is due in large part to its strong commitment to the targeted
neighborhood, its schools and its residents, McCormack Baron Salazar believes that
meaningful and ongoing participation by residents and other "stakeholders" is the key to
a successful and sustainable development regardless of the size.
The McCormack Baron Salazar project development listing provides a detailed schedule
of the one hundred thirteen (113) McCormack Baron Salazar developments that have
closed to date with a total development costs in excess of $1,5 billion, Attached are
selected narratives of large scale, HOPE VI, and non-public housing developments,
Our "HOPE VI Development Projects" schedule identifies 34 phases of 16 Public Housing
communities in 12 cities that have closed over the past ten years from Jersey City and
Atlanta on the east coast to Los Angeles and San Francisco on the west coast - 4.482
residential units representing $667 million in total development costs, MBS has an
additional 1.700 mixed finance units in the pre-development planning stage,
The attached HOPE VI Development Projects listing details the permanent financing for
each deal including the first mortgage and the L1HTC (tax credit) equity, Project
summaries of selected mixed finance developments are attached.
As detailed in the listing of all development projects, McCormack Baron Salazor has
extensive experience raising L1HTC (tax credit) equity, Since 1986 the firm has raised $460
million in L1HTC equity to date for all its developments, $271 million of which was for HOPE
VI deals, The firm has used $244 million in tax exempt bond financing for 38
developments,
Public Housing Mixed Finance is a very demanding and complex field - from the
management of relations with residents, tenants, neighborhood stakeholders, local,
State, and Federal governments (HUD) to the structuring of legal agreements and
financing. To achieve 34 Mixed Finance closings, McCormack Boron Salazar has put
together outstanding interdisciplinary teams consisting of in-house staff, as well as outside
consultants and contractors.
McCormack Baron Ragan was founded in 1973 with
the knowledge that hands-{)n, professional
management practices will sustain successful
residential communities suited for all incomes, races
and ethnic backgrounds MBR has established a
portfolio of 16,500 lesidential units in eighteen states
(Arizona, Alkall5as, California, Connecticut, Georgia,
Illinois, Indiana, Kentucky, Michigan, Minnesota,
Missouri, Nebraska, New Jersey, New York, OhiO,
Pennsylvania, Texas, and Vllginla)
MBR has experience with a variety of property types
The company manages a diverse portfolio that
includes small scattered site developments and
communities exceeding 1,000 units; developments
that are 100 percent subsidized and those with mixed
incomes, senior, Single-loom occupancy, and family
developments, new constluction garden and
townhouse apartments and adaptive reuse historiC
renovations. Most of our properties nle located in
urban neighborhoods With our extensive experience
in the complex systems of federal and state hOUSing
programs, MBR is an expert at managing the regulatory
process that applies to mixed-income and affordable
housing.
McCormack Baron Ragan Management Services, Inc
(Formerly McCormack Baron Management Services)
Ohen, McCormack Baron Ragan is asked to take on troubled projects.
with problems ranging from distressed urban environments to
neglected properties with large vacancy losses and deferred
maintenance, In these cases, we apply our trademark management
approach: we respond to community partners - neighboring businesses
and institutions, local elected officials and staff, and residents of
adjacent neighborhoods - to understand the immediate and long-term
goals for the property, MBR has managed major repair and
rehabilitation programs, prepared specifications and cost estimates,
and monitored and inspected work, Management efforts ohen include
interim relocation and building consolidation or the introduction of a
tailored marketing and management plan to address goals and achieve
the owner's objectives. Our involvement helps owners increase
occupancy. reduce turnover, improve management response, upgrade
curb appeal, and establish a long-term competitive position in the
market.
Our site-based personnel are selected for their experience in multi-
family housing management, ability to communicate with residents and
the community, and their commitment to excellence. McCormack Baron
Ragan hires residents of our communities and promotes from within,
enhancing diversity and maintaining experience, From corporate to site
level, staff is required to continue professional development and learn
new regulations and programs through in-house training and the best
industry seminars and courses, Our staff includes a Low-Income
Housing Tax Credit (L1HTC) Compliance MonitorfTrainer, Certified
Property Managers, Certified Apartment Managers, and Certified Public
Accountants (CPAs), Staff is cross-trained in regulatory requirements.
Corporate and on-site staff are experienced in the details and nuances
of mixed-income communities. They handle programs that include a
myriad of compliance issues: tax-exempt bonds, Low Income Housing
Tax Credit (L1HTC) Programs, resident-based and project-based Section
8, public housing, and individualized local development agreements.
Regular reports are produced by on-site staff and monitored and
submitted by our Operations and Compliance Department, headed by a
CPA,
As Management Agent for 19 exceptional HOPE VI communities that
include 34 separate phases, we know how to work with local Public
Housing Agencies, Public Housing Assessment System (PHAS)
requirements, State Finance Agency and IRS guidelines integration with
the Code of Federal Regulations, Community and Supportive Services
(CSS) programs, public housing self-sufficiency programs, and
community initiatives.
McCormack Baron Ragan Management Services, Inc.
1415 Olive Street, SUite 310 St LOUIS. MISSOUri 63103-2334 Phone 314 4211160 Fax 314 6210627 www.mccormackbaroncom
Oun..land Villag..
Gary, Indiana
McCormack Baron Ragan Experience
McCormack Baron Ragan is uniquely organized to provide the advantages
of a large organization while maintaining decentralized management at
the regional and site level. The size of our portfolio allows us to take
advantage of significant economies of scale without losing the hands-on
approach that has been the cornerstone of our success, Corporate support
is provided to increase efficiency and responsiveness at the property level.
Our regional staff members have access to the following specialized
support divisions at the corporate headquarters in S1. Louis: Operating and
Compliance, Accounting, Asset Management, Information Technology
and Human Resources Corporate oversight also increases fiscal
accountability and adherence to performance measures.
On-site personnel communicate regularly with senior management to
troubleshoot issues and refine long-term property plans. MBR staff gains
valuable perspective by working closely with our development affiliate,
McCormack Baron Salazar. As a result, senior staff is able to bring insight
and practical understanding to evaluate features and amenities in
managed properties.
Hands-on management is the key to our success. Decentralized operations
allow close and consistent oversight of each property. With 550
employees working in thirteen regional offices and at more than 120 sites,
we operate an extremely effective hands-on management system. Site
offices prepare project budgets and annual plans with input from regional
and corporate office staff Each site is visited at least bi-weekly by a
Supervisor or Vice President.
Our attention to detail, expertise, integration of specialties, and our blend
of on-site management with corporate efficiencies and support lead to
outstanding customer seNice. MBR's responsiveness to our residents is
unparalleled in the industry
McCormack Baron Ragan Philosophy
Our mission is to provide efficient, professional and responsive hands-on
management for urban residential communities Whether managing for
our development affiliate, McCormack Baron Salazar, or providing fee
management for other owners, we strive to sustain the positive impact
that quality inner-city housing developments have on their residents and
on the larger community, Our long-term commitment to quality
management and to partnership provides stability, As a result, McCormack
Baron Ragan-managed properties become catalysts for continued
investment and growth in the surrounding neighborhood.
We are committed to partnership with communities Whether managing
large-scale inner-city mixed-use developments or single-site properties in
residential areas, we become part of the larger neighborhood. Our
involvement enhances the residents' experience, the owners' investment,
and the preseNation of the real estate asset over the long term,
We believe in the future of urban America,
McCormack Baron Ragan Management Services, Inc.
1415 Olive Street, SUite 310 51. LOUIS. MISSOUri 63103-2334 Phone 314 421.1160 Fax 3146210627 wwwmccormackbaron com
McCormack Baron Salazar was incorporated in
1973 and has distinguished itself as a nationally
acclalnl€d for-plOfit residential development
company specialized in the revitalization of urban
neighborhoods. It is often called upon by cities
and local agencies to provide housing
opportunities in difficult to develop areas, The
firm has moved from developing residential
buildings (both historic rehab and new
construction) during its early years to creating
affordable urban neighborhoods through multi-
block, mixed income projeas. The more recent
projects often evolve from extensive community
planning exelClses which produce a
comprehensive plan to create new and attractive
urban neighborhoods, The larger scale
residential projects often stimulate new private
investment In the community, either by single'
family homebuyers or by retail and commercial
businesses,
Bedford Hill
Pittsburgh, Pennsylvanta
M;otthew Henson
PhOflnix, Arizona
McCormack Baron Salazar
(formerly McCormack Baron & Associates)
In the past twenty-five years, the company has closed one hundred
thirteen (113) projects with development costs in excess of $15 billion,
It has developed more than 12,800 housing units and one million
square feet of retail/commercial space. After an earthquake severely
damaged housing in sea ions of southern California in the mid-1990s,
McCormack Baron Salazar began its west coast operations opening an
office in Los Angeles, Since 1995, the firm has closed on 2,212 units in
California with total development costs in excess of $352 million.
McCormack Baron Salazar has extensive experience in the adaptive
reuse and rehabilitation of historic structures and the integration of new
construction into urban historic districts, The firm has developed 2,113
units of residential housing and 831,500 square feet of
retail/commercial space through historic rehabilitation districts,
The company has been extensively involved with HUD's public housing
"mixed-finance" program dating back to early 1994 when it proposed
the idea to then HUD Secretary Henry Cisneros. The first two
demonstration projects closed in the spring of 1996, and were both
McCormack Baron Salazar developments, Centennial Place in Atlanta
and Murphy Park in St. Louis Both Centennial Place and Murphy Park
were mixed-income developments requiring the physical
transformation of two severely distressed public housing sites,
including two significant educational initiatives with adjoining schools,
welfare-to-work programs with returning residents, and a variety of new
social service providers serving the new communities, The two
developments offer excellent examples of public housing
transformation. Since 1996, McCormack Baron Salazar has closed thirty-
four (34) phases of HOPE VI developments in twelve cities involving
4,482 units and 5665 million in total development costs. To date
approximately 3,182 units have been completed and 1,192 units are
under construction.
McCormack Baron Salazar developments are also characterized by a
blend of financing sources - both public and private, Its financing
techniques incorporate a variety of funding approaches utilizing federal
programs where available, tax-€xempt financing, conventional loans,
pension funds, foundation loans and grants, and equity from the private
sector. During the course of its development activities in local
communities, the firm has successfully created relationships with local
government, the private sector, community-based organizations, and
foundations.
The foundation community has seen value in many McCormack Baron
Salazar projects. To date, such foundations including Ford, Pinsburgh,
Heinz, Mellon, Hall Family (Hallmark), Cleveland, Gund, Danforth, as well
as other corporate funds have invested approximately $68.5 million,
McCormack Baron Salazar, Inc.
St. Louis Office 1415 Olive Street. Suite 310 5t LOUIS. Missouri 63103-2334 Phone 314 621.3400 wwwmccormackbaron.com
Los Angeles Office 801 5 Grand Avenue SUite 780 Los Angeles, California 90017 Phone 213 236.2660
McCormack Baron Salazar Philosophy
Our mission is to rebuild neighborhoods in central cities across the
United States that have deteriorated through decades of neglect and
disinvestment. In partnership with communities, we bring vision,
experience, and commitment to the challenge of community
revitalization.
We believe in a broad outlook We coordinate large-scale urban
development plans from start to finish. We are the industry leader in
turning complex development concepts into reality - and we have
worked in every type of housing market: affordable and market rate
rental housing, historic rehab, senior housing, and home ownership.
The result of our involvement in large-scale projects is positive, long-
term, and comprehensive revitalization of neighborhoods: economically
diverse, architecturally pleasing, functional places that reflect strength,
pride, and sense of community.
We believe in long-term involvement. We maintain our commitment to
our residents by managing our properties to the highest standards. Our
commitment extends beyond housing as we work to strengthen
neighborhood social structures in partnership with community
organizations. Our emphasis on community building encourages socio-
economic and physical revitalization.
We believe in the power of partnership. We work in concert with
residents, neighborhood groups, financial institutions, foundations,
state and local governments, and federal agencies. The partnerships we
create become catalysts for change in the process of neighborhood
development
We believe in the strength of our people. Our staff is the most
dedicated, talented and diverse in the industry and brings sophisticated
understanding to every development challenge. Expertise and creativity
in finance, design, management. and community involvement are the
trademarks of our success,
We believe in the future of urban America,
McCormack Baron Salazar, Inc.
St. Louis Office 1415 Olive Street, Suite 310 St. LoUIS. Missoun 63103-2334 Phone 314 6213400 wwwmccormackbaron com
Los Angeles Office 801 S Grand Avenue SUite 780 Los Angeles, California 90017 Phone 213236.2660
B. Qualifications and References
4. Methodology and Conceptual Approach
With its extensive experience in completing large scale developments throughout the
country, the McCormack Baron Salazar ("MBS") team has the capacity to meet the
goals of the city, A description of the MBS approach is provided below,
Technical Approach
Upon selection as lead developer, McCormack Baron Salazar and the proposed
team are prepared to begin the development process through a series of meetings
with the residents, community stakeholders, and other interested parties,
McCormack Baron Salazar and its Development Team will work closely with city
officials and all stakeholders to identify an appropriate master planning firm/team
that is best qualified to facilitate the community-driven planning process.
The development team will work to gain an understanding of key physical and social
issues in the neighborhood beginning with collecting information including hard data
such as maps, surveys, photographs, market research, etc, Even more important are
soft data, including the perceptions of those who know the community best.
Evaluating the financial viability will be another important step in both the urban
planner selection and Master Planning process,
We will gradually identify and understand the strengths of the community by asking a
series of questions of residents, neighbors and stakeholders. Problems and
weaknesses that need to be corrected will become vividly clear, This step should be
concluded by all stakeholders reaching consensus on strengths, weaknesses, and
redevelopment goals, Designing for the future is an optimistic process It is possible
to overcome adversities or obstacles by looking to the future, The design process will
be opened to a wide variety of possibilities and influences, By using design as the
language of the process, participants will work with designers to find common
ground and to reach consensus even in situations with long histories of conflict.
B. Qualifications and References
A. Master Plan
Based upon the scope of work and information gathered during the initial planning
process, the McCormack Baron Salazar Development Team will work very closely
with the city, and the selected Master Planning/Urban Design firm, The early
planning work in this process is absolutely critical to developing a series of
redevelopment goals and principles that will inform the redevelopment planning
process. As a consultant/developer in a new neighborhood, we do not come in
pretending to know what is best. We first listen, then learn, then help put together a
development plan that is realistic and financially viable, one that meets the
challenges posed in that particular urban setting, We continually test the vision and
plan as it evolves for financial viability, seeking to understand and communicate to
all parties what can be done and what cannot be done based on market realities
and resource availability, We always push the envelope but are cautious about over-
promising and under-delivering,
MBS has worked with mony of the premier urban design firms in the country (please
refer to the list provided earlier in this Section), and this collaboration has become 0
standard part of how we approach planning a redevelopment process in an urban
neighborhood.
Our general approach and philosophy of rebuilding neighborhoods is a holistic one,
Returning distressed, decaying neighborhoods to desirable ones tokes more than just
bricks and mortar. It's about improving the quality of life and the social institutions,
It's about addressing safety and security concerns. It takes listening to the residents
who still see value in the neighborhood and understanding what it was that mode
the neighborhood strong at one point in time and what it is that will make it strong
again, It is about reestoblishing 0 sense of place and connections that have broken
down over the years, It cannot be done in nickel and dime fashion, It takes vision
and scale,
High-level design and construction techniques are hallmarks are MBS developments.
MBS' communities hove high-quality site amenities such as parks and green space,
and the housing designs build on the unique character and positive qualities inherent
in each neighborhood. In a mixed-income MBS development. there are no visible
differences between affordable units and market units,
The ideo is to revitalize an existing neighborhood from the ground up not just by
building new housing, but also by providing support for the community and its
residents, It is not about gentrification but ensuring that residents con continue to
offord to live there while new residents are attracted, Thirty years of experience has
taught MBS that the development of certain community and supportive services in
the revitalized communities reduces the economic fragility and insecurity of families,
increases the likelihood of upward mobility of low income families, increases social
integration among all residents of the mixed income community, and creates the
B. Qualifications and References
and organized as on integrated service network linked to the housing revitalization
strategies.
In short we help drive the master planning team through 0 community involved
process guided by principles to which 011 stakeholders agree early in the process. We
apply our thirty years of experience in developing, owning and managing the type of
communities envisioned by the City to ensure that the redevelopment vision and
plan is socially and financially viable both short term and long term, We strive to
create excitement and energy from 011 quarters so that the end result of the planning
process immediately turns into the beginning development of on exciting new mixed
income development,
B. Development Strategy and Finance Plan
Backqround
McCormack Baron Salazar and McCormack Baron Rogan are notionally recognized
as leaders in real estate development and property management. MBS/MBR hove
extensive experience that spans 30 years in creating and managing larger scale
mixed-income, mixed-finance communities in central urban locations,
Over the past three decodes, McCormack Baron Salazar ("MBS") has developed 113
developments consisting of 12,828 housing units and 1 ,031 ,500 square feet of
retail/commercial space in twenty-eight (28) cities, developed at cost of
approximately $1,6 billion, Seventy-three of these projects, representing two-thirds of
the developed units and costs, utilized Low Income Housing Tax Credits (LlHTCs).
Leveraging scarce resources is 0 critical component of every project undertaken by
MBS, Our approach to mixed-income developments involves tremendous
coordination and communication in partnership with local government, City
government officials, the surrounding residential community, financial institutions, the
business community, local and state Housing Finance Agencies and private
foundations,
Approach
As 0 developer of neighborhoods throughout the country, MBS brings significant
experience to the redevelopment process, We hove demonstrated creativity and
savvy in working with local government agencies to plan and implement
redevelopment projects of 011 shapes and sizes.
We work very early to establish design and development parameters to which 011
stakeholders con agree. Early in the planning process, we work to identify site control
challenges, phasing challenges and financing challenges associated with the
proposed initiative, Understanding the existing resident demographics and
B. Qualifications and References
income mixes and development programs together with the sphere of available sites
that might be utilized for redevelopment.
We use this information along with an understanding of the resource availability,
construction and operating costs to build a custom model for that particular
development. The model allows us to examine a number of development scenarios
by "sensitivity testing" the key assumptions and variables. Very early on we can
identify constraints and possible issues that help inform the planning process and
potential development outcomes, An important outcome of this up-front analysis is
avoiding the creation of unrealistic expectations so often associated with projects of
this type, but instead creating a viable model for revitalization that incorporates the
needs of the City of Durham, the residents and the stakeholders,
From the RFQ we understand that the City of Durham controls multiple parcels of
land to develop but that significant land acquisition must be undertaken to gain full
site control. We will work closely with local officials and other key stakeholders to
develop a strategy for acquisition, We have a team of professionals that have
negotiated with owners and understand the variety of paths to site control and the
various pitfalls, We will develop a plan for interim ownership and management. one
that secures control while minimizing risk to the City, The plan also minimizes the
ocquisition cost and reduces any interim operating cost exposure, It is important to
ensure that financial resources are secured with the disposition of these properties,
MBS understands the public infrastructure needed to revitalize and support a new
community: water. sewer. other utilities. new or improved streets, sidewalks. lighting.
parks and schools to name a few, This infrastructure is costly but MBS and its team will
work closely with City officials and agencies to understand what is needed. design it
carefully to minimize the cost while seeking and securing new resources and
identifying innovative partnerships,
As demonstrated by our experience, we are continually developing new ways of
financing these types of developments, As such the financing strategy must deal with
much more than just bricks and mortar financing, It must be a holistic approach to
financing and fundraising. for which MBS is highly skilled.
In short we will work closely with officials early on to create a financial framework and
refine it throughout the planning process, This incremental building of the financial
plan helps shape a realistic development plan,
C. Comprehensive Neighborhood Revitalization Strategy and Additional Tasks
The Development Team will attend all required meetings as requested by local
officials and with public and private institutions that have a role in the revitalization
initiative. The Development Team will attend all meetings with residents, advisory
committees and task forces related to the initiative, The MBS Team will meet regularly
with the City to make certain that all goals are met and relevant meetings are
B. Qualifications and References
D. Community Engagement
As previously discussed regarding the master planning/design process. MBS believes
that a sound community planning process fully engages all residents and local
stakeholders to ensure that the resulting plan addresses the needs and challenges
faced by local constituents, Throughout the country, the MBS team has developed a
set of principles that will help guide the resident and community involvement
process. In the public planning process, those principles include:
Energizing the community through clear. open communication and outreach
methods that ensure community members feel vested in the project and
build trust in the process, project and project team,
Working in good faith to offer realistic expectations of the opportunities, risks
and trade-offs of the revitalization plan,
Working with the city and/or housing authority to adapt to local practice and
requirements to incorporate community concerns,
Public Participation
The Development Team will incorporate the following tools and techniques to
maximize public participation in the planning process:
Employ intense but respectful information and dato gathering strategies, such as
survey instruments and focus group sessions. to understand the basic
demographics, housing and supportive service needs of the resident
stakeholders;
Hold small neighborhood workshops to help reach pre-public workshop
consensus on specific "success outcomes" for the study;
Coordinate interagency group meetings to help
integration and maximize the benefit from
increase
public
multi-agency
participation;
Disseminate ahead of public workshops critical information. education and
communication to help increase the public's "digestion" of complex data and
information; and
Document all genuine inputs and demonstrate linkages to final
recommendations,
Communication
One of the keys to the success of any public involvement process is ensuring that
participants are heard and that their ideas, concerns, and questions are forwarded
B. Qualifications and References
stakeholders, including residents, nonprofit organizations that serve the community,
educational institutions, major employers, community development organizations,
financial institutions, foundations and other key community stakeholders, Relevant
federal, state and local agency representatives will also be included, The team will
continuously update and revise the mailing list throughout the planning process,
incorporating participants at community meetings and public workshops. The
mailing list will serve as a basis to send out meeting notices and any other project
information. Stakeholders will receive informational flyers announcing major events
by mail and/or e-mail over the duration of the planning process.
Other tools to ensuring wide spread community input and communication come in
the forms of public meetings, local advisory councils, interviews and workshops,
Stakeholder Interviews
Throughout the design, development and human capital planning processes the
Development Team will conduct interviews with residents and other stakeholders who
represent specific constituencies, which can include nonprofit organizations that
serve the community, educational institutions, major employers, community
development organizations, financial institutions, foundations, and community
service organizations, Relevant federal, state and local agency representatives will
also be included, The purpose of the interviews is to broaden the base of
stakeholders in the community and surrounding areas who understand the potential
for redevelopment project and to begin framing issues, crafting a vision and building
consensus for change with these stakeholders, This process will include significant
"listening" by the Development Team. For example the team will explore with
participants:
What are the issues and concerns about the community in which they live and
work?
How should the conversation about the issues occur?
Who should be involved in the conversation?
Who else should be added to the Rolling Hills Redevelopment implementation
team to make it truly representative of relevant stakeholders?
What specific conditions would the community need to ensure meaningful
participation?
What criteria should guide the selection of potential partners?
This early stage of the project needs close collaboration between the City,
stakeholders, and the development team. The development team will playa key
role in establishing these information exchanges and relationship-building
opportunities,
6. Planning & Development Experience
McCormack Baron Salazar ("MBS") has completed a broad range of development types
and led many master planning efforts, in addition to mixed-income affordable housing
development. MBS has completed historic rehab of mixed-use properties, new
construction of homeownership units, community master planning, and retail
development.
The chart below summarizes the roles played by MBS on a few projects,
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100 Acre SIte, 350 Rental, 100 For'sale,
Westmmster Place (St. Louis, MO) X X X X Assisted Elderly, School, Cancer Center,
Shopping Center
Crawford Square/Bedford (Pittsburgh, PAl X X X X 110 Acre Site, 500 Rental, For.sale,
Community Center, Church
Centennial Place (Atlanta, GA) X X X X X 50 Acre Site, 740 Rental, New School, YMCA,
For.Sale Housing
Aliso Village (Los Angeles CA) X X X X X 30 Acre Site, 370 Rental,
90 For,sale, Community Center
Murphy Park/Vaughn (St. LOUIS MO) X X X X X 50 Acre Site, 410 Rental, Elderly Housmg,
School, Church, Community Organization
Hentage Park (Mmneapolis MNI X X X X X 100 Acre Slte, 450 Rental, For'sale, Senior
Housmg, Community Center, Park
Blumeyer 1St. LOUIS, MO) X X X X X 60 Acres, 515 Rental, 300 For Sale, Senior
Housing, School, Community Center
McCormack Baron Salazar has employed a mixed-income, mixed-finance strategy in the
majority of its housing developments since 1980, recognizing the critical importance of
leveraging resources and stakeholders in building viable, sustainable, and economically
integrated communities, In 1994 and 1995 McCormack Baron Salazar was integrally
involved in the development of HUD Public Housing's "Mixed Finance Model" that
developed into the HOPE VI program, Advocating an approach that combined private
ownership and management of public housing with the leveraging of private funds,
namely low income housing tax credits and first mortgage debt. MBS piloted the nation's
first public housing mixed-finance development in St. Louis in 1996, Murphy Park, as it
became known, transformed a dilapidated, obsolete public housing development into a
vibrant mixed income community, Murphy Park positioned MBS to be selected as a
development partner in the nation's first HOPE VI development, Centennial Village in
Atlanta, Georgia, which closed in March, 1996.
McCormack Baron Salazar had extensive experience in large scale, mixed-income
urban developments, where the firm became involved with Public Housing revitalization
plans it looked to its proven formulas:
6. Planning & Development Experience
1, Construct quality housing with modern amenities that appeal to market rate
tenants, and operate the finished product as quality market rate development;
2, Create neighbarhoods that are seamlessly integrated into their surroundings,
weaving in existing historic and significant structures, and ample green space:
3, Provide quality infrastructure to reconnect neighborhoods that typically have
been physically isolated:
4, Make residents, neighbors and institutions "empowered stakeholders" by keeping
them informed and involved from the early stages of the project through a
community Master Planning process,
The firm's success is due in large part to its strong commitment to the targeted
neighborhood, its schools and its residents. McCormack Baron Salazar believes that
meaningful and ongoing participation by residents and other stakeholders is the key to a
successful and sustainable development. Urban Strategies ("US"), McCormack Baron
Salazar's not-for-profit affiliate, provides the necessary link between developer and the
community. US can work with community stakeholders, residents and local community
service providers to develop a Human Capital Plan, This would include an assessment of
available resources and additional resources needed to provide educational, cultural
and athletic programming during after school hours and during vacation periods. These
proposed activities, which can be based at the school or in an adjacent community
center such as a YMCA will be designed to make the school desirable to families from a
range of economic backgrounds, engage parents and improve educational outcomes
for the low income students,
In response to the challenge of revitalizing Public Housing sites, the basic philosophy is
expanded by several guiding principles:
1. Work in partnership with the residents to develop in integrated human services
network and Public Housing residents to ensure the greatest possible success for
returning families:
2, Leverage private and public resources at the state and local levels to provide
both physical and human capital programs;
3, Develop at a scale appropriate for the site, but large enough that the
transformation of the neighborhood is evident;
4, Create realistic rent structures that create an economic bridge across the
different unit types. As residents' incomes grow, there are a range of unit types to
"move-up" into;
5, Provide opportunities for other stakeholders to be integrally involved in the
planning and implementing the neighborhood transformation, including local
public schools and community center operators. Public housing redevelopment
must be connected to other viable community institutions and leadership to
make a sustainable impact,
6. Planning & Development Experience
Management, lease-up, Marketing, & Operations
Managing mixed-income public housing communities requires strong property
management skills, knowledge of market conditions, and an understanding of public
programs. Most importantly, all residents must be treated equally and with respect.
Operating in a market environment is drastically different than operating under the less
competitive environment of public housing. We understand that private management
experienced with operating subsidized housing in an essentially market-driven
development is key. McCormack Boron Salazar's approach will emphasize
decentralized project-based management and budgeting and will toke advantage of
an increasingly deregulated environment while meeting the challenge of decreased
federal funding. We offer extensive private sector managerial experience essential to
the success of the mixed-income development and result in benefits, such as: greater
management control over performance, greater fiscal accountability, greater
operational flexibility and improved quality of work and performance by establishing
goals and rewards to motivate employees,
In almost all McCormack Baron Salazar mixed-income communities, McCormack Baron
Ragon Management Services (MBR) serves as the management agent. On on on-going
basis, MBR will submit budgets, financial statements, status reports and attend personal
conferences to inform HAPB on the operation of the property,
The organization of the privately managed site will reflect a conventional residential
community complex, On-site management will be responsible for day-to-day operation
of the property, including maintenance. MBR takes affirmative action steps and
performs equal opportunity outreach (with policy of preferential hiring of public housing-
assisted residents for 011 site positions as part of the Section 3 plan), The site staff will be
responsible for selecting in-coming residents consistent with the admission's approved
policies, Site staff will be trained in eligibility requirements, fair housing and certification
procedures, maintenance and repair, rent collections and procedures, financial
accounting and management. resident and management relationships and linkages to
humon service programs. Most critical to the new community's long-term success will be
a safe and secure environment. McCormack Baron Salazar has extensive experience in
working with housing authorities and residents to address security issues through security-
sensitive environmental design, property management procedures and community-wide
security involvement and input, These efforts ore supplemented by individual security
systems and building entry access controls,
URBAN STRATEGIES
Strengthening Families & Building Healthy Communities
Urban Strategies, Inc., founded in 1978, is a not-for-profit corporation that works
with its development partner, McCormack Baron Salazar, to help communities build
safe neighborhoods, good schools, and a range of comprehensive human service
supports for distressed urban core residential communities.
We have broad experience and success in three particularly demanding types of
endeavors:
*Planning and coordinating community revitalization projects with physical,
social service, and economic development components as well as financial,
institutional, political and community-based stakeholders
*Connecting social service support to the physical redevelopment of
communities and matching local, state, federal and private resources to those
efforts; and
*Building sustainable neighborhood-based leadership
Urban Strategies works in urban communities across the country to plan and
implement self-sustaining, human capital building projects, Designing innovative
funding strategies that combine public and private resources, Urban Strategies
enables communities to provide comprehensive services that are essential to a
healthy and economically viable community. Urban Strategies provides leading
edge research, technical assistance, and direct service support to the communities
where it works,
Our Approach:
Healthy communities that nurture healthy families need safe housing, good schools,
and a wide range of supportive services that meet families' needs.
Urban Strategies approaches each of its development projects with a combination of
diagnostic, technical, and social services expertise. Through hands-on technical
assistance, Urban Strategies builds social service infrastructure and transfers
expertise and organizational skills to community stakeholders.
Using this innovative approach, Urban Strategies has developed and implemented
comprehensive, integrated community improvement plans across the country.
Portfolio highlights include:
· Work revitalizing communities as part of 8 successful HUD HOPE VI
development teams and other comprehensive local revitalization initiatives
including the determination of community needs and the development of
integrated networks of social, educational, health, employment and
recreational support services.
· Work in St. Louis, Atlanta, and Minneapolis to develop community plans
and organize public and private investors to enhance the physical design and
the resources at neighborhood schools.
· Developed training programs for low-income, unemployed residents in urban
communities in St. Louis, Atlanta, Minneapolis, and Chicago. This training
enabled residents to take a substantial role in managing their work life to attain
economic self-sufficiency.
· Work with communities at O'Fallon Place, and Murphy Park in St. Louis,
Centennial Place, in Atlanta, Heritage Park in Minneapolis, and Bedford
in Pittsburgh, to train community leaders and put in place governance
structures to assure the development of innovative sustainable programs,
Project Experience: Building Community Capital
COVAM Community Development Corporation
(Carr Square, Vaughn-Murphy Park, O'Fallon Place)
COVAM is a not-for-profit community development corporation (COC) representing
the interests and aspirations of four former public housing communities. Its mission is
to create an effective system of supports, services and amenities for all families who
live in the COVAM community. It uses the neighborhood's newly developed mixed-
income-housing built by development partner McCormack Baron Salazar to not only
provide shelter but also to serve as a springboard to opportunity and independence
for low-income families.
COVAM COC does not provide services itself. Rather, it acts as an intermediary to
oversee the development of services, activities, and organizations within the
community. It pursues community projects that employ a comprehensive approach
to job training, childcare, affordable housing, education, health care, and economic
development, as well as arts and youth leadership building.
Urban Strategies provides technical assistance and ongoing support to the COVAM
COC and its board of directors, comprised of residents, development property
managers, and representatives of neighborhood and private institutions from both the
for-profit and non-profit sectors.
Urban Strategies helps the COV AM board of directors and their resident liaison
develop and implement their ongoing plans, including the identification and
acquisition of both public and private funding to support the strategic objectives of the
community.
Forest Park Southeast and the Adams Park School and Community Center
Forest Park Southeast is a S1. Louis neighborhood of approximately 4,000 residents
that has some of the lowest health and economic indicators of any S1. Louis
community. When Urban Strategies began its community planning and
revitalization assignment there, community children attended more than 35 schools
scattered throughout the S1. Louis region. There were few recreational opportunities
for neighborhood youth within three miles of their homes.
Guided by a major institutional stakeholder - the Washington University Medical
Center and Hospital complex and other institutional stakeholders, Urban Strategies
and its development partner McCormack Baron Salazar engaged residents in a
yearlong, community-wide planning process in 1999. The process produced a final
plan that included the following initiatives:
· Health programming addressing major health and wellness problems (reducing lead
poisoning among children and increasing support for residents with AIDS),
· Reopening a neighborhood elementary school,
· Building, staffing and programming a neighborhood Community Center,
· Planning the rebuild of the housing stock, and
· Revitalizing a center of mercantile activity for the community.
Urban Strategies has provided direct support to many resident leadership
committees in this community including the Board of Directors of the Adams Park
Community Center. In addition, Urban Strategies helped the community develop
innovative funding strategies that resulted in $9 million in public funds and $11 million
in private funds to build and reopen the school and community center.
Improvinq Schools and School Performance
Jefferson Elementary School Project-School Reform
The Jefferson Elementary School is situated in the center of the Murphy Park
Development in St. Louis. Prior to the 1997-98 school year, area residents were
upset that more than seventy-five percent of the children in the community did not
attend Jefferson School due to the court-ordered desegregation program that moved
children from segregated home districts to integrate suburban districts.
In 1997, with Urban Strategies providing technical assistance, the COVAM CDC
proposed that the St. Louis Board of Education convert Jefferson School into a
neighborhood school for children in the immediate community. COVAM also
requested a new principal, a site-based and managed budget, and the flexibility to
test innovative approaches to teaching. To support this request for sweeping
change, Urban Strategies, with the leadership of its board chair, Richard Baron
helped COVAM raise $3,6 million from corporations and foundations to upgrade the
school with central air conditioning, internet infrastructure, computers in every
classroom, and an adult computer-training lab.
September 1, 1998, marked the first day of classes for the "new" Jefferson School,
which opened as a year-round, neighborhood school with record attendance from
neighborhood children, In the 1998 school year, a remarkable seventy-five percent
of students came from the COVAM community. That number increased to eighty-two
percent for the 1999 school year and in the 2003 school year reached the current
height of ninety two percent. In 2003 for the first time the Jefferson Elementary
School children scored above the local. average in the reading and math segments of
the Missouri Assessment Program (MAP) test, the statewide evaluation tool. In 2004
the Jefferson Elementary School children significantly improved their rising math and
communication arts scores. The 2004 increase in science resulted in the Jefferson
Elementary school being named a Missouri State Blue Ribbon School indicating
student achievement significantly above the state's highest performance category,
The Adams Elementary School-Partnering for Educational Excellence
The new Adams School, which opened in the fall of 2001, serves 400 children in the
Forest Park Southeast neighborhood. The children of this community formerly
attended 35 different schools dispersed throughout the St. Louis region, making it
virtually impossible for the community to focus on the educational success of its
children.
Urban Strategies guided area residents in developing a new community-based
approach to education. Urban Strategies helped the community select a dynamic
school principal and develop an innovative collaboration with a local private school.
As a result of this public /private school partnership, a national telecommunications
firm committed to building and equipping complete multi-media, technology libraries
and learning centers in each school at a cost of more than $1 million. These centers
will be linked so that the students, faculty, and staff may share learning opportunities.
Urban Strategies also worked with the Center of Contemporary Arts (COCA), a local
arts education organization, to bring its urban arts program to this inner city school.
This was made possible because the school and Adams Park Community Center are
physically connected. This linkage enables the two institutions to work closely
together to cost-effectively share space for the arts, recreation, and computer lab
training facilities.
In 2003, Adams School was widely recognized in the 81. Louis region as a model
neighborhood school with innovative approaches to reading, a high degree of parent
engagement, a number of effective community partnerships, after-school, and
summer programming that reinforces and enhances the school curriculum.
BuildinQ Self-sufficiency
Jefferson School Adult Computer Training Program
The Adult Computer lab at Jefferson School opened its doors to the COVAM
community on February 16, 1999, A computer literacy and applications program was
developed at Jefferson to provide adults with the technical skills to become
productive in an office environment. The Adult Training Program consists of three
modules: Adult Basic Education to prepare adults for the GED examination,
Office Technology and specialized Firstar/US Bank Training. Students enrolling in
the Office Technology class are mentored through twelve weeks of Basic and
Intermediate levels of Microsoft Office 2000 and Windows 98. Many of the students
that complete the program subsequently receive entry-level jobs with some computer
knowledge required.
Students enrolling in the US Bank program receive hands-on training on bank
encoding procedures for eight weeks with the goal of working for US Bank upon
graduation. The placement rate for this program, since its inception, is greater than
80 percent of the adult students trained have been employed by US bank.
The Adult Computer Lab offers evening classes. By fall of 2003, More than 200
adults had received instruction in graphics, HTML, Windows NT, and Windows 2000
since the opening of the lab in December of 1999. All of these classes are provided
to COVAM residents free of charge.
Adams School and Community Center Computer Lab
The Adams School Adult computer lab opened in November 2001 as a replica of the
COVAM model. Urban Strategies adapted the model to the design and operation of
the Adams Park community and encouraged the leadership group overseeing the
project to locate the Adult Computer lab in their Community Center in order to provide
greater access to residents and volunteers alike. Because of its proximity to several
distinguished institutions of higher learning, the Forest Park Southeast neighborhood
has tremendous access to a wide-range of volunteers, with expertise in teaching,
technology, business and personal self-improvement. Today, the Adams Community
Center adult computer training is provided by an array of these volunteer technology
experts from the surrounding community.
Welfare to Work Projects
The COVAM Community has a history of a disproportionately high number of
residents receiving welfare with many facing serious barriers to employment and
independence. As part of the effort to help COVAM residents find stable work,
COV AM partners with social service providers to offer assessment, training, support,
and access to sustained employment.
This model focuses on providing a group of services to an entire neighborhood. The
model includes job development, placement, and retention services to ensure that
unemployed people are able to make all of the lifestyle changes necessary to
permanently improve their standard of living and quality of life.
In 2003 residents of the COVAM community had available an integrated set of
services to support employment and career development. These included youth
employment and development programs, GED preparation, office technology
training, job counseling, placement and retention services,
Revitalizing Commercial Areas of Urban Core Neighborhoods: Forest Park
Southeast in St. Louis and Glenwood Avenue in Minneapolis
Urban Strategies is working toward commercial strip revitalization in a 5t. Louis
neighborhood and a Minneapolis neighborhood. The approach is to engage
community residents, property owners and business owners in the development of a
comprehensive corridor rebuilding program. These programs are action oriented and
require simultaneous activity in the rehabilitation of structures where necessary, the
development of fallow parcels, new business recruitment, and existing business
development. A comprehensive corridor plan also addresses the physical design
and appearance of public properties, overall cleanliness, safety and sustainable civic
leadership.
Across the country Urban Strategies works with communities in challenging urban
areas to plan self-sustaining, human capital building projects of the kind and quality
previewed here. Designing innovative funding strategies that combine public and
private resources, Urban Strategies enables communities around the country to
provide comprehensive and dynamic services and projects, essential to healthy and
economically viable neighborhoods. Consistent with its philosophy, Urban
Strategies provides leading edge research, technical assistance, and direct service
support to the communities where it works, Recognition of the improved condition of
the community institutions, and the children and families who live there increasingly
acts as a magnet in these communities for new partners and new initiatives,
OUR WORKFORCE
Urban Strategies' diverse and experienced executive staff is vital to its success.
These staff members lead the way in Urban Strategies' efforts to help residents build
strong, sustainable communities and revitalized neighborhoods.
Sandra M. Moore, President
Through her various work in elevating vulnerable families and communities, Ms.
Moore has developed the skills and leadership necessary to energize the Urban
Strategies team in designing and implementing community revitalization plans that
meet the needs of employment, education, health care, recreation, and senior
services, After graduating from the School of Law at Washington University in
St. Louis, Ms. Moore spent eleven years as an administrative judge with the United
States Equal Employment Opportunity Commission. From the on-set of her career,
Ms, Moore realized the necessity of fair employment and fought to make jobs
available for all groups. Ms. Moore continued her profession in public service and
her dedication to meeting the needs of vulnerable groups by serving as the Director
of Missouri's Department of Labor and Industrial Relations where she oversaw the
state's Division of Labor Standards, Division of Employment Security, Division of
Worker's Compensation, the Governor's Council on Disability, the Missouri
Commission on Human Rights and the Board of Mediation. Carrying on in her
endeavors of community revitalization Ms. Moore served as CEO of the Family and
Community Trust, where she helped lead a multi-system reform effort to assist
communities across the state to develop, implement and evaluate strategies
designed to improve education, health, mental health, human resources and
economic development outcomes for at-risk Missourians. Most recently, Ms. Moore
served as Vice President of St. Louis 2004, a citizen-based effort designed to move
the St. Louis region to leadership in 6 substantive areas through the year 2004.
These experiences have allowed Ms. Moore to direct Urban Strategies in
understanding the procedures and hard work that it takes to help families and
communities become self-sustainable.
Susan Glassman, Senior Vice President
Due to her efforts in addressing public concern and creating viable community and
economic enterprises, Ms. Glassman is a significant team member who leads the
way in managerial assistance and provides valuable input into economic growth. As
CEO of the American Lung Association of Eastern Missouri (ALAEM), Ms, Glassman
calmed the concerns of citizens by developing community driven public health
programs to reduce tobacco use, improve asthma management and fight
tuberculosis, Ms, Glassman also served as Deputy City Manager of the City of
University City where she coordinated projects in Planning, Community and
Economic Development, Public Works, Finance, Police and Fire Departments, and
served as the city government liaison to the Delmar Loop business district.
Ms, Glassman oversaw the creation of a Special Taxing District, which was the
catalyst for the revitalization of the lively retail and entertainment district known as the
Delmar Loop. These experiences have allowed Ms. Glassman to assist Urban
Strategies in developing solutions to public concern and creating actual resolutions in
the development of community revitalization,
Esther Shin, Vice President, Human Services
Through her various works in community development, Ms. Shin has acquired the
skills necessary for the planning and implementation of successful programming and
management. After graduating from the Masters of Social Work Program at
Washington University in St. Louis, Ms. Shin was a fellow for the Social Security
Administration where she evaluated the privatization of social insurance programs in
foreign countries. Most recently, Ms. Shin served as Community Development
Coordinator for McCormack Baron and Associates where she specialized in the
advancement of employment programs for urban core communities. These practices
have allowed Ms. Shin to support Urban Strategies in developing creative
programming, locating funding opportunities, and connecting residents with
appropriate services.
Lisa King, Executive Administrative Assistant
At Urban Strategies Ms. King supports the President and staff and has primary
responsibility for day to day operations. Ms. King has 10 years of experience in the
not for profit environment, with extensive practice in community engagement.
Ms. King previously served three years in the political arena, acting as a constituent
liaison in the offices of Missouri Senators Danforth, Ashcroft and Bond.
Marilyn Sanders-Nwagbara, Administrative Assistant
At Urban Strategies Ms. Nwagbara supports the Senior Vice President of Urban
Strategies, Vice President of Operations, and staff. Ms. Nwagbara has 10 years of
experience in the administrative field. Previously, Ms. Nwagbara served as a
Department Secretary for seven years at HBE Corp, which designs and builds
moderate hotels, hospitals and banks. Most recently Ms. Nwagbara worked with
McCormack Baron and Associates for four years.
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NorthMarQ Capital
NorthMarq Capital is the largest privately owned national real estate investment banking
group in the country specializing in financing of all types of income properties. We work
closely with owners of real estate to arrange financing with our extensive relationships
and contacts in the lending community. We have the ability to do forward commitments,
traditional fixed rate loans as well as variable rate bridge loans, construction financing,
mezzanine debt, joint ventures, equity, and various other less traditional debt. We finance
$11 BB annually and have leverage on pricing on our client's behalf. Our correspondents
include numerous life insurance companies; we are a Freddie Mac Program Plus Lender
and now affiliated with a Fannie Mae-DUS lender.
NorthMarq takes pride in maintaining an entrepreneurial spirit as the firm has assembled
through growth and acquisition the finest commercial real estate financing team in the
nation. As industry experts, our professionals stand ready to help customers with their
debt and equity needs throughout the entire United States,
With its acquisition of the mortgage banking and real estate consulting divisions of Legg
Mason Real Estate Services in the fall of 2003, NorthMarq Capital became one of the
largest privately owned commercial real estate financing companies in the world, It is
part of a diverse group of companies owned by the Pohlad family of Minneapolis,
NorthMarq originated in Minneapolis in the 1950's and at that time was known as
Northland Mortgage. During the 1970's the commercial operations expanded to S1. Louis
and Kansas City, In the early 1980's offices were opened in Denver and Phoenix and by
the late 1980's an expansion on the West Coast occurred with offices opening in Los
Angeles, San Diego and San Francisco. In 1998 Northland purchased Stockton,
Luedemann, French/Jackson and West, a privately held commercial mortgage banking
firm with offices in Dallas and Houston. Later that year we opened an office in Chicago.
In late 1998 Northland Financial Company was sold to Marquette Bancshares and our
name became Northland Marquette Capital Group, Inc. Marquette Bancshares, is a
diversified financial services holding company and is privately held by the Pohlad Family
based in Minneapolis, Minnesota. In 2000 we bought the prestigious San Francisco firm
Trowbridge, Kieselhorst & Co. On February 1, 2001 we adopted our new name:
NorthMarq. Later in 2001 we acquired the Askew/Reese Investment Company in Dallas.
In 2003, we completed a major expansion by acquiring the mortgage banking operations
of Legg Mason Real Estate Services, Inc, with 17 offices along the East Coast. In July of
2004 NorthMarq acquired James R. Poole and Company, a New Jersey-based mortgage
banking firm. In October 2004 we also acquired a 40% interest in AmeriSphere
Multifamily Finance, LLC, an Omaha-based Fannie Mae DUS lender
( www.amerisphere.net ).
Our People
NorthMarq professionals are dedicated to rendering the best service possible throughout
the life of each transaction. This includes helping assure timely closings and precision
loan servicing, We are totally committed to performance excellence.
NorthMarq Capital's Approach
Every transaction and every development has its unique challenges. Creatively and
diligently facing these opportunities sets us apart. The resourcefulness of our
professionals can enhance every transaction, ensuring a successful and streamlined
process.
Proven Management Team
· Seasoned professionals
. Wide business expertise
. Dedicated to client results
· Passionate about relationships
Unique Approach
NorthMarq is well known throughout the real estate industry for achieving the highest
standards of excellence on behalf of clients and capital sources, It is a circle requiring
superiority in relationships, creativity, performance and results. We never vary from the
high standards which we embrace.
Depth and Breadth
. 27 regional offices across the United States
· Over 50 years of experience
· Intrinsic local market knowledge
· More than 200 highly-trained professionals
. Over $1 I billion dollars in annual production volume
. A loan servicing portfolio of more than $30 billion dollars
NorthMarq is well known throughout the commercial real estate industry for achieving
the highest standards of excellence on behalf of clients and capital sources. It is a circle
requiring superiority in relationships, creativity, performance, and results. We never vary
from the high standards which we embrace.
Relationships
Relationships are the foundation of our Company. Relationships with clients.
Relationships with capital sources. We strive constantly to improve and develop new
relationships,
Creativity
Every transaction, every development has its unique challenges. Creatively and diligently
facing these opportunities sets us apart, The resourcefulness of our professionals can
enhance every transaction, ensuring a successful and streamlined process. That's our
reputation, and we are committed to continue to hone our innovative expertise every day.
Performance
NorthMarq professionals are dedicated to rendering the best service possible throughout
the life of each transaction. This includes helping assure timely closings and precision
loan servicing. The need for sound practices never decreases or vanishes. We are totally
committed to performance excellence.
Results
That's the real test. Are clients and capital sources pleased with the final results of our
efforts? Year after year 70% to 80% of our transactions involve repeat clients. Great
results are why we continue to serve the same clients from one transaction to the next
year after year.
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NORTH MARI:\I CAPITAL@
Real Estate Investment Bankers
Embarcadero Center III, San FranCIsco, California,
Boston Properties, lnc-
Samt wuis Galiena, 51. Lows, l'vlzssourz,
Hycel Properties/Uertnum F"umeral,
800 North Cll7ntal Street, Waslllngton, D,C.
The I laile Compa11les.
Behind the Design
The Grid symbolizes the structure
and stability for which NORTHMARQ
Is known
TI" Oaks at Hackberry, lTlJl11g, Texas. Oaks Pwpertres, ue
The changing Grid. with the moving
color blocks and pictures. reftects
the diversity and range of the com-
pany and the ability NORTHMARQ
has to adapt to any situation.
Eacr, page Is different because
no two challenges are ever the
same. Just like what NORTHMARQ
encounters In serving Its clients. Like
the Grid. NORTHMARQ Is strong yet
totally ftexible
The MARQ of Distinction
in Real Estate
Investment Banking
NORTHMARQ CAPITAL. INC. is one ot America's leading real estate investment
banking tirms With 28 regional offices coast-to-coast, NORTHMARQ offers Its clients
the Ideal combination ot a strong national company capable of attracting a
wide range ot capital sources and an organization strategically positioned to
provide vital tirsthand knowledge ot local markets
That essential combination ot national and local presence is widely known In real
estate circles as The NORTHMARQ Difference
In late 2003, NORTHMARQ CAPITAL and the mortgage banking and real estate
consulting divisions ot legg Mason Real Estate Services JOined together under the
NORTHMARQ name to torm one of the largest commercial real estate investment
banking firms in the world NORTHMARQ's annual production volume IS now In
excess of $8 billion with a loan servicing portfoliO of more than 523 billion
NORTHMARQ has a proud legacy of leadership spanning 50 years, rendering the
highest quality of service to real estate Investors, developers and capital sources
We take pride in being a privately held company with an entrepreneurial style of
operation As such, we recognize the importance of tultllllng each cllent.s goals.
and we work harder to help our clients achieve success
NORTHMARQ CAPITAL IS establishing new standards ot excellence In serving an
ever-growing nationwide client base while always remembering the importance
of local relationships and local service
Tlmcnmmz II, Baltzmore, l\'laryumd.
M,'rntt Prop"rfle" LLC and Ba1>ar Proper fit' Gn."/,, I LC.
NORTHMARQ Products and Services
As one of America's leading commercial real
estate Investment banking firms. NORTHMARQ
CAPITAL offers Its growing client base a
comprehensive range of products and services
Included are numerous flexible loan programs
for every type of income-producing commercial
real estate and an extensive grouping of debt
and equity sources
NORTHMARQ's Impressive portfolio of services
also includes streamlined processing, timely and
efficient closings and reliable loan servicing
The company also provides real estate
consulting serVices through its affiliated company.
NORTHMARQ ADVISORS.
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Rockridge Apartments, Oro Valley,
Arizona, Farnham Realty.
Cooper Lighting Facility, Elk Grove Village, Wilwis.
Trammell Crow Company.
PRODUCT LINE
Fixed-Rate Mortgages
Variable-Rate Mortgages
Equity Financing
Joint Venture Equity
Mezzanine Debt
Fixed-Rate Participating Mortgages
Variable-Rate Participating Mortgages
Forward Commitments
Participating Forward Commitments
Pre-Sales
Tax Advantaged Structures
Specialty Property Financing
Construction Loans
Credit Enhancement Bond Transactions
Credit Tenant Lease Transactions
Sale/Leaseback
Bulk Loan Sales
Third-Party Mortgage Loan Servicing
Consolidations and Acquisitions of Servicing
Portfolios
CMBS Servicing
Synthetic Lease Transactions
AVAILABLE DEBT AND EQUITY SOURCES
Life Insurance Companies
Freddie Mac
Fannie Mae
CMBS Conduit Programs
Investment Banking Firms
Banks
Pension Funds
Credit Companies
Mortgage REITs
Private Capital
Opportunity Funds
Please VISit our webslte. wwwnorthmarqcom
NORTHMARQ
The Highest of Standards
Relationships,
Without them we have nothing. Our relationships are the foundation of our
company Relationships with clients. Relationships with our capital sources We
strive constantly to make these solid and secure
Creativity.
Every transaction. every development has its unique challenges. How we
creatively and diligently face these opportunities is what sets us apart. Through
our creativity we can enhance every transaction, ensuring a successful and
streamlined process That.s our reputation, and we continue to hone our creative
skills every day.
Performance.
At NORTHMARQ CAPITAL, we are dedicated to rendering the best service
possible throughout the life ot a transactJon That Includes assuring timely closings
and precision trom inception through loan servicing Pertormance IS an hourly
thing. The need tor sound performance never decreases or vanishes We are totally
committed to performance excellence
Resu Its.
That is the real test Are our clients and our capital sources pleased with the final
results of our efforts? Are the transactions the best that could be created? In
analyzing every NORTHMARQ-arranged debt lequity transaction, we are able to say
that. truly, it couldn.t have been handled any better Results are why we continue to
serve the same clients from one transaction to the next. year after year
Relationships. Creativity. Pertormance and Results are the essential parts
of the NORTHMARQ tradition of excellence We never vary from the high
standards which we embrace
Ed Padilla
Chief Executtve Officer
Relationships
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Over the past four years. NORTHMARQ has provided more than S300 million In flnancings for Spire
Really Group in the United States and Canada.
Melville Industrial Associates and Its affiliates have used NORTHMARQ's Westchester County
office for finanCing since 1972
NORTHMARQ has provided rT'ore than S200 million in flnanClngs for Amir Development
Company,
NORTHMARQ's Charlotte office has closed more than S380 million in apartment loans for the
Beztak Company.
Prometheus has been a client at NORTHMARQ's for more than 20 years and has done more than
S 1 billion in finanClngs
Since 1996. NORTHMARQ's Minneapolis office has provided more than S200 million in financing for
Investors Real Estate Trust of Minot. North Dakota
Maryland Management Company has used the NORTHMARQ Baltimore office exclusively to pro-
Vide more than S IOJ million in Freddie Mac financing for ItS apartment portfolio
NORTHMARQ has provided financing to Embrey Partners on more than 50 debt and equity trans-
actions over the past 25 years.
Since 1999, Investors Management Trust has used NORTHMARQ to arrange debt and equity
financing in an amount totaling more than S550 million for acquIsition or refinancing of more
than 50 apartment properfles In the sunbelt states.
Voit Development Company has used NORTHMARQ to finance more than one million square feet
of multi-tenant business parks
Mariash Corporation has exclusively used NORTHMARQ's PhoeniX office to arrange more than
S 1 OJ million of direct, bridge. mezzanine. construction and acquisition loans for its retail. office and
industrial properties in Southern California and Allzona
NORTHMARQ continues to be the capital source for Goldmark Investments. having financed
more than 40 properties In the last 10 years.
Over the past two years NORTHMARQ's Houston office has financed more than S80 million of retail
loans for NewQuest Development Company totaling 885.647 square feet in 13 projects
NORTHMARQ'S Dallas office serves as the exclusive financing agent for Behringer Harvard Funds,
In the past year NORTHMARQ has arranged more than SIOO million In senior debt for the acquisi-
tion of institutional office properties located throughout the United States
NORTHMARQ has arranged finanCing debt and equity for Trammell Crow Residential apartment
projects totaling more than S275 miilion
Robb [-< Stucky FwnituTC SlwwToom, Phoelllx,
ATl~CJ1Ul. C(1'1I Development Comp(/71Y,
Relationships
THE CHALLENGE. Longtime NORTHMARQ client AMB Property
Corporation one of the nation's leading industria: property REITs.
sought $ 110 million for the financing of a pool of properties in
California and New Jersey. AMB needed $75 million of financing
on its eXisting portfolio plus an additional $35 million of capac-
Ity to focllltate future acqulslfions AMB also required maximum
prepayment flexibility because during the course of the loan. it
would selectively be selling off Individual buildings and would
ultimately be liqUidating all of the assets eight to 12 years out
THE SOLUTION. In arranging the finanCing program, NORTHMARQ
Identified a life insurance company that had been targeting
large, conservative portfolio financings. NORTHMARQ and the life
company had enjoyed a long-term relationship and together
they created a structure that addressed all of AMBs needs Four
tranches of finanCing were created, including a lQ-year Imme-
diate tlxed-rate loan. an eight-year Immediate fixed-rate loan.
an eight-year forward fixed-rate loon and a five-year forward
floating rate loan. During the liqUidation period, the prepayment
proceeds would first be applied to the tranche witr, the most
favorable prepayment prOVISions. Thus. regardless of which assets
were sold first. the floating-rate tranche would be the first loon to
be retired
AMB was also concerned about the short par prepayment win-
dow at the back end of the fixed-rate tranches NORTHMARQ
arranged two-to-tour floating-
rate extension options on each
of the fixed-rate tranches at a
pre-specified spread, creating
much Wider par prepayment
windows to maximize value
upon eXit. AMB also required
maximum release and substitu-
tion flexibility. so NORTHMARQ
orranged tor release prices
not Just on single properties
but also on indlviduol buildings
NORTHMARQ also arranged for
multiple substitution proviSions
with the added fleXibility that
substituflon properties could
be brought In at the initial
value rother than eXit value of
the substituted property
NORTHMARQ's trusted relation-
ships With ItS capitol source and
Its client, as well as its deep
market knowledge. creoted
the Ideal solutions in a complex
transaction
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NORTHMARQ has arranged more than 5200 million in highly structured mezzanine transactions
on behalf of David L. Babson, a division 01 Mass Mutual. a longtime correspondent lender ot
NORTHMARQ.
NORTHMARQ arranged 563 million In finanCing for American Asset Corporation for its Arboretum
Retail Project the largest non-mall retail prOject in the Charlotte area
NORTHMARQ has been the dominant financing Intermediary In the LODO (lower downtown)
section of Denver. having financed almost 520J million in properties totaling in excess of 1,000.000
square feet
NORTHMARQ arranged jOint venture finanCing for more than 1.900 apartment units for a New
Jersey client In four separate transactions with more than 530 million In equity raised for the pro;-
ects which, when combined with arranged debt. was 98% of purchase price
NORTHMARQ exclusively advised a JOint venture between Boston Capital Institutional Advisors
and MB Real Estate in Its purchase of a 555 million mOjority Interest In a 28-story, 485,000-squore-
foot Chicago CSD office asset
NORTHMARQ's Westchester County office has provided exclusive acquIsition financing and due
diligence services for Harvest Real Estate Services and Affiliates for Its nine office/industrial and
retOlI purchases over the past two years
In 2003. NORTHMARQ's Minneapolis and Dallas offices worked together With Oaks Properties, llC.
a Minneapolis borrower to finance a multifamily property near DFW International Airport In Texas
Financing of 522 2 million was completed Within 23 business days
NORTHMARQ worked for three years In bankruptcy court to arrange 535 million to buy a 550.000-
square-foot building and discounted 545 million note out of the court on behalf of The limited
partnership group whose general partner had declared bankruptcy
When Kimco Realty Corporation needed secured financing for a nationwide. 11-property non-
cross collateralized, retail portfolio, the company chose NORTHMARQ to exclUSively arrange
financing of 5163.000.000
Trammell Crow Residential relied on NORTHMARQ to arrange ItS first Freddie Mac financing and to
arrange front-end equity With a mOJor life Insurance company for multiple apartment complexes
to be built nationwide
NORTHMARQ's Chicago office procured Innovative financing in the amount of 5165 million for
Great lakes REIT. The first mortgage financing and acquisition line of credit InCluded four cross-
collateralized note tranches of varying term and rate in an 18-property office portfoliO
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Creativity
THE CHALLENGE NORTHMARQ CAPITAL was
asked to provide construction debt and Joint
venture equity financing for a 400-room. five-star
luxury Mandarin Oriental Hotel in Washington.
DC. Total project cost would be $144,000.000
The site IS In southwest Washington, away from
the CBD in an area of predominantly Federal
Government buildings. The views toward the
Potomac River. the Tidal Basin and Memorials are
spectacular The transaction processes were on
schedule but were interrupted by the 9/11 disas-
ters which preceded commitment by several
months
THE SOLUTION NORTHMARQ arranged a con-
struction loan of $85,000,000 and approached
the District of Columbia about its new Tax
Increment Financing (TIF) Program The result
was the awarding of the first TIF approved in
the District, a net Investment of $34,000,000 The
process took three-and-one-half years A sub-
stantial equity Investment by Mandarin Oriental
Hotels completed the financing. Today. the new
Mandarin Oriental Hotel is a Washington land-
mark NORTHMARQ's creative and innovative
thinking and ItS undaunted spllit In light at the
national focus of the times produced an unprec-
edented result
The transaction was named 'Financing Deal of
the Year' by the Greater Washington Commercial
Association of Realtors
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Over the post three years NORTHMARQ has arranged more than $280 million in financing for the
acquisition or initial permanent financing of 10 properties in the Washington and Baltimore areas
for affiliates of The Halle Companies. The loan sizes ranged from $65 million tc $85 million
Since 1999. NORTHMARQ's Orlando office has arranged Freddie Mac financing on eight apart-
ment communities owned by Town & Country Trust. Total loon proceeds were $ 100.250.000
AMB Property Corporation has used NORTHMARQ in more than $760 million of financial transac-
tions since 2000, using multiple offices for multi-state portfolio finoncings
The Ratchlord Family has used NORTHMARQs Charlotte office to arrange 32 loons tor apartmert
projects in their multl~family portfolio
NORTHMARQ has financed more than 8,500 apartment units for more than $300 million fer
O'Connell, Leaffer Partnership
When Century Development decided to do the first speculative office building In downtown
Houston since 1983, the company turned to NORTHMARQ to arrange $ 150 mi'lion In construction
and mezzanine/equity financing
In the post five years NORTHMARQ has arranged more than $250 million in fixed and floating debt
for its longtime client. Catellus Development Corporation.
NORTHMARQ represented Litchfield Institutional Advisors os exclUSive agent in the successful
closing ot more than $ 1 00 million in finanCing for 15 separate properties comprising more than
2 5 million square feet
In the post 12 months. NORTHMARQ's Denver office has arranged construction and permanent
loons totaling $ 125 million for Whiteco apartment projects
In 2003. NORTHMARQ's MinneapoliS office provided more than $25 million In medical office financ-
ings for the Frauenshuh Companies. 0 Minneapolis-based notional development company
NORTHMARQ'S Phoenix office exclusively represented the Barclay Group In arranging more than
$ 120 million for ItS lost 13 retail fransactior.s.
Since 1997. NORTHMARQ has financed more than $ 1 billion of apartment prOJects through its
Kansas City office
When Weingarten Really needed secured finanCing for its industrial Joint venture portfolio, the
company chose NORTHMARQ to prOVide financing of $41 million
The St. LOUIS office of NORTHMARQ arranged the company's largesf transaction. 0 $480-mlllon,
85~property loon secured by nursing and senior rental properties
Home Properties (REIT) has used NORTHMARQ to arrange financing totaling more than $50 million
on four properties in the post two years Including 0 Freddie Mac transaction that closed In 27
days from quote to clOSing
f\.1allard Cave Apartments,
At/antir Bear", Floridtl. Rimdcor, [fie.
Performance
THE CHALLENGE The Gale Company. a leading
international commercial real estate company
with an office portfolio of more than 50 million
square feet, requested that NORTHMARQ
CAPITAL arrange equity financing for a value-
added purchase of Forrestal Village in Princeton,
New Jersey The 5CXl,CDO-square-foot mixed-use
asset serves more than 60 office and retail
tenants in a seven-building configuration. The
transaction had a clOSing deadline ot less than 60
days. Included in the property mix were 320.000
square feet of performing office and 180,000
square feet of 50 percent-leased retail. The
Gale Company recently had been successful in
negotiating a zoning change from the township
and the ground owner to reduce the overall
retail component to 60.000 square feet and add
120,000 square feet of office space. ThiS created
a highest and best use situation
THE SOLUTION Within a week after securing
the appropriate equity source, NORTHMARQ
arranged a full-scale site inspection with the
investor's decision makers. A verbal commitment
was issued on the day of the inspection and fully
committed within 30 days of the Initial meeting
with the equity source The total capitalization
IS $48 million, and NORTHMARQ arranged
approximately S 12 million of jOint venture equity
at extremely favorable terms. NORTHMARQ
worked long hours side by Side with The Gale
Company and the investor to craft a Joint venture
agreement with flexibility and resources to make
the complicated value-added transaction a
reality within a very short timeframe Top-level
performance by each prOfessional involved was
key to the successful result
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Over the past 20 years. NORTHMARQ has provided more than S 1 billion in financing for Merri"
Properties, LLC and MIE Properties, Inc.. the market leaders In industrial and tlex space In the
Baltimore/Washington area.
In 2003, NORTHMARQ arranged more than S 1 1 billion in all types of transactions including credit
enhancement. adjustable rate. seniors hOUSing, conventionaL second mortgage, and forward
commitments to become the second largest servlcer of Freddie Mac loans In the country
NORTHMARQ's Chicago office provided financing of SlLl million in 21-days for the acquisition of
a 758,000-square-foot industrial facility for a joint venture between First Industrial Realty Trust and
Kuwait Finance House.
NORTHMARQ has financed more than two million square feet of suburban office space i'1
Westchester County and Long Island in the past two years
In the past four years, NORTHMARQ has arranged equity transactions in excess ot S70 million on
behalf of AEW Capital Management. Additionally. NORTHMARQ has prOVided more than S 170
million in third-party debt financing for these and other AEW invesfments
NORTHMARQ's Denver office has arranged 23 Freddie Mac loans for Weidner Investment Services,
Inc. totaling more than S80 million on apartment properties in Colorado, Washington and Texas
NORTHMARQ has provided S265 mrlllon In finanCing for Holiday Retirement Corporation for 47
senior housing properties In 18 states
NORTHMARQ has secured S200 million In apartment financing for Advanced Real Estate Services
in Southern California
Aparfment financings of S220 million through NORTHMARQs Freddie Mac Program Plus have
been secured for Price Management Company in Kansas City
Since 1998. NORTHMARQ has financed 12.610.000 square feet of Industrial space In Southern
California
NORTHMARQ's Chicago office arranged a S200 million financing for Transwestern Investment
Company allowing for the purchase and co-terminus privatization of a publiC REIT
NORTHMARQ's Minneapolis office arranged financing of S3325 million for Health Partners Office
Building. The financing was prOVided for McGough Development
The Sf. Louis office of NORTHMARQ has financed more than S70 million of condUit, Freddie Mac
and mezzanine loans for Gannon Development Company In the past two years
NORTHMARQ has arranged 22 non-recourse construction loans. bridge loans and permanent
loans on an exclusive basis for Orse" Southwest's office. retail and apartment projects
NORTHMARQ has originated more than 40 apartment loans for Goldmark Investments in the
upper Midwestern United States.
lvllssion Ruige Office Budding,
Misslo11 VieW Calz(omu;.
Prltdmtzal and Legacy PartnerI',
Resu Its
THE CHALLENGE. The renowned 60-story Olympia
Centre, a highly visible landmark In the midst
of Chicago's "Magnificent Mile" on Michigan
Avenue, was being acquired by a NORTHMARQ
CAPITAL client The key to the transaction was
being able to arrange financing of S 103 million,
the total purchase price, requiring no equity
contribution trom the client
THE SOLUTION NORTHMARQ CAPITALs vast
network of capital sources includes some
of America's leading pension funds, one of
which provided financing equivalent to 100%
of the purchase price. The answer to the
challenge was in NORTHMARQ's structuring
of trJe contract. The transaction was struc-
tured as an Incentive management contract
whereby the client received a substantial
joint venture share of the property's cash flow
and residual value appreciation. NORTHMARQ's
relationships and Innovative thinking once again
produced a one-of-a-klnd result
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NORTHMARQ IS well known throughout the real estate Industry for
achieving the highest standards of excellence on behalf of clients and
capitol sources. It is a circle requiring superiority In relationships, creativity,
performance and results.
1900-2000 University Cne/e, wst Palo Alto, Callforma.
Unj,uerslty e,,'ele Invest,'rs, LLC Vintage Parl11('rs alld
Rockwood CapItal,
Lookout Plaw, Rn-htlrdson, Texas. nlOmpsoll Realty
Development,
A Foundation Built
on Strong Values
With its acquisition of the mortgage bonking and real estate consulting divisions of
Legg Mason Real Estate Services in the fall at 2003, NORTHMARQ CAPITAL become
one of the largest privately owned real estate mortgage bonking companies in
the world. It is port of 0 diverse group of companies owned by the Pohlad family
of Minneapolis
Over 0 pellod of more than 50 years the POhlad family has founded, acquired
and invested In 0 wide range of companies and businesses such os bonking.
consumer finance, airlines. Investment bonking. insurance, equipment leasing.
bottling and beverage distribution. benefit administration, boot manufacturing,
venture capitol. professional sports. new home subdivision financing. commercial
real estate development and ownership and title Insurance.
The values of founder Carl Pohlad. which formed the basis behind the familys
multi-billion dollar holdings, ore. BUild strong relationships. Work hard. Pay
attention to fundamentals. Achieve success These some values form the core of
NORTHMARQ CAPITAL's bUSiness philosophy. They ore the guiding principles behind
NORTHMARQ's strong record of success
Edward Padilla
CEO
R. Craig Butchenhart
President
Michael J. Myers
Executive Vice President.
Chief Administrative Officer
Kenneth F. E Stockton
Executive Vice President
Lawrence Stephenson
Senior Vice President.
Director of Capital Markets
Walter D' Alessio
Vice Chairman
National Presencel
Local Knowledge
With offices throughout the United States, NORTHMARQ CAPITAL ranks among
the top three ot the country's largest commercial real estate mortgage bonk-
ing firms. As a result, the company is able to do business with the largest and
most respected capital sources in the notion NORTHMARQ has arranged
loans ranging in size from $500,000 to more than $480 million
Each NORTHMARQ regional office IS staffed by local people under the leader-
ship of a managing director who is an active member of the local real estate
and business community. Therefore. each office has in'depth knowledge
of the local market, its real estate investors and developers as well as spe-
cifiC characteristics relating to properties of every type, The vast network of
regional offices is supported by solid, experienced and dependable central-
ized loon serVicing operations
Our clients depend upon our IntrinsIc knowledge ot each local market and
the benefits of our widespread national presence .It is a rare combination, one
which prOVides NORTHMARQ clients with a true competitive edge.
Additionally. clients benefit from our nationwide system of communications,
supported by the highest level of technology. prOViding the most current infor-
mation pOSSible to enhance the decision-making process
A NEW DEFINITION OF NATIONWIDE PRESENCE
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Grand Central MSD
Y orba Linda
Villages Of La Mesa
Camel Back/Bacaro
The Place at Channelside
Palomar Urban Resort
East River Condos
Caribbean Dream
The Canyons
City Park Condos
Sarasota
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Windward Passage
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Florida Apartments
Grand Cayman Land
Florida Condominium Land
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$119,500,000
$96,000,000
$105,000,000
$83,900,000
$77,000,000
$70,000,000
$63,000,000
$62,500,000
$62,0 I 0,000
$54,000,000
$47,600,000
$45,000,000
$38,000,000
$32,250,000
$14,205,000
$24,980,000
$10,600,000
$12,900,000
$] 2.600,000
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Palomar Urban Resort
East River Condos
Caribbean Dream
The Canyons
City Park Condos
Sarasota
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Windward Passage
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Grand Cayman Land
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$96,000,000
$105,000,000
$83,900,000
$77.000,000
$70,000,000
$63,000,000
$62,500,000
$62,0 J 0,000
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$47,600,000
$45,000,000
$38,000,000
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FIRM PROFILE
---------_...~.-.-......_,
/~~/----- . /} uden McClosky is one of the largest
(~ ,/ and fastest growmg li1wfirms in
2 Floridi1. Smce 1959, the hrlll has
~,__ // grown to almost 200 i1ttorneys
practicing in ten offices throughout the State and one 111
Caracas, Venezuela, Ruden M,'Closky is a fuJI-servICe firm
serving the busmess needs of national, regional and local
companies, stale and local governmental clients, and high
wealth indiVIduals.
Whde we conhnue to pursue new opportuI1ltics for
continuing growth, the firm still adheres to the principles
that guided it to leadershIp 111 Flonda's legal community
. To atlmct the most subst,mtial, complex and
mlellecl1.wJly stImulatmg work availilble;
. To 'lpply our skIlls and creatiVIty toward till'
devek)pment of innovative solutions lo client nlLlllers;
. To hlTt, the 11lglwst caliber legal talent and emphaSize the
traming proc~'Ss;
. To develop and maintam a working enVIronment which
promotes protessillnalism, collegiality Zl.nd high ethical
standards among <..\ttorneys.
Our allorneys practlcv ill ten offices in the state of Florida
mcluding Fort Lauderdale. MiamI, Naples, Orlcmdll, Port
St. LUCIe, Sarasota, St. Petersburg. Tallahassee, THmJ"l,
Westl'alm Smch and one office in Caracas, Venezueh
Over the years the firm has attracted not only the top
graduates of ll1d)Or law schools from around the st,lte
and nation, but also prominent clttonwys who have
)ollwd the firm after first praclJcing dSE'when" CiS WE'll
as former publiC offlcICIls and busll1l'sS ll'aders. Our
atlonlcys include past presidents of The Flondd Bar, p<1St
presidents of the National Bar AssocialIon, past presidents
of local Edr Associ'1lions throughout Florida, pdst and
present sedion preSidents of vanDUS pra,'tice sections of
TIle Florida Bar, former general counsel to the Florida
Departnwnt of Envinmmental RegulalJon and the Florida
Department of Community Affairs, past and present
presidents of local Chambers of Commerce and Econom.ic
Developl1wnt Boards, and past and present teadlers at
major Florida law sdlools. TIle fmn also has a long history
of leadership and contribulJon to ciVIC and d1aritabJe
organ17.al1ons in each of the cilies where we maintain
offICes.
OUT Clients
TIle fIrm's primary comnutmentto the practice of law is
111 Florida and Latm America, Our clients consist of local,
natIOnal and ll1ternalional companies and individuals who
reqUIre Flonda representation on transactIonal, lil1gation
and regulHtory mallers. TIlesp 1l1c1ude mtprnal10nal
manufacturers, national retailers and S<'rvice cOlllpanies,
ll1slJtutIonalll1vestors and lenders, local and regIonal real
estate developers, sports culd entertall1nlcnt C0I11panH'S
and high net wurth mdlviduals The firm also has
Significant rderral relatIonships WIth estabhslwd law firms
ll111'Wjllr ClllPS nationWide.
Pro Bono and Community Service Activities
Sprvice to tIll' commUluty has been a tradition at
RUliPn McClosky, and the firm encourages the active
parl!,ipation of Its attorneys in pro bono aclJvities.
Many dllonll'Ys provide pro bono work for a vanety
of coIlunLU1lly, CIVIC and d1antable gwups throughout
Flonda, and the firm has bcen recognized as a pro bono
leader ill Sl)ulh Flonda over t]w years.
TI1(' fIrm IS also ltrmly committed to contll1uing legal
educatIOn. In re<.'ent years Ruden Mc:Closky has made
subslanlIal pledges to four of Flonda's top law schools,
and several of our attorneys ,ue on the faculty of the
law schools at the Ul1Iversity of MIami, Florida State
UniverSIty and Nova S"utheaste!11 Univl'rslty.
~ Ruden
~~IMcClosky
lA~D llSE A"D ZONINl;
f'~'l/
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TI1(' FIrm's Lmd USl' and Zoning practice has a vast diver-
sity ranglll1', from mUI1lClpal speCIal eXCl'phons, VanallCpS,
rezonings and land use phm ampndments to 111C' dpproval
of hundreds of large scalp projects, lI1cluding many
dt'Slgnated as Flonda Developments of R('gionallmpact
("DRls") TIlE' firm has obtained numerous approvals for
D!\ls, lllodiflcatlons to DR!s, vpsteJ rights for J)RI~slz.e
developments, and non-DRI St'ltUS "bindi.ng Jetters"
Florida has expenen,'cd rapid growth, p<lrlicularly,
over the last 30 years. Along with thIS growth, there hds
evolved an lIlueaslllgly complex local, state and natlOnaJ
regulatory structure that developers must address to
obtain developlllent approvals. TIw FIrm's Land US<.' at~
torneys possess llw expertise to adVise dients 111 ill1 as]X'cts
of the regulatory process. Our atll)f]wys wen' dctively
lI1vo]vcd in the adoption of Mlaml-Dilde County's most
recent Comprclwnsivp Land Usp Plan, Martlll County's
Comprehensive Crowth Managenll'nt Plall ,md the land
usp plans of many of the CItIes in the South FloTlda area.
We have also successfully processed many im1l'ndl11l'nts
to these limd use plans concurrently, WIth other ilpprovals
required for developmpnt such as DR! development or-
ders, zonmg changes, platting, site plannmg and environ-
mental permits.
The Firm's Land Use and Zoning attorneys typically
coordinate all aspects of the approval process for complex
devp!opments including the supervision of techlllcal con~
sultants, presentations before governmental bodies, Jobby-
mg of elected officials and servillg as the primary contact
Jor tl1(' client so that the client may qUIckly and effIciently
leam tlll' status oJ the approval process at all tinleS,
Our Land Use and Zonmg attorneys frequently work III
conjunction with our olller Firm specialists in SUd1 prac-
tice ilreas as En vironmental, Corporate, Pu blic Finance,
Real Estate and Litigation to fully serve our clients' needs
For example, utlli7jng the experlIse of various Fmll at~
torneys as ilppropnate, our Land Use and Zomng PractICc
Group h'lS created community development districts,
spenal ti1X1l1g (hstricts ,md dralllage distncts and has ob~
taulf'd development approvals Jor solid waste facilIties, for
properties contilining environ]]wntally sensitive kmds and
for properties located withm coastal construction JUles,
Our Lllld Use and Zoning attorneys are knowkdgeable
i.nthe areas of inverse condemnation, taklllgs and 1983
liltgalIon; they work with our allo!11eys in the LitIgation
practice aTPa to preventlltigatJCln dnd to ensuTl' that dlenL<;
are fully protected should Iiltgatlon become necessary.
The eXpenel1t'e and knowledge of our Land Use and Zon-
ing allorneys, along WIth the expertise of others within
the FmT!, enable us to prOVIde our clients WIth the most
skIlled representatlOll possible.
~ Ruden
.~I McClosky
OFFI{ ~ S
CARACAS
Torre Provincial "A", Piso 8
Avenida Francisco de Miranda
Chacao, Caracas, Venezuela, 1060
(58212) 216-5500
Fax: (58212) 216-5505
FORT LAUDERDALE
200 East Broward Blvd" Suite 1500
Ft. Lauderdale, FL 33301
(954) 764-6660
Fax: (954) 764-4996
;\11AMI
701 Brickell Ave" Suite 1900
Miami, FL 33131
(305) 789-2700
Fax: (305) 789-2793
NAPLES
5150 North Tamiami Trail
Suite 502 Newgate Tower
Naples, FL 34103
(239) 659-1100
Fax' (239) 659-] 111
ORLANDO
111 N. Orange Ave., Suite 1750
Orlando, FL 3280 I
(407) 244-8000
Fax: (407) 244-8080
PORT ST. LUCIE
145 NW Central Park Plaza, Suite 200
Port St. Lucie, FL 34986
(772) 873-5900
Fax: (772) 873-5959
SARASOTA
1515 Rjngling Blvd., 7th floor
Sarasota, Florida 34236
(941) 316-7600
Fax: (941) 316-7676
ST. PETERSBURG
150 2nd Ave. N, 17th Floor
81. Petersburg, FL 3370 I
(727) 502-8200
Fax (727) 502-8282
TALLAHASSEE
215 Momoe St., Suite 815
Tallahassee, FL 3230 I
(850) 412-2000
Fax: (850) 412-2020
TAMPA
401 E. Jackson St., 27th Floor
Tampa, FL 33602
(813) 222-6600
Fax: (813)222-6666
WEST PALM BEACH
222 Lakeview Ave, Suite 800
West Palm Beach, FL 33401
(561) 838-4500
Fax: (561) 838-4545
~~Ruden
~IIMcClosky
WWW.RUDEN.COM
INFO@RUDEN,COM
Ci ,11.'\1 I SI.I{\ 1<:1. AI{l. \....
0 BANKING & FINANCE 0 IMMIGRATION
. Asset Based Lendlllg
. Bank OperatIOns 0 INTELLECTUAL PROPERTY
. Equiry Flllance
. MUI1JClpal F1I1ance 0 INTERNATIONAL TRAJ\:SACTlONS
. Real Estatc Fin,U1ce
. Rcal Estate 'JV'Orkouts 0 LillOR & EMPLOYMENT
0 BANKRUPTCY 0 !...AND USE & ZONING
0 CONSTRLiCTlON 0 LITIGATION - CIVIL
. Counsellllg and Contracts . An t!tIllS t
. LirigatlOn . Appellate
. CommcrClal
0 CORPORATE . ConstrucnOll
. BUSIness Reorgal11zations . Em1l1ent Doma1l1
. General . Envltonmen tal
. Health . FamIly
. InteJlecmal Property . Foreclosures
. Intetl1<lnonal TransactIons . Health
. Labor and Employment . Insurance Defeme
. Mergers and AcqUlsltJOns . InteIlectual Property
. MutUClpal Flllance . Labor & Employment
. Securines . Probate
. Tax . Product Llabllny
. SecuntJes
0 E"VIRONMENTAL
. L!tlganon 0 UTlGATION - CRIMINAL
. Regulatory . Cnnunal Defense
. \X'lute Collar
o
GOVERNMENTAL
· i\dl11l1ustrative /Land Usc/ Government
RelatIOns
· !'vIuruclpal F1I1ance
. MUllIClpal Law
. Unlines
o
REAL ESTATE
· CommerC1a1 Transacnons
. Real Property Llnganon
o
TA..'i:
o
GUARDIANSIIIP
o
TRUSTS & ESTATES
. AdmirustratlOn
. Plann1l1g
o
HEALTH
~ Ruden
~~IMcClosky
FIRM PROFILE
Ruden McClosky is one of the largest and fastest growing law firms in Florida. Since
1959, the firm has grown to almost 200 attorneys practicing in ten offices throughout the
State and one in Caracas, Venezuela. Ruden McClosky is a full-service firm serving the
business needs of national, regional and local companies, state and local governmental
clients, and high wealth individuals.
Our attorneys practice in ten offices in the state of Florida including Fort Lauderdale,
Miami, Naples, Orlando, Port St. Lucie, Sarasota, St. Petersburg, Tallahassee, Tampa,
West Palm Beach and one office in Caracas, Venezuela,
Over the years the firm has attracted not only the top graduates of major law schools from
around the state and nation, but also prominent attorneys who have joined the firm after
first practicing elsewhere, as well as former public officials and business leaders. Our
attorneys include past presidents of The Florida Bar, past presidents of the National Bar
Association, past presidents of local Bar Associations throughout Florida, past and
present section presidents of various practice sections of The Florida Bar, former general
counsel to the Florida Department of Environmental Regulation and the Florida
Department of Community Affairs, past and present presidents of local Chambers of
Commerce and Economic Development Boards, and past and present teachers at major
Florida law schools. The firm also has a long history of leadership and contribution to
civic and charitable organizations in each of the cities where we maintain offices.
Our Clients
The firm's primary commitment to the practice of law is in Florida and Latin America.
Our clients consist of local, national and international companies and individuals who
require Florida representation on transactional, litigation and regulatory matters, These
include international manufacturers, national retailers and service companies, institutional
investors and lenders, local and regional real estate developers, sports and entertainment
companies and high net worth individuals, The firm also has significant referral
relationships with established law firms in major cities nationwide.
Pro Bono and Community Service Activities
Service to the community has been a tradition at Ruden McClosky, and the firm
encourages the active participation of its attorneys in pro bono activities. Many attorneys
provide pro bono work for a variety of community, civic and charitable groups
throughout Florida, and the firm has been recognized as a pro bono leader in South
Florida over the years.
FTL I 8658]9:1
The firm is also firmly committed to continuing legal education. In recent years Ruden
McClosky has made substantial pledges to four of Florida's top law schools, and several
of our attorneys are on the faculty of the law schools at the University of Miami, Florida
State University and Nova Southeastern University.
FIRM OVERVIEW
Ruden McClosky offers pre-eminent services in the land use and zoning, real estate,
environmenta, corporate, and banking and finance practice areas. Our attorneys in these
various areas can address any issues that arise through the development process and
thereafter of this mixed use project. The experience and know ledge of our Land Use and
Zoning attorneys, along with the expertise of others within the Firm, enable us to provide
our clients with the most skilled representation possible,
LAND USE & ZONING
The Firm's expertise in the Land Use and Zoning practice area is well known nationally
as well as throughout Florida. Our clients include property owners, real estate developers,
financial institutions, national corporations, insurance companies and pension funds. One
of the Firm's senior partners has practiced in this area more than 30 years and is
acknowledged as one of the pre-eminent land use lawyers in the country. Other attorneys
in the firm practicing in this area include a former general counsel for the Florida
Department of Community Affairs, a former general counsel for the Florida Department
of Environmental Regulation, a Senior Planner with the South Florida Regional Planning
Council and a former County Attorney for Martin County.
The Firm's Land Use and Zoning practice has a vast diversity ranging from municipal
special exceptions, variances, rezonings and land use plan amendments to the approval of
hundreds of large scale projects, including many designated as Florida Developments of
Regional Impact ("ORIs"). The fiml has obtained numerous approvals for ORIs,
modifications to ORIs, vested rights for DRI-size developments, and non-DRI status
"binding letters,"
Florida has experienced rapid growth, particularly, over the last 30 years. Along with this
growth, there has evolved an increasingly complex local, state and national regulatory
structure that developers must address to obtain development approvals, The Firm's Land
Use attorneys possess the expertise to advise clients in all aspects of the regulatory
process. Our attorneys were actively involved in the adoption of Miami-Dade County's
most recent Comprehensive Land Use Plan, Martin County's Comprehensive Growth
Management Plan and the land use plans of many of the cities in the South Florida area.
We have also successfully processed many amendments to these land use plans
concurrently, with other approvals required for development such as DR! development
orders, zoning changes, platting, site planning and environmental permits,
FTL 18658391
The Finn's Land Use and Zoning attorneys typically coordinate all aspects of the
approval process for complex developments including the supervision of technical
consultants, presentations before governmental bodies, lobbying of elected officials and
serving as the primary contact for the client so that the client may quickly and efficiently
learn the status of the approval process at all times.
Our Land Use and Zoning attorneys frequently work in conjunction with our other Firm
specialists in such practice areas as Environmental, Corporate, Public Finance, Real
Estate and Litigation to fully serve our clients' needs. For example, utilizing the expertise
of various Firm attorneys as appropriate, our Land Use and Zoning Practice Group has
created community development districts, special taxing districts and drainage districts
and has obtained development approvals for solid waste facilities, for properties
containing environmentally sensitive lands and for properties located within coastal
construction lines. Our Land Use and Zoning attorneys are knowledgeable in the areas of
inverse condemnation, takings and 1983 litigation; they work with our attorneys in the
Litigation practice area to prevent litigation and to ensure that clients are fully protected
should litigation become necessary.
REAL EST ATE
Florida's rapid growth, increased industry regulation and the depth of our knowledge
have made the Real Estate Practice Group one of the largest departments in the firm. We
have over 30 real estate attorneys and legal assistants who regularly handle matters for
local, national and international real estate developers, as well as financial institutions,
redevelopment authorities and numerous municipalities. We represent clients in the
acquisition, development, leasing, construction, financing and sale of office, resort, retail,
industrial and residential real estate.
Following our philosophy of providing comprehensive legal representation, we work
closely with attorneys in our Corporate, Tax, Securities, Banking, Bankruptcy,
Administrative/Governmental, Litigation and Environmental and Land Use practice
areas. Our expertise includes:
Acquisition and Development
We counsel clients in all types of real estate transactions including sales, acquisitions,
sale-leasebacks and ground leases, as well as structuring entities for the purpose of
acquiring property. A major focus of our practice is structuring and implementing
complex public and private developments.
Our attorneys negotiate acquisitions and sale contracts, construction agreements, tenant
leases and financing documents. We place major emphasis on closing each transaction
for the client in an expeditious and cost-efficient manner.
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When issues arise concerning zoning, land use, environmental and hazardous waste
matters, we work closely with the attorneys in our Environmental and Land Use practice
who specialize in this area of law.
Condominium and Homeowners' Association Representation
Our real estate practice and, in particular, our expertise in condominium law, has long
been recognized throughout Florida. A number of our real estate attorneys were
instrumental in drafting the State's first condominium law, as well as the regulations
promulgated by the Division of Land Sales, Condominiums and Mobile Homes.
To keep members of this industry apprised of new and changing condominium laws, our
attorneys write articles for state and national publications and lecture to bar associations
and real estate development trade groups. We also represent clients in connection with
the Federal Fair Housing Act.
Since our inception we have represented real estate developers in financing the
development of residential and commercial projects that utilize the condominium form of
ownership or an owners' association. We also prepare the protective covenants and
cross-use arrangements that are an integral part of these projects. In addition, we also
counsel developers and lenders on the operation of the association during their period of
control. Our attorneys prepare all documents necessary to register a project with the
Florida Division of Land Sales, Condominiums and Mobile Homes and other regulatory
agencIes.
In recent years, we have also represented condominium and homeowners' associations in
connection with their transition from developer control, working out problems with
developers and general operational matters following "turnover."
Leasing
The Real Estate Practice Group negotiates and prepares leases for owners and tenants of
shopping centers, office buildings and other commercial as well as residential properties.
Our expertise in the insurance, non-competition, condemnation, option to purchase and
financing areas, enables us to provide our clients with needed protection in this
increasingly sophisticated practice.
Real Property Litigation
We work closely with the attorneys in our Litigation group when matters arise
concerning real estate-related litigation. Some matters we jointly handle include
mortgage foreclosure actions, suits against contractors, suits for defaults on the purchase
FTL I R65R391
and sale of real property, condemnation actions, inverse condemnation actions, suits to
quiet title and lender liability claims. In other cases, transactional lawyers will counsel
developers and institutional clients on workouts and debt restructuring that can be
resolved without litigation.
Real Estate Finance
We represent a broad range of financial institutions making debt and equity investments
in all types of commercial real estate projects including shopping centers, urban and
suburban office buildings, hotels, industrial facilities, multi-family residential properties,
condominiums, residential subdivisions and mixed-use developments. We structure and
negotiate complex financing arrangements for a diverse client base.
Our attorneys work with banks, private equity groups, individual investors and a varicty
of different types of businesses on various stages of the loan process, from discussions
with the client and borrower concerning the transaction, to drafting the commitment
letter, research of collateral requirements, preparation of the loan documentation and the
loan closing.
We also assist our clients with the restructuring and disposition of non-perfonning loans.
Our experience in bankruptcy and insolvency law allows us to advise our clients
concerning the needs of troubled companies, and those who invest in troubled companies,
both in and outside of bankruptcy and insolvency proceedings. Through the combined
efforts of our banking, real estate and bankruptcy groups, our attorneys structure and
negotiate both workout agreements and loan documentation to minimize the risks
inherent in complex transactions.
Title Examination
Our attorneys cooperate with title insurance companies in examination and resolution of
all types of matters that affect title to real property. We work with many state and
national title insurancc underwriters to identify and resolve issues as they arise.
ENVIRONMENT AL
The Firm has experience and expertise in nearly all aspects of Environmental Law. This
practice area involves represcntation before federal, state and local government and
agencies. Among the attorneys in this practice area are the former general counsels of the
Florida Department of Environmental Protection and the St. Johns River Water
Management District.
The Firm has seen an increased emphasis in environmental law paralleling Florida's
growth and the emergence of new laws and regulations. During this time, the Finn has
FTL I R658391
participated in the development of state and local environmental legislation, ordinances
and regulations. Ruden McClosky's clients include national real estate developers,
syndicators, financial institutions, corporations, insurance companies and governmental
agencICS.
Attorneys in this practice area are experienced in such diverse areas as:
. Representation of Individuals and Corporations in Criminal Environmental Matters
· Environmentally Sensitive Lands and Land Acquisition
. Hazardous and Solid Waste Materials Permitting and Enforcement Regulation
. Underground Storage Tanks
· Air and Water Pollution
. Agricultural Lands
. Water Use and Management
. Coastal Construction
. Wetlands Jurisdiction Protection and Mitigation
The Finn represents clients before the Florida Department of Environmental Protection,
the five water management districts and local government environmental agencies in
permitting and enforcement proceedings. We also rcpresent clients before the U.S.
Environmental Protection Agency, U.S. Army Corps of Engineers and other
environmental agencies.
Our attorneys counscl clients on potential environmental liability arising from ownership
or transfer of contaminated real property and on rulemaking procecdings before the
legislature on environmental legislation and represent clients in complex environmental
litigation matters.
CORPORATE
The Corporate and Securities practice represents privately and publicly held companics
ranging in size from start-up ventures to entities engaged in a wide spectrum of business
activities. Our attorneys counsel clients on a variety of general, corporate and securities
transactions, state and federal regulatory and litigation matters.
We work closely with attorneys in other practicc areas of the Firm including Tax, Real
Estate, Health Care, Banking, Bankruptcy, Intellectual Property, Employment and
FTL I R658J91
Litigation. The expertise of these attorneys, together with the services of our paralegals,
enables the Corporate and Securities practice to fully service our clients' diverse needs.
Corporate Formation and Organization
Our attorneys assist in the formation of businesses, from the early discussions that
determine what entity is appropriate for a particular business venture, to preparing the
documents necessary to create that legal structure. They also counsel clients and prepare
agreements relating to shareholder relationships, executive employment and employee
stock incentive plans. On behalf of our retail clients, we advise and assist in obtaining
necessary governmental licenses, such as alcoholic beverage licenses, securities and real
estate brokerage licenses and the licenses necessary to engage in the import and export of
products.
General Corporate Counseling
We provide counsel on all aspects of business operations. These include issues relating to
officer and director liability, observance of corporate formalities to maintain shareholder
protection from liability, regulatory compliance, product liability and warranty matters
and tax structuring and planning.
Preparation of General Commercial Agreements
Our Corporate practice assists clients in structuring and negotiating their business
relationships and drafting written contracts evidencing the same. We routinely prepare
agreements for supply and distributorships; independent contracting and employment;
non-competition and confidentiality; and sales and service. We also create documents for
commercial financing such as lines of credit, term loans and factoring arrangements. To
the extent needed, our attorneys prepare basic. ":mdardized forms that may be used by a
business in the provision of its goods or services.
Mergers and Acquisitions
We advise business executives on structuring, tax planning, negotiating and preparing
documentation related to the purchase and sale of assets and stock. Complex
arrangements involving earn-outs, convertible debt financing, ESOP acquisitions,
leveraged buy-outs, tax-free exchanges and mergers, are designed to best accomplish our
clients' goals.
Franchises and Licenses
Our clients include purchasers, as well as franchisers, in franchise or license
arrangements. Our attorneys draft and evaluate franchise agreements, uniform franchise
offering circulars and review compliance matters with state franchise and business
opportunity laws. In conjunction with our Intellectual Property attorneys, we counsel
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clients on license agreements for proprietary tcchnology, manufacturing and
distributorship agreements and territorial licensing arrangements.
BANKING AND FINANCE
We have established a reputation as an authority on Florida banking law and possess a
long history of representing major regional, national and international financial
institutions, insurance companies and a variety of other institutional clients. Our banking
and finance lawyers have many years of experience dealing with matters involving state,
national and international banking. Some of the mattcrs for which we have been retained
include:
· De Novo Charters
. Stock Acquisitions
. Bank Acquisitions
· Letters of Credit
. Holding Company Formations
. Bank Office Chartering and Leasing
. Mergers and Other Regulatory Matters
· Tax Exempt and Taxable Bond Financing
. Local and Multistate Tangible and Intangible Credit Facilities
. Loan Portfolio Purchases
. Mortgage Loans
. Securitizations of Loans
· Trusts and Estates
. Loss Prevention
. Drafting Deposit Agreements
We also have considerable experience representing financial institutions in disputes and
litigation involving bank operational issues such as deposits and collections, forgeries,
bank regulations, including regulations E, J and CC and recovery of losses incurred by
banks due to bank fraud. Our attorneys advise clients on the myriad of day-to-day issues
banks face with depositors on loss prcvention techniques.
We provide reprcsentation to our clients in negotiations with all types of borrowers
including private borrowers, ESOPs, health care institutions, municipal corporations and
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foreign (and even tribal) nations on issues relating to financing. The collateral is as varied
as our borrowers and includes:
. Land for Agriculture
. Land for Development
· Riparian Rights
. Tangible and Intangible Personal Property
. Leasehold Interests
· Multi-Use Developments
. Automobiles for Rental Car Companies
. Cruise Vessels
· Aircraft and Aircraft Parts
BIO/RESUMES
The resumes of the Ruden McClosky attorney members of the Seacrest Village Team
immediately follow this page. The team will be headed by Ms. Bonnie Miskel, Esq. The
resumes detail the areas of expertise and strengths which each attorney will bring to this
project in his/her respective areas of practice.
Bonnie Miske' is a graduate of Wesleyan University (B.A., 1981) and received her law
degree from Nova University Law Center (J.D., cum laude, 1992). Ms. Miskel
concentrates her practice in zoning, environmental, land use and governmental law. Prior
to joining Ruden, McClosky, Ms. Miskel was the General Manager for Continental
Airlines with responsibilities for the Palm Beach International Airport location from 1984
to 1989.
Ms. Miskel represents developers and property owners seeking development entitlements
for their development projects. Ms. Miskel has worked \.vith certain local governments in
the preparation and review of those governments' Land Development Regulations. Ms.
Miske! has represented clients before state, regional and local governmental agencies
with primary focus in Palm Beach and Broward Counties. Because of her background as
an Executive within the airline industry, she has exposure to Federal Aviation
Regulations and airport restrictions and issues.
Ms. Miskel has represented developers in obtaining approvals for Developments of
Regional Impact, working on such projects from their inception through the approval and
further modifications thereto. In addition to assisting clients in the annexation of
I'll I R65R391
properties into municipalities, Ms. Miskel has also provided representation in attaining
appropriate entitlements upon such annexation. Ms. Miskel has done extensive work with
clients in Code Enforcement matters, focusing on the negotiation, elimination, and the
mitigation of, any fines or assessments.
Ms. Miskel is a member of The Florida Bar, the Florida Women's Association, the
Broward County Bar Association, and the Broward Section of the American Planning
Association.
Marvin S. Rosen is a native of Detroit, Michigan. He was educated at Columbia
University (B.A., 1970; M.B.A., 1973; J.D., 1973). He also holds a degree from the Jewish
Theological Seminary of America (B.H.L., 1970).
As a transactional attorney, Mr. Rosen's law practice covers a broad range of activities
for clients involved in the real estate industry and has regularly represented buyers,
sellers, tenants, developers, banks and other institutional lenders for whom he has
handled important developments and sophisticated financings. He also maintains a
significant practice representing the hospitality industry. Through his knowledge and
experience in each of those areas, Mr. Rosen has been involved over the years in many of
thc largest and high profile real estate projects in Florida, including a number of regional
shopping malls, major hotel-resorts, office buildings, retail centers and residential/golf
course communities.
Mr. Rosen has also been active and has been widely recognized for his work in the areas
of foreclosures, workouts and complex debtor/creditor accommodations and asset
restructuring. He has authored numcrous articles on these subjects and has been a
frequent seminar lecturer to Bar and other professional groups.
Every year since 1989, Mr. Rosen has been honored as one of only a few Florida real
estate attorneys profiled in The Best LaHyers in America which rates the top one percent
of lawyers nationally by specialty based on peer review. He is also listed in Who's 1Vho
in American Law. Mr. Rosen is a member of The Florida Bar, the Palm Beach County
Bar Association, and the State Bar of Michigan. He also serves on the Board of
Overseers of List College, New York, N.Y.
Mark F. Grant received his undergraduate degree from The Wharton School of the
University of Pennsylvania (B.S., 1968) and his law degree from St. Johns University
School of Law (J.D., 1972).
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Mr. Grant is a Board Certificd real estate lawyer who concentrates his practice in the
areas of real estate acquisition and development, condominium and homeowner
association operation and real estate and commercial lending. He has represented
hundreds of clients in the acquisition, financing and development of residential,
commercial and industrial properties. Mr. Grant has a statewide reputation as a specialist
in the area of large residential and mixed-use developments. In addition to representing
developers and other purchasers and sellers of real estate, Mr. Grant serves as counsel to
country clubs, condominium and homeowner associations.
Mr. Grant served as Co-Chairman of the Condominium and Planned Developmcnt
Committce of the Real Property, Probate and Trust Law Section of The Florida Bar. He is
a frequent lecturer for The Florida Bar and the University of Miami Institute on
Condominium and Cluster Developments, and serves as a faculty member of that
Institute. Hc has also lectured on the Fair Housing Amendments Act of 1988 for the
American Bar Association at its annual convention and for Multi-Housing World at its
annual convention.
Mr. Grant is the author of a chapter in The Florida Bar's treatise, Condominium and
Homeowners' Association Law and Practice and wrote two articles published in The
Nova Law Review, one entitled: "Ocean Trail Unit Owners Association. Inc. v. Mead:
Democracy or Tyranny - The Supreme Court of Florida Properly Finds in Favor of
Condominium Board" and the other entitled: "RIS Investment Group. Inc. v. Department
of Business and Professional Regulation. Division of Florida Land Sales. Condominiums,
and Mobile Homes: Condominium Associations Cheated: The Fourth District Denies
Assessments Imposed upon Developer-Owned Un-constructed Condominium Units."
Mr. Grant was named to the 2006 Florida Trend Legal Elite and the 2006 Florida Super
Lawyers. In 2005 he was named to the South Florida Business Journal's Best of the Bar.
He is A V@ rated by Martindale-Hubbell.
Mr. Grant served as immediate past counsel and has been involved with the leadership of
The Broward Alliance. He is Past Chairperson and special advisor to the Downtown
Fort Lauderdale Transportation Managemcnt Association. He has also served as
Chairman of the Business and Professional Division of the United Jewish Community of
Broward County and was a member of its Board of Directors. Mr. Grant is currently a
member of the Board of Directors and past President of The Wharton School Club of
South Florida; past Chairman of the Motion Picture and Television Task Force of the
Broward Economic Development Council, Inc.; and past Chairman of the Advisory
Board and past President of the Broward County Film Society.
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Mary F. Smallwood is a graduate of the University of Florida (B.A., 1969) and received
her law degree from Florida State University (J.D., magna cum laude, 1977), where she
was a member of the Editorial Board of the Law Review.
Ms. Smallwood has concentrated in the area of environmental law for the past 28 years.
From 1981 to 1986 she served as General Counsel to the Florida Department of
Environmental Regulation, now the Department of Environmental Protection ("DEP"). In
that capacity she supervised a legal staff in excess of 25 attorneys who handled all of the
agency's legal matters, represented the agcncy in permitting and enforcement cases
before the Environmental Regulation Commission, and lobbied before the Florida
Legislature. During 1986 and 1987, Ms. Smallwood served as Director of the Division of
Environmental Permitting for DEP wherc she was responsible for each of the agency's
six district offices around the state and for the permitting of major projects in
Tallahassee. While at DER, she worked closely with the federal environmental agencies,
other state agencies, the water management districts and local environmental programs.
Since joining Ruden, McClosky shc has represented a variety of private and public sector
clients in matters including groundwater remediation for petroleum contamination,
federal Superfund cleanups, dredge and fill permitting, air pollution, and surface water
management.
She has worked with the Environmental Protection Agency, DEP, the water management
districts and many local govcrnments. She has handled such diverse matters as air
pollution permitting and enforcement, major residcntial developments, major marina
pennitting and medical waste incinerators. Ms. Smallwood served on the Executive
Council of the Environmental and Land Use Law Section of the Florida Bar from 1986 to
1997 and was Chair of that Section in 1995 - 1996; she also served on the Executive
Council of the Administrative Law Section and served as Chair of that Section (2000-
200 I). She has lectured extensively and authorcd various publications in the areas of land
use, environmental and administrative law. She is an adjunct professor of Florida
Environmental Law at the Florida State University Law School.
Margaret-Ray Kemper is a graduate ofCcntre College of Kentucky (B.A., summa cum
laude, 1963) and a recipient of a masters degree from Indiana University (1964). She
rcceived her law degree from Florida State University (J.D., magna cum laude, 1975).
She became associated with Ruden McClosky in 1987 and concentrates her practice in
thc areas of land use and administrative law.
Immediately prior to joining Ruden McClosky, Ms. Kemper served as general counsel to
the Department of Community Affairs and assisted in the development of growth
management policies and policies affecting developments of regional impact. Ms.
Kemper also was deputy general counsel and an appellate attorney for the Florida
FTL. ] R65839I
Department of Transportation responsible for representing that agency before appellate
courts in matters involving tort, contract, eminent domain and administrative law. While
with those agencies, Ms. Kemper gained extensive experience in reviewing and drafting
legislation and administrative rules and in the legislative process.
Since joining Ruden McClosky, Ms. Kemper has represented clients in all aspects of the
development of regional impact process and in matters related to local comprehensive
plans. Because of her knowledge of the administrative process, Ms. Kemper frequently
assists clients before various state agencies. Ms. Kemper is a member of The Florida Bar,
Centre College of Kentucky and Florida State University Alumni Associations and the
Seminole Booster Association.
Kimberly Glas-Castro, AICP, is a Certified Land Planner at Ruden McClosky. She is a
graduate of Illinois State University, (B.A., 1986) and received her Masters of Public
Administration (with a concentration in Environmental Growth Management) from
Florida Atlantic University in 1987.
Resident in the Firm's West Palm Beach office, Ms. Glas-Castro was formerly Principal
Planner at the City of Palm Beach Gardens. Her professional experience encompasses a
wide range of land development activities. She prepares and negotiates Developments of
Regional Impact, rezoning petitions, land use plan amendments, comprehensive plans,
vested rights requests, concurrency reviews, variances, environmental impact statements
and alcoholic beverage requests. She also has extensive experience negotiating
development exaction and impact fees. In addition, Ms. Glas-Castro acts as an expert
witness in land use and eminent domain cases as well as administrative hearings and
conducts due diligence related to real estate transactions.
Active in the local community, Ms. Glas-Castro has recently been elected to serve a two-
year term as Chair of the Treasure Coast Section, Florida Chapter, of the American
Planning Association. She is also a member of the Palm Beach County Planning
Congress. Previously, Ms. Glas-Castro served as a past president and charter member of
the Lake Park Historical Society.
SIMILAR PROJECT INFORMATION
The Firm has provided services to hundreds of clients in Broward, Palm Beach and
Miami-Dade Counties in these specific practice areas over many years. Client
confidentiality however prevents us from providing client names.
fTL 1 R65839I
reeves laverdure
public relations
7000 West Palmetto Park Road, Suite 302
Boca Raton, FL 33433
www.reevespr.com
I. COMPANY PROFILE
Founded in 1994, Reeves Laverdure Public Relations is one of the premier public
relations firms in the southeast with a specialty in promoting a wide range of real estate
projects.
Reeves Laverdure has been working with Intown Development for several months and is
immediately prepared to implement a program on its involvement with the Heart of
Boynton Beach. Firm principals and staff have attended city meetings and understand
issues and sensitivities related to this project. As a result, it is prepared to immediately
initiate the next level of work for this exciting project.
There are many key components to this public relations/community outreach and
education plan as the City of Boynton Beach moves forward with this project. We
recognize the sensitivities with this undertaking and will work closely with the principals
of Intown and appropriate city officials on a program that will accurately educate
stakeholders with accurate information.
II. SPECIFIC INITIATIVES
Our public relations programs combine a wide range of strategies all geared toward
positively positioning the city and Intown's approach to development. This will be
particularly important with this program because of the high-profile nature of this project.
The following are elements that will be addressed on an ongoing basis. Please note that
all of the issues reflect positively on the City of Boynton Beach and its vision.
1. Ongoing publicity about the status of the project. Key aspects could include:
a. Assembling land parcels
b. Construction projections
c. Hiring of consultants
d. Tenants
e. Housing availability & diversity
f. Workforce housing initiatives
g. Intown's ongoing close working relationship with the city
h. Relocation efforts
I. Methods of securing input from residents
J. Utilization of local businesses
k. Creation of economic development opportunities for Boynton Beach
I. Training and providing employment opportunities for residents
m. Creating a sustainable tax base for the CRA and the city
n. Strategies for bringing local businesses back to Boynton Beach
o. How the City and Intown is building a neighborhood that reflects the
hopes of residents (resulting from Charettes, workshops, etc.)
p. Potential for festivals, farmers market, etc.
2. Community education: It will be important on an ongoing basis to continually
educate stake holders (residents of Greater Boynton Beach, media, etc.) on the
status of Seacrest Village. This will be accomplished through monthly newsletters
that will be distributed through email and at various locations throughout the city.
3. Town Hall Meetings: Community meetings will be held on a regular basis so as
to give residents and stakeholders direct access to the development team and
real-time access to accurate information about the project. Meetings will be
advertised in advance and held at a central location.
4. Seacrest Village Web site: A comprehensive Seacrest Village Web site will be
created by Intown. It will provide all relevant information to stakeholders. It will
include:
a. Project renderings
b. Project updates and timetables
c. New tenants
d. Community outreach initiatives
e. Statements from the CRA and city commissioners
5. Trade publicity: Coverage will also be generated in appropriate real estate,
retail, financial, etc., trade journals. This type of coverage will be particularly
important as a method for attracting tenants and other developers who may want
to enter this marketplace. This coverage will, again, position the city as
innovative and visionary.
These are preliminary initiatives and will be expanded upon as the project moves
forward.
III. STAFF
David Reeves is the founder and president of Reeves Laverdure. With more than 20
years of experience, Reeves has worked with the leading developers in the United
States. He has managed accounts for Arvida, Century 21, Bryason Corporation, the Lyle
Anderson Company, and others.
Reeves brings keen insight to his assignments and an understanding of media, political
processes, and public education. He has made presentations to city boards and has
conducted many media training and crisis communications programs for clients.
Reeves will be instrumental in the management and day-to-day implementation of this
program. He worked closely with the Delray Beach CRA when the city was going
through the approval process for Worthing Place. Reeves was also instrumental in
working with Arvida during approval processes and subsequent marketing/sales for
many of its South Florida communities, including Weston, Broken Sound, Boca West,
Mizner Village, and Palm Beach Polo.
2
Noah Davis, account executive, has been working on this program since its inception
more than six months ago. A seasoned writer and public relations professional, Davis
has served as a political consultant and lobbyist in Washington DC as well as a reporter
for several of the nation's leading business publications.
Davis has an in-depth understanding of local politics and has developed a strong rapport
with media covering Boynton Beach.
IV. AGENCY EXPERIENCE
The following are several relevant case studies detailing programs implemented by
Reeves Laverdure Public Relations:
Case Study: Worthi ng Place
Worthing Place is a proposed multi-unit apartment building to be constructed just off
Atlantic Avenue in Delray Beach. The South Florida developer won the RFP sponsored
by the Community Redevelopment Agency.
Challenge: From the outset, Worthing Place was a very controversial project because
many anti-development people felt that it was too dense and would damage the
ambiance of downtown Delray Beach.
Strategy: Reeves Laverdure Public Relations initiated an aggressive media campaign
that focused on the benefits of the project, which included:
a. Increased tax base
b. Benefits to businesses from residents using services
c. Creation of a more vibrant environment resulting from people living downtown
d. Construction of a public parking garage
The publicity strategy was to sway public opinion in order to get approval and
endorsements from city officials and the public.
Results: Worthing Place received repeated coverage in news stories, features, and on
television. We also wrote numerous Op-Ed pieces that appeared in area newspapers.
Conclusion: Worthing Place received approval from the City Commission and was
supported by many civic organizations. Unfortunately, another local developer sued and
the project has been held up in litigation. Construction is scheduled to begin this year.
We are not currently working for this developer on this project.
Case Study: Bryason Realty Corporation
Bryason Realty Corporation is a full-service, independent commercial real estate
company based in Boca Raton, Florida. Bryason provides third-party clients with
professional services in the areas of brokerage, property management, construction
oversight, development, asset management and acquisition consulting. Bryason Realty
Corporation is affiliated with The Bryason Corporation, one of South Florida's leading
portfolio developers since 1996.
Challenge: At the onset of this publicity program Bryason Realty Corporation was a
brand new company. The challenge was to establish awareness and credibility of this
3
new company as a leader in South Florida's commercial real estate industry to targeted
audiences such as bankers, investors, lessees and potential real estate purchasers.
Strategy: Reeves Laverdure Public Relations initiated an aggressive communications
program to target media reaching Bryason's key markets. This included real estate
trade magazines and business and real estate journalists. With each contact, we
educated the media about Bryason's current projects, its real estate philosophy and
impact on South Florida's commercial real estate market. The goal was to establish
long-term relationships between key reporters/editors and Bryason's president,
positioning him as an ongoing media resource for everything related to the South Florida
commercial real estate scene.
Results: Bryason received repeated attention in media throughout the Southeast, with
each article positioning the company and its president as a leader in the industry as well
as positioning the projects as the pre-eminent Class A commercial real estate projects in
the region. Coverage included feature articles on the company and its buildings, by-
lined articles written by Bryason's president regarding issues related to commercial real
estate, and use of Bryason's president as an often-quoted expert source. Coverage was
extensive and included multiple articles in the following media, among others:
Southeast Real Estate Business, a real estate trade distributed throughout
Alabama, Florida, Georgia, Kentucky, Southeast Louisiana, Maryland,
Mississippi, North Carolina, South Carolina, Tennessee, Virginia, Washington,
DC and West Virginia
Florida Real Estate Journal, a publication dedicated to the Florida's commercial
real estate industry
GlobeSt.com, a major online real estate news source
Daily Business Review, written for business executives, managers, attorneys,
realtors and other professionals in South Florida.
South Florida Business Journal, which focuses on finance, real estate,
manufacturing, tourism, international trade and government actions affecting the
business community.
South Florida Sun-Sentinel, one of the region's largest daily newspapers, with a
circulation of 253,598.
Crittenden Real Estate Developers, a prestigious real estate newsletter targeted
to developers.
Conclusion: This campaign was highly successful on several levels. First, by
positioning Bryason's buildings as the premier Class A destination, it attracted a high
caliber of lessees - such as banks, brokerages and other businesses seeking
prestigious space to reflect their brand images and help them attract their ideal clientele.
The campaign also very rapidly created awareness and credibility of the company and
its president. This credibility was essential as the company sought to do business with
third-party clients as well as when seeking bank financing.
But most importantly was the success of the publicity campaign at reaching out to
potential purchasers of real estate. The by-lined article written by Bryason's president
for Southeast Real Estate Business was read by a prominent investor in Tennessee. As
a result of the credibility this article achieved for Bryason as a major player in the South
Florida commercial real estate market, as well as the awareness the article brought to
Bryason's recent projects, this investor called Bryason's president and subsequently
purchased one of the company's new buildings for $297 per square foot, a record South
Florida price. Earlier this month, the same investor purchased Bryason's 595 Financial
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Center for a record $320 a square foot for a total of $37 million. Reeves Laverdure
provided the publicity for that sale as well with major stories in the South Florida
Business Journal, Daily Business Review and Boca Raton News.
Case Study: Lyle Anderson Company
Scottsdale, AZ-based Lyle Anderson Company is an international leader in the
development of golf course communities. It has partnered with Jack Nicklaus for projects
in Arizona, California, The United Kingdom and Hawaii.
Challenge: The company's project in Hawaii came under fire by local environmental
groups charging that the development was ruining sacred burial grounds and destroying
the environment. Reeves Laverdure was retained to develop a publicity strategy to
interact and provide accurate information to a Wall Street Journal reporter doing a story
on this potentially controversial issue.
Strategy: In meeting with the Wall Street Journal reporter, it was important for
representatives to discuss how the company had been a good corporate citizen and a
steward of the environment in previous developments. Our recommendations also
involved securing objective parties to endorse the community. These people included
Chamber of Commerce staff, environmental experts, etc.
We also coached this client on how to avoid becoming emotionally involved and to
present his viewpoint without trivializing the opposition's viewpoint.
Results: The Wall Street Journal reporter visited the property and did a very balanced
story on the project, giving equal time to both the Lyle Anderson Company and the local
environmental group.
V. FIRM OVERVIEW
Reeves Laverdure Public Relations, Inc. is a Boca Raton, Florida-based public relations
agency specializing in publicity. Since 1994 we have launched targeted, strategic
publicity campaigns that enable clients to brand their companies, increase credibility and
name recognition, and influence consumer buying decisions.
The media is the most powerful communications tool available to reach and influence
large audiences. And as former journalists, we know how to make our clients
newsworthy.
The proof is in the results. Our clients regularly receive publicity in local, regional and
national publications ranging from The Miami Herald, The South Florida Business
Journal and the Sun-Sentinel to The Wall Street Journal, USA Today, Newsday, Fortune
and Forbes. They are also frequently spotlighted on both local and national television
and radio such as CNN, Good Morning America and Dateline, as well as in a wide
variety of trade publications.
Our areas of expertise include:
Reputation Management
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Your reputation is your brand. It is the reason people do business with you. In order for
your business to thrive and grow, it is essential you maintain the trust and confidence of
the public. Yet, with one attack from a competitor or an internal miscalculation, your
good name can be damaged - or even destroyed. We will implement an aggressive
reputation management program that emphasizes your good deeds and core values,
building a positive public image that will serve as the cornerstone of your PR program.
With a strategically implemented reputation management program, your good name will
be solidly entrenched. And that, in the final analysis, will carry you through both good
times and bad.
Media Relations
The media doesn't need self-serving press releases. It needs news. As former
journalists, we know what's newsworthy. That's why reporters and editors turn to us in
their constant quest for information. We expertly initiate and nurture media relationships
that benefit our clients, enabling them to deliver their message to their audience,
increase their name recognition and define their status as industry leaders.
Brand Building
Palm. Starbucks. Red Bull. Body Shop. What do these major brands have in
common? They were all built with publicity... and virtually no advertising. The greatest
minds in marketing now realize that publicity delivers what advertising cannot when it
comes to building brands. Credibility. Media endorsement. A slow, steady buildup of
name recognition. At Reeves Laverdure, our team of publicity experts will create and
implement a targeted, consistent communications plan that delivers your brand message
directly to the media and consumers you need to reach. So while your competitors toot
their own horns with ads that say little about who they are, we'll let the media do our
talking.
Media Training
Think of us as your "stage mother." When it's interview time, we will guide you every
step of the way. Prior to interviews, we will help you define your core message, guide
you through likely questions and role-play the interview process from every conceivable
angle. Our media training will develop your skills and build your confidence... until you
feel like you were born to give interviews!
Crisis Management
Tylenol. The Exxon Valdez. There are no better examples of how strategy in handling a
crisis can affect a company's public image. Handled properly, a crisis can actually
increase consumer confidence and enhance your reputation. Handled poorly, it can be
devastating. Tylenol's prompt reaction to pull every bottle of its product from the shelves
when it learned a few had been tampered with sealed its reputation as one of the most
trusted brands in America. It subsequently became a spokes peron and advocate for the
safe packaging of over-the-counter products. Exxon's uncooperative attitude after the
Valdez oil spill outraged the public, caused consumer boycotting and severely tarnished
its reputation. Hopefully you will not experience a crisis the magnitude of Tylenol or
Exxon, but whatever your situation, our team of experts will take control and guide you
through, enabling you to turn a crisis into an opportunity to solidify your good reputation
and communicate a positive message to the public.
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Trade Show Support
Exhibiting at trade shows is a great way to get in fr( f Y8ur (;" id the media
covering your industry. Reeves Laverdure provij_~ a k" --"\de of trade show support,
including press kits, registered media contc:,..;t or . .'-'HOW-UP, awards submissions and
advice on how to "work the floor." We'll....... _ "ure that your trade show experience
complements your overall PR progr~ ."nd enhances your image with both the media
'nsumef.
...>lafred by six former journalists, ReO" '8S Laverdure Ulll1~" ~ ~:-. t.; perspective to its
assignments in that it views a client tlircugh the eyes of those doing the stories - the
media. This background has been instrumental in the firm developing creative progral'T's
that have benefited clients in numerous inc .~tries.
VI. STAFF BIOGRAPHIES
David E. Reeves
President, Reeves Laverdure Public Relations, Inc.
David E. Reeves is president and founder of Reeves Laverdure Public Relations, Inc., a
full-service public relations, publicity and marketing support firm in Boca Raton, Florida.
For more than 20 years, Reeves has developed and implemented local, regional,
national and international public relations programs for clients in a wide range of
industries, including technology, employment, management consulting, banking,
hospitality, insurance, non-profit, financial, real estate, new products, legal, accounting
and healthcare.
Reeves Laverdure Public Relations was named a finalist for "Business of the Year" by
the SOUTH FLORIDA BUSINESS JOURNAL for 1997, 1998 and 1999.
In 1993, Reeves was named one of South Florida's leading public relations professionals
by the SOUTH FLORIDA BUSINESS JOURNAL.
Before becoming a public relations professional in 1984, Reeves was an award-winning
reporter and editor at several newspapers in New England and Florida. Reeves was
honored by The Associated Press in 1983 for "Best Investigative Reporting" for a series
he wrote on a professional boxer who sustained brain damage in a bout. This series was
instrumental in the state of Florida forming a state boxing commission.
Reeves is a 1975 graduate of Bowdoin College in Brunswick, Maine where he received
a bachelor's degree in government and sociology.
He is a member of the Greater Boca Raton Chamber of Commerce and has served on
the board of directors of the Rotary Club of Boca Raton Sunrise and the Boca Raton
Roundtable.
Reeves lives in Boca Raton with his wife and two children.
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Noah Davis
Account Executive, Reeves Laverdure Public Relations, Inc.
Noah Davis, account executive at Reeves Laverdure Public Relations, honed his skills in
public relations, corporate communications and marketing communications in a variety
of settings. His experience includes implementing company launches, handling media
relations, developing internal and external corporate communication vehicles, writing
and distributing press releases and marketing materials, devising and pitching
compelling story angles and planning events.
Prior to joining Reeves Laverdure, Davis served as director of communications for a
non-profit organization, where he provided leadership in all aspects of external and
internal department communications. As a specialist in strategic external
communications, Davis managed and implemented national communication strategies
and media campaigns. He has also conducted focus groups on innovative programs and
outreach initiatives.
Davis holds a Bachelor of Arts degree in English Literature from the University of
Maryland, which he received in 1990. A professional writer for 10 years, his work has
appeared in a wide variety of national and local media, both in print and online. He has
often served as a guest commentator on TV and radio.
Davis lives in Boca Raton with his wife and two children.
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BACKGROUND INFORMA nON
CB Richard Ellis (NYSE:CBG), a FORTUNE 1000 company headquartered in Los Angeles, is
the world's leading real estate services firm. Together with its partners and affiliates, the
company serves real estate owners, investors and occupiers through more than 350 offices in
over 50 countries. The company's core services portfolio includes strategic advice and execution
for property leasing and sales; property, facilities and project management; corporate services;
debt and equity financing; investment management; valuation and advisory; research and
investment strategy, and consulting.
CB Richard Ellis was created in 1998 after CB Commercial, founded in 1906, acquired REI
Limited, the holding company for all Richard Ellis operations outside of the United Kingdom. In
July 2003, CB Richard Ellis acquired Insignia Financial Group and now operates as CB Richard
Ellis throughout the world.
In 2005, the company posted global revenues of$2.9 billion (U.S.). Global business activity
included 42,600 sale and lease transactions, with a total transaction value of $150.4 billion, and
45,400 valuation and advisory assignments. Including partner and affiliate companies, CB
Richard Ellis' property and corporate facilities management portfolio exceeds one billion square
feet. The company's investment management business, CB Richard Ellis Investors, manages
more than $17.3 billion in real estate assets, and its loan originations (through CBRE I Melody)
totaled $17.8 billion.
CB Richard Ellis exists to serve as an advisor to its clients, helping them seize market
opportunities through seamless working relationships and a thorough understanding of their
business objectives. Our professionals are motivated not by simply closing transactions, but by
working collaboratively with clients to foresee what lies ahead and helping chart which course to
follow. We seek to form long-term relationships with our clients -- where their success becomes
our success.
Through CB Richard Ellis, our clients gain the global reach of the world's largest real estate
services firm, combined with the in-depth local market knowledge of our professionals. Whether
a client has just one property or a portfolio of multi-national locations, the company's offerings
can meet individual client needs. No matter how complex that need may be, CB Richard Ellis
provides a custom mix of products and services that deliver significant, measurable returns.
NORTH AMERICAN EXECUTIVE OFFICES
100 North Sepulveda Boulevard
Suite 1050
EI Segundo, CA 90245
CORPORA TE MEDIA RELATIONS
Robert McGrath
Corporate Communications
200 Park A venue
New York. NY ] 0166 Tel 2 ] 2.984.8267
ro bert. in cgra th (2ikb re . com
COMP ANY MILESTONES
1773: REI Limited is founded.
1906: The company that becomes CB Commercial is founded in San Francisco.
1940: The company is recognized as one of the largest commercial property services firms in western Cnited
States.
1963: The Company is incorporated after operating as a partnership.
1989: Employees invest their own money and, with others, acquire the company's operations to form CB
Commercial, which immediately ranks as one of the largest real estate services firms in North America.
]995: Investment management capabilities expand through the acquisition of West mark Realty Advisors, now
known as CB Richard Ellis lnvestors.
1996: Mortgage banking capabilities expanded through the acquisition of L.J. Melody & Company.
1997: Property and corporate facilities management, as well as capital markets and investment management
capabilities added through the acquisition of KolI Real Estate Services.
1998: CB Richard Ellis, the first truly global real estate services firm is formed through the acquisition of REI
Limited, the holding company for all Richard Ellis holdings outside the United Kingdom. London-based
Hillier Parker May & Rowden is acquired, now known as CB Hillier Parker.
1999: Operations in ] apan are merged with lkoma Corporation, to become that country's largest real estate
services entIty. Operations expand in Scandinav ia through acquisition of Stockholm-based Profit Group.
South American presence gained through acquisition of Santiago, Chile-based LirAntunez Propiedades,
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2000: Company becomes a founding member of Project Constellation, a real estate technology company
consisting of a broad range of industry leaders, which was created to form, incubate and sponsor real estate-
related Internet, e-commerce and broadband enterprises.
200 I: CB Richard Ellis successfully concludes its privatization efforts with an overwhelming 98% approval vote
by stockholders. The company continues operations as CB Richard Ellis through its growing worldwide
service network.
2003: CB Richard Ellis acquires Insignia Financial Group - bringing together two of the world's most influential
real estate companies to set a new benchmark for commercial real estate services.
2004: CB Richard Ellis Group, Inc. completes successful initial public offering and begins trading its Class A
Common Stock on the New York Stock Exchange.
2005: CB Richard Ellis joins the FORTUNE 1000 and Brett White succeeds Ray Wirta as Chief Executive
Officer.
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2006: CB Richard Ellis commemorates its 100 Anniversary 111 the United States. Company debuts on the Forbes
Global 2000 as the only real estate services firm on the list.
COMBINED COMPANY BUSINESS HIGHLIGHTS AND 2005 STATISTICS
Revenues: $2.9 billion
Offices: More than 350, including partners and affiliates
People: More than 19,500, including partners and affiliates
Transaction volume: Aggregate consideration value of more than $150.4 billion
Property Sales: Total value of $113.4 billion
Property Leases: Total value of $37 billion
Valuations: 45,400 valuation and advisory assignments
Commercial Financing: $17.8 billion in loan originations, through CBRE I Melody
Space under Management: More than one billion square feet of property and corporate facilities,
including partners and affiliates
Investments Managed: $17.3 billion investment assets under management through CBRE
Investors
CORE SERVICES
Asset Services
Brokerage Services
Office
Industrial
Retail
CB Richard Ellis Investors - Investment Management
Global Corporate Services
Consulting
Facilities Management
Capital Markets
Investment Properties
CBRE I Melody - Debt & Equity Financing
Torto Wheaton Research
Valuation & Advisory
NICHE, SPECIALTY AND PRACTICE GROUPS
Call Centers
Equipment & Asset Finance
Environmental Properties
Food Facilities
Global Gaming
Global Logistics
Golf & Resorts
Healthcare
Hotel & Leisure
Industrial Special Properties
Institutional Client
Japan Desk
Land/ Acreage
Law Firm
Life Sciences
Manufacturing Facilities
Mexico Advisory
Mining & Metals
Multi-Housing
Multi-Housing HUD
Office
Portfolio Services
Private Client
Retail Corporate Services
Self-Storage
Senior Housing
Sports Facilities
Technology & Telecommunications
Urban Retail
CB RICHARD ELLIS
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CB RICHARD ELLIS
KNOWLEDGE FOR
TODAY'S MARKETPLACE
CB Richard Ellis is the world leader in reel estate sel.vices. With 0 rich history datillg bock ITlore thQll
200 years. the company represents the U'llon of several of the real Estate industry's most influentd
COlnpa'lles Each of these cOlllpanies hCls contrib'JlecJ its distinctive past and succesdul track record
'c turn visicn illtO reCllity
Today, CB Richard Ellis is the first fully integrated global real estate services COITlparlY. Belter, strange'
cmcJ more resourceful tho;l ever befcre, with 14,000 employees ond offices in Illore thcm 250
1ll00kets GUOSS the glcbe
As the irl(:h,stry leader, CB Rrchord Ellis completes Illere transClctions Clnd services more property thon
u"y cdhel r8C,l estcrte cOlnpany This unrivaled volume creotes market knowledge that allows us to
selle opportu"ltles, speed the business process cIld create the IllOSt accurote picture of glebol
c()l1lr~lerclol r"ol estote cOllcJitiollS and trel1cJs
III prurkets mound the globe. we apply our w,sight, expel!ence, intelligence ol',d resoulr.es
iellts moke the most IrlfDrrned real estote decisiolls
As (I t,'ue KI'Gwledcle.l,osed cOlllpony, CB Richord EII's lTIoir.,tuiIlS ~; deep bem:h Df lecol oml re~jiom]'
market reseorcll professlo'lols The information gathered or'd crnoiyzed by thiS teom is suppol-ted by
(wcJ,tir.mcrl dala provided hy 'II (JI"irJ. closs reseorclr entities, ir"Cludrl1~J Torto V/heoton Reseorch, the
rIle,st trus'ed nUllle in reol estole forecClsting orid C1dvlsory services
It 011 (c'lllbilles to er1'pG\ver our people, ancl our. With ti'e .nfor!T1otroI1 they rleed to or.,tlcipote
mcrrke! ooporiunilles, seize competitive ow! execute the nest possible real estate strotegies
CB RICHARD ELLIS' I
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With the industry's most cOIY1plete global service delivery platform,
CB Richard Ellis offers the people, services, rpach alld k'lowiedge
todoy's busilless world delnal-lds. Our cOle service lilles me
ASSET SERVICES
When it comes Ie; tronsforllling assets into opportuni1les, inslitutlollol clI1d
ind,vicluol property owners COUllt on our Asset Ser/lces g'-oup We provide
measurable results across (] spectrum of services, including properly
:nallOgement, leasing, tel-lont relotiolls, iJrulect of,d constructloll
l1lonogement, technicol services, risk IYlOllogel1lef't. purchoslnSJ, enel'gy
IT1Clnogement Clnd finok!ol reportillg.
BROKERAGE SERVICES (TENANT AND LANDLORD)
CB Richurd EII!s provides u complete spectrum of COlrmerciul real estote
brokeroge services for tef'ollts Cine! properly ovvners In the Industrlol
and retoil sectors Suppor!ecl by Oln world-closs IllClrket resecrch olld
cClpobllities Cllld the IllcJustl'y, expertise c,f our sDecrulty
ser-Vlces SlrouPS, euch tronsoctiol' is stroteq1cal1y,
our c1iellts with ulll1lOtched rrol-ket allowing them to :nuke the
'W)st 1I1forll1ed real esto!e r!l'cislons
CONSULTING
CH Richorcl I::I!is' senior strategy CC11SL:ltcll1ts prOVide reai estutp solutlo:ls
thot help d,-ivl' superlc!r business perforrnonce tor cur dents Th:ou'jh
busilless intelligence cOlnbinec! with optilllizutior1, locotiol,
clI10lyslS end orgonlZCIticJlwi strate'jles, the '.:: BRE COllsulilllg grlJUp
clevelops oppol'jul,ities lor COrnpCII11eS to l'lClXII!lIZe vulue 110m their I
cslutc ussets.
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workp:ace solutions in multiple markets wOI,ldwide, Stroter~icolly
posrtiolled to onswel' our corpomte, govemrr,ent and instrtutiol101 ci'ents'
real estcrte needs, this group cOlllbines all Ul1rvolerl consu!t:n~),
outsourcing ond t,0115oCtiol-, monogemeri! piatfoCll1 with !l1clustry-specific
exper1lse ond globell serilce delivel)' to clients with long-term,
qL.C1I,ty ClCcount l11onClgemel1t
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DEBT AND EQUITY FINANCING
CB Richord Ellis' subSidiary, L J Melody & Compol1Y. IS 0 highly versotile
"eo' estate IIwestment bonking group that 0 brood scope of debt
<me! equrty IlIlollcing optiollS clIld also ullClelwrites cJncl sel'vices
CCJ111111l2rC,ol rno"-iyoqe 10011 inveSTlT:(.nis tor ol! propel")' types
FACILITIES MANAGEMENT
l'VIClIlogillg l11ill,011s 01 squor8 le"t for brolld nome corporOllons uround
the worle, C8 R,clwrd ElliS delivers tl-e level of customer service,
enabling cli8!lts to focus nn theil' core husiness Our prcven, process
driven the leoding plotforl1l ill the
!!'dustIY 10 prOVide to suppor1 the
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INDUSTRIAL SERVICES
Ocn I'dustrloi S8rvices professicnCl!s theil u':cJerstonclIl1g 01
!:urrenl Cine! el'lergll1g technologies, processes onel globoi
busil,ess pruelices 10 0'1 osslglllrwnts This ellcoies thelrl Ie I':eet the
Ileeds elf delits lell 1110 leseo I-ch UII.:!
distrrbl;tion and warehouse fucilit!es os we!' CIS loncl
ClSSICjlllTlellls
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INVESTMENT BROKERAGE/AGENCY
CB Richard Ellis I'westment
SlJ8Ciullzes in the ucquisitiofl und
disposition of income-producing properlies for' thirel-paliy ownel's.
provldillg buyers with locol cmo i!lterno',onol exposure to opporhmties
and cupital murkets, orld we offer sellers the obility to Inmket (111 asset
quickly to IllClximize its volue
INVESTMENT MANAGEMENT
C8 Richard Ellis Illvestars, L.LC is u whOlly aWl1pel but IIldependently
manogeel investment compony with more tnon 'j, 14 billiO'l of current
ossets under mancigemer;1. Its l1,ission IS to copitulize on reed estate
IIwestment opportunities ClcrOSS ,he risk-retJm Spt'ctrulll OI"CI O'OU'l(J the
c)lohe II accol1lplishes thiS by sponsorill':] i'lVeshllent funds clI1d p'oCjrCtlns
pri IflOI ily lor i I1stitulionul i rlVestor,
PROJECT MANAGEMENT
Our experiellCed Ollel etfectlve MUllUgemenl 'Fe up
voluClble expertise Dele)le, and aHel each se rJ
ploleet The ~Jfoup's services ronge Ir0m site evuluoholl to I1lc,ve
Inonugelllent, including terlO'lt IITlprCVeIT1ents arid cellOvGti')11 p"olects
ell 011 sizes lor ofiee, retorl onel indus'llol spoee.
RESEARCH AND INVESTMENT STRATEGY
CB Richord Ellis' !Ildependetlt subsidiary, TJrlo Wheutoll
tis trockill~) wld forecosting expe1ise OUi)SS the US one!
CClIlodiull ITlCJrkets ir' 011 properly types spolllli!lg the debt, eqUITy. pnvote
,]'lei sectors IJSillg Its OWl' highly lTlodels
und proven clIlolytleol cxpsrtise, T:Jlic VVheutoll Resemch offer-s real estate
illV8StorS pmtblio udvisemellt, debt risk "'Urtogelllent one! outlook tools tc
~lceurutely gouge the morkel flOIll both (] hstoricul Utlel brecosted baSIS.
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RETAIL SERVICES
Retoil Se'vices meets the unique opportuntles ond challenges prese1lied
by reto;' Dloperties oncl retoilers Vv'im prcfesslol1ols positioned ClrolJnd
the wDrld, OUI' teom of retot! spericllsb includes experts in both urbon
ond suburbol1 rea: estate.::1s we:1 os 011 types of retoil cellters.
Representing letollers one! property OWllers. buyer's ond sellers, we offer
(J full longe of illtegroted I'etoil reol eslote services, including retailer
site acquiSition, cltspositlon, irwesblent leaSing, finance, asset
monogemenl, moil onc1 urbol1 expert,se
SPEC IAL TY SERVICES
\tVdh i'~ore than tvvc dc,zf-::'I' disj;nct specio our Speciolty Services
qroups niter Cl IJIlique level of exren,se. il1si~lht und experience by
rUl.L,:~;lllg Ull u client or propprty type The
is associated with Specialty Services ore experts
III thcelr lieldsl hey wolch trelds In the IE,,) I estate mOlke's ulld
Iy n~C'03L} 1ht::n', (lguin~:,t
ir", jhc,r-
VALUATION/APPRAISAL SERVICES
The VoluCltior1 lJne! l\clvlsory Services gl'OUp
CJccurote, rel,uble
Ur"lcJ vCJ[uutions ci-iticCJi tu jhe success 01 t.'very I'E~U: f.~':.:,totE;
trcnSC1c1iCll or This IS occc'I'nplishc.d ihe
curl",uic;tion oncJ dissen-,illutioil -)t CDlnj.J1ehensivt.? dCltu en CC!IIlIYlel-C!(J!
'eol estate
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/:J customer SCJllsfoctlon, CB RU,old ElliS ,,/leis the stundCJld or
excellence. Vve ole pluud to set the new benchmo/k fCJI reol eshte
seIVi~t:'SI one oS5.,i9rdl1enf at u tune/ one client (]t a tUTie In L"'uslness
centers th/Oughout the world.
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WORLD OFFICE LOCATIONS
Argentina Ontario India Mexico Spain
Buenos Aires Kitchener Bangalore Mexico City Barcelona
Australia London Chennai Monterrey Madrid
Adelaide Ottowa Mumbai (Bombay) Queretaro Malogo
Brisbane Toronto New Delhi Netherlands Marbella
Cairns Quebec Indonesia Amsterdam Palma de Mallorca
Camberwe!1 Montreal Jakarta New Zealand Va lencia
Canberra Chile Ire!and Auckla nd Sweden
Gold Coast Santiago Dublin C hristchurch Gathenburg
Me!bourne China Israel Wellington Stockholm
Milton Beijing Tel Aviv Norway Switzerland
N onh Syd ney Guangzhau Italy Oslo Zurich
Porro motto Shanghai Panama
Penh Bologna Taiwan
South Sydney Czech Republic Milan Panama City Taipei
Sunshine Coast Prague Rome Peru Thailand
Sydney Denmark Japan Limo Bangkok
Austria Copenhagen Chiba Philippines Turkey
Vienna Finland Fu kuaka Manila Istanbul
Belgium EspOo (Helsinki) Hiroshima Poland United Kingdom
Brussels Fro nee Kagoshima Katowi ce Birmingharr
Lyon Kanazowa Krak6w Bristol
Botswana Marseille Kobe Pozn6n Edinburgh
Gaborone Neuilly sur Seine Kyoto Wa rsaw Glasgow
Brazil Paris Matsuyama Portugal Jersey (Channel Islands)
Rio de Janeiro Germany Nagoya Lisbon Leeds
Saa Paulo Berlin Niigata Liverpool
Canada Okayama Romania London
Frankfurt am Main Bucharest
Albena Homburg Omiya Manchester
Calgary Munich Osaka Russia United Stales
Edmonton Sapporo Moscow
British Columbia Greece Sendai Singapore Venezuela
Vancouver Athens Shin juku Singapore Caracas
Thessaloniki
Manitoba Shizuoka South Africa Vietnam
Winnipeg Hong Kong Tachikowo Durban Hanoi
New Brunswick Hong Kong Takamalsu Johannesburg Ho Chi Minh City
Saint John Hungary Tokyo South Korea Zimbabwe
N ova Scotia Budapest Yokohama Buiawayo
Halifax Seoul Horore
10 . CB RICHARD EWS
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U.S. OFFICE lOCATIONS
Alabama Colorado Maine New York Texas
Mobile Denver POr1land Alba ny Austin
Arizona Connecticut Maryland Buffalo Dallas
Phoenix Hartford Baltimore Long Island City EI Paso
Tucson New Hoven Bethesda New York Houston
California Stamford Massachusetts Rochester Son Antonio
Anaheim Delaware Boston Syracuse Utah
Ba kersfi eld Wilmington Michigan Woodbury Salt Lake City
Beverly Hills/Century City Florida Detroit North Carolino Virginia
Carlsbad Boca Raton Grand Rapids Charlotte Mclean
Commerce Ft. Lauderdale Lansing Raleigh Norfolk
Diamond Bar Ft. Myels/ Naples Ohio Richmond
Minnesota
EI Segundo Jacksonville Minneopoiis Akron Wash ington
Foster City Miami Cincinnati Bellevue
Fresno Orlando Mississippi Cleve 10 nd
Glendale JacKson Seattle
Tampa Columbus
La ncoster Georgia Missouri Toledo Washington. D.C.
Los Angeles Atlanta Kansas City Oklahoma Wisconsin
Newpor1 Beach 51. Louis Oklahoma City Appleton
Oakland Hawaii MadISon
Honolulu Nebraska Tulsa
Ontario Omaha Milwaukee
Palm Springs Iowa Oregon
(Indian Wells) Des Moines Nevada Par1land
Pleasontan Illinois Los Vegas Pennsylvania
Reno
Roseville Ba nnockburn Allentown
Sacramento Chicago New Hampshire Harrisburg
Son Diego Deerfield Manchester Philadelphia
Son Fernando Volley Oak Brook Por1smouth Pittsburgh
So n Fro nci sea Schaumburg New Jersey Wayne
San Gabriel Valley Indiana East Brunswick Rhode Island
(Industry) Ft. Wayne Iselin Providence
So n Jose Indianapolis Morlton South Carolina
So n Rafael Paramus
So nta Ba rbo ro South Bend Saddle BrooK Charleston
Santo Fe Springs Kentucky Columbia
New Mexico
Sherman Oaks Louisville Albuquerque Tennessee
Stockton Louisiana East Memphis
Torrance New Orleans Memphis
Ventura Shrevepor1 Nashville
CB RICHARD ELLIS. 11
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CB Richard Ellis will work in concert with the project team to conduct feasibility analysis, trade
area analysis, and site analysis to maximize the master plan. CB Richard Ellis will provide
project management, project marketing and will also leverage the experience of it's public-sector
group.
We will also offer a full range of commercial real estate services, including Asset Services
(Agency Leasing, Property Management, Project Management), Office Tenant Representation,
Global Corporate Services, Industrial Services, Retail Services, Hotel Services, Multifamily
Sales, Investment Sales, Investment Banking, Valuation and Advisory Services, Senior Housing
Services, and Research and Marketing Services as needed.
CONSULTING
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CBRE
CB RICHARD ELLIS
at your full service
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INVE~ENT';;RO~ERTIES
. Wool . loa , In . .",_ and dilposi1loo oIlocDm..pracludng "-""' I.. tf.-d.porty ......
. In 20l15, mm,lmd ... 2011 ..10 tr....._ totaIng .... $45 i1111an In IoutII Rorid.
. In_.m~.. .,-111.. Indudo: _ 0I0nt {oHIco, Indu"""l .nd 1WluI~ InstlMlanal CIon1(affIco.
Industd.l.nd rwtal~. "'toI.. Multl-_g, and Sonl.. H......g
o bcant5ou1l1 Florida tran..dians: R...lngo 50uIh Ioodl. Holiday bI.. ~In c:o.nn..lU Ct.. SOWS"" lod1. PI<.
INVESTMENT MANAGEMENT
o CBIIf, u.c.. 0 gl....l..ol._ _""III1..onog"lII1 film wtItI... $ 17 bllonln ...... und. ....ag...III1.
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VALUATION AND ADVISORY
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CORPORATE SERVICES
. Wacldwid. load" In planning, .._g ond monog"'g ...1 111010 ~om .nd poIlfollal.. boI.aIf oi
Inn_ ....,...... wortdwW.
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DEBT AND EQUITY FINANCING
o ClII I MIIady,...w.. oxport .dvko In tho pia....", of """..1Id0l dobt & ""'" mplIal
. In 20l15, .... $925 mil... ......d In 36 transadioftr In South Florida
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ASSET SERVICES
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........-.., A_g ..d Rn.nciallopartw.g, ..d IIdl Maaag_
LANDLORD LEASING
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. ..... tho MM. ,,-Iouldinll' ilcildil9' 500.. T_, eo...., WIoaof. lid 7 WaoId lrad. eonto.
. In 200S.lIlIIpIotH _lllO.... _ctianl1vIo1ng ... 6.9 ..a..._loot Ia 5ou1l1 Florid.
TENANT REPRESENTATION
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NationallY recognized, the Gibbs Planning
Group offers professional services in Town
Planning, Land Development and Urban
Retail Consulting. For the past fifteen years, President
Robert Gibbs bas been active in developing innovative
yet practical methods for applying current trends in
residential and commercial development to more than
200 communities and over 150,000 acres of properties
across North America, the Pacific Rim and Caribbean.
GPO has been consulted in almost every new town
center constnJcted during the past 15 years.
In dealing with a wide range of natural and man-made
conditions and constraints, the Gibbs Planning Group,
which Mr. Gibbs founded in ]988, has responded with
innovative master plans, revealing unexpected design
and development opportunities while preserving valued
natural lands. Leading clients have included: Calthorpe
Associates, Cbarleston, Chicago, Domino Farms,
Duany Plater-Zyberk. Kentland's, Electronic Data
Systems, General Motors, Naples, Portland, Robert
Aiken's Company, The Taubman Company, Seaside,
Simon Properties, State of Oregon, and West Palm
Beach.
To implement these plans, GPO has employed creative
strategies, such as revising outdated zoning and
transportation policies. Foremost among GPG's
achievements has been the SU<:CeSSful applicatioD of the
latest in modem retail planning and merchandising to
depressed 01' declining commlDtities as well as to new
developments designed as traditional towns.
GIBBS
PLANNING
GROUP
Tradition.al Town Planning aDd its Principles
A speaker at the First Congress of the New Urbanism
in 1992, Mr. Gibbs has been a pioneer and leader in
this movement to revive the community-oriented
principles of traditional Town Planning and Smart
Growth as an antidote to the alieneting, fonnless
sprawl of suburbia.
In the New Urbanism/Smart Growth practiced by
GPG, sOW1d development depends upon
neighborhoods clearly defined yet seamlessly
integrated into 1arger communities, where streets are
comfortable to the pedestrian yet functional for the
motorist, where buildings are permitted to have mixed
uses, BOd where densities are capable of supporting
local commerce.
As detailed in the firm's master plans, streets for the
civic realm: they are public spaces designed for social
interactiOD and commercial activity. Rather than
congested collectors festooned with colorless cul~~Tsacs, neighborhood streets are laid out as a network,
allowing people and motorcars to filter through.
Residences are close to one another and close to the
street, within easy access by foot to stores sensibly
sited at vehicular cross-roads. Civic buildings are
placed at prominent sites for visual orientation and to
clarify the layout of the neighborhood. Residential
streets are tree-lined and landscaped with species
indigenous to or compatible with the area and its
climate. And to heighten the sense of community
identity, design guidelines are written to reflect the
local vernacular, preserve architectural coherence, and
ensure proper building placement.
Tbe New Urbanism and the Community
Profiled in the Atlantic Monthly, the New York Times
and Urban Land Institute, Robert Gibbs is an
acknowledged expert in W'ban planning with "a urban
planning sensibility unlike anything possessed by the
urban planners and architects who usually design
330 E. Mqle S1rcel No. 310 BirnIJnpI8IIl, Michigan 48009
URBAN RfT AIL CONSULTING + TOWN PLANNING + MARKET RESEARCH
Tel. 248.642.4800 p,"- 248.642.'''8 gibbsplaJUltng@aoJ.com
downtown renewal efforts." If conventional architects
and planners, the feature article continues, "are not
greatly concerned about the impact of their work on the
welfare of haberdashers, that is not surprising. They
belong to professions that are often at war with
commercial interests. Gibbs sees the street first as a
commercial space. Nourish commerce, his implicit
credo goes, and the people will come."
Responsible planning is not simply a matter of
assembling nostalgic wban villages or pedestrian
pockets, as some practitioners of the New Urbanism
maintain. Rather, GPO believes that sustainable
development and vibrant community life are only
po&sible with a vital commercial life, and that new and
old towns alike need intelligent strategies for its
survival.
Before establishing GPO, Robert Gibbs spent a dozen
years gaining invaluable expertise in retail planning by
advising strip-<:enter and shopping mall developers on
the psychology of commen:e-tbe practical science of
analyzing and adjusting all elements known to affect a
shopper's mood in the marketplace. From this
experience Mr. Gibbs distilled seven retail and
merchandising principles for reviving retail in
morib\D1d downtowns and for instilling successful
commerce in new ones. The purpose of these
prescriptions is not to turn existing or planned main
streets into malls, but to give merchants on the street
the same competitive advantage that those in the most
profitable shopping centers enjoy. Foremost among
these "lessons from the mall" are the need for a
strategic mix, advantageous pedestrian and vehicular
circulation pettems, and arresting storefront designs.
Retail stores in direct competition are known to have
higher sales if located next to one another. Strategic
tenant nUx is the grouping of businesses by the type,
quality, and cost of products or services offered:
Neighborhood Service are stores and businesses
servicing the immediate area; Core Retail are shops that
draw customers from a wider area, often as their
destinations; RestaurantlEotertainment includes
restaurants, theaters, art museums, and convention
centers, which can also be destinations.
Similar to a department store in a mall, larger stores or
restBunmtlentertainment fucjJities can function as
anchors when positioned on the periphery of a ret8il
district or at the ends of a main street. After parking.
shoppers must walk past all the smal~ specialized
shops on the way to their destinations. To capitalize
on this "'retail path" the small shops must have
arresting storefronts and window displays. If the
typical shopper strolls along at three to four feet per
second and the typical storefront is twenty-five feet
wide, then the merchant has only eight seconds to grab
the shopper's attention. To sell to passing motorists,
this window of opportunity is less than a second.
Accordingly, arresting storefront design becomes
panmount: window displays, entryways, signage, and
lighting must all be designed with the purpose of
drawing the "impulse buyer" inside.
In their relentless desire for efficiency, modem
planners separated pedestrian and vehicular uses, at
times even banishing the motorcar from the
marketplace. Unfortunately, downtown streets
converted into pedestrian malls in the sixties and
seventies effectively killed existing commerce and any
chance of civic life: there simply weren't enough
people. GPO recognizes that American retailing
continues to be dependent upon the auto, and that
commercial vitality is proportional to vehicular
activity .
Successful developers know that the best place to
locate new shopping malls is at the intersection of
heavily traveled roads. Similarly, towns have thrived
when located at the crossing of major roadways. The
problem now, GPG believes, is to make city streets out
of the thoroughfares that bisect dying downtown's.
Modifying traffic patterns, installing on-street parlcing,
providing proper street3caping and the like can slow
traffic down, allowing pedestrians to feel more at ease
with the automobile.
GIBBS PLANNING GROUP SERVICES
ee.enll Urban or ShoppiDg Center Retail An81ys1.r
From urban street to suburban shopping centers, the
Gibbs PllIDl\ing Group can provide 8 complete
qualitative analysis of existing retail and. when
appropriate, malee recommendations for its
improvement. Such an analysis requires GPG to visit
the site for two to seven days. In preparing for this
field evaluation, GPG reviews the area's demographics
(household income, ages, growth rates, etc.) for their
effect on the site's redevelopment potential. At the
site, GPG spoc::ialists in retail leasing, market research.
and commercial planning confer with the client and the
client's leasing representatives. Before proposing a
redevelopment scheme, GPG evaluates the nearby
shopping centers, residential developments, and traffic
patterns for their regional impact on the site. Within
the site, all existing and planned buildings arc asSCS3ed
for possible retail use in the redevelopment plan.
GPO's comprehensive retail analysis includes the site's
tenant mix, vehicular circulation and parking. visual
merchandising, storefront design and signage,
pedestrian movement, adjacent land uses, appropriate
building types, retail management, marketing and
promotional plans, physical maintenam:e, security, and
other elements considered relevant or requested by the
client.
SlIopplng Center and Urban PlaDning Services
All of GPG's services are available to assist municipal
planners or developers in creating master plans, which
include the latest in retail planning for reviving
depressed urban areas or for developing new
communities as neo-traditional (New Urbanism) towns.
New Trends In TowlI PlannlDg and Rmll
Development for Small Towns & Cities
Using slides, Mr. Gibbs outlines the historic patterns
and physical forms of American towns from Main
Streets to City, to Major Urban Center. As part of this
overview, he discusses the importance of location,
layout, and desilPl to land uses including: Civic,
Commercial. Residential IWd Park Space, Individual
stores, the prospects of reviving commerce.
Retail Market Research
One ofthe most important elements in redeveloping an
historic urban square is to have an accurate and
realistic understanding of the location's commercial
market potential. This market rosearch can be the
baseline data for your organization to detennine what
is likely to happen to the square under that existing
status quo, as well as what potential additional retail
businesses are supportable during the next five years.
It is anticipated, that the findings of this analysis. will
allow for your group to set goals, policy and to make
specific short and long tenn implementation actions.
GPO also reviews all of the support systems for the
retail district including: streets, parking, refuge
collection, signagc, lighting, pedestrian circulation,
adjacent land uses, zoning codes, tenant mix and
sUl'TOundirlg retail The result of this intense review is
an objective list of specific enhancements and
modifications designed to increase retail sales and
traffic suitable for the both the short and long-range
- tenure of the town or shopping center.
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GIBBS
PLANNING
GROUP
27 July 2006
Gibbs Planning Group, Inc. (GPG), in partnership with Intown Partners, LLC is pleased
to submit this proposal to provide downtown development planning services to the city
of Boynton Beach, Florida.
GPG has considerable expertise in retail consulting for downtown planning and
development. GPG is considered one of the founders and leaders of the neo-
traditional/new urbanism planning movement. During the past 15 years, GPG has
gained extensive experience throughout North America and the Pacific Rim,
participating in some of the most innovative town planning projects in the United
States, including: Seaside, Clearwater, Rosemary Beach, Alys Beach, Kentlands,
Historic Market Square, Downtown Macon, San Elijo Town Center, Charleston,
Albuquerque, Carmel (IN) and Macomb Town Center. Our clients include both public
municipalities and leading private sector real estate developers.
GPG's experience is especially well-suited to advising cities such as Boynton Beach on
economic development strategies, including Master Plan drafting and implementation.
Particularly relevant is our experience in downtown planning and retail consulting;
town center planning; commercial corridor planning; and university district
commercial planning. We are unique among planning and designing firms in that
retail analysis and development strategy are in-house core competencies.
GPG applies a comprehensive planning approach to all projects. Our expertise and
experience enables us to harmonize innovative planning with various development
constraints. We understand that downto\VTIS, such as Boynton Beach, require detailed
attention to urban design patterns, community planning goals/vision, and general
market conditions.
GPG encourages a multi-party understanding of market and design conditions. GPG
believes such inclusion is necessary to establish a comprehensive framework that will
help guide community vision and local economic growth.
Gibbs Planning Group appreciates the opportunity to provide you with this proposal
and looks forward to assisting the Boynton Beach in creating a successful project.
Please feel free to contact us if you have any further questions.
Sincerely,
GIBBS PLANNING GROUP, INC.
Robert J. Gibbs, ASLA
Presiden t
330 E. Maple Street No. 310 birmmgham. Michigan 48009
URI3AN RETAIL CONSULTING + TOWN PLANNING + MARKET RESEARCH
Tel. 248.642.4800 Fax.248642.5758 gibbsplanning@aol.com
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Communlly Design Group
Firm Profile
Reynolds, Smith & HIlls, Inc. is organized into SIX, client-focused programs,
each with its own multldlsciplined staft'ofarchitects, engineers, planners,
environmental scientists and technical support personnel. Presently. RS&H
boasts approximately 700 full- and part-time associates in the following six
Programs:
The Aerospace and Defense Program IS dedicated to rapid, innovative and
cost-effective solutions to meet tbe increasingly complex demands of the
aerospace and defense industry.
The Aviation Program meets the needs of the aviation industry for tenninals
and support buildings, airfield facilities, and planning and environmental
serv Ices.
The Commercial Program serves corporate, commercial and industrial clients
who seek an economic return on their Investment in both new and
rehabil itated facilities.
The Institutional Program oflers services specifically devoted to the
advanced deSign and technology requirements ofeducationJI, governmental
and research-Oriented clients.
The Public Infrastructure Program IS a Single, unified source for the
architectural. engineeflng, plJnning and environmental needs of local
government and quasigovernmental agencies.
The Transportation Program serves trJnsportation and mullJmodal agencies,
expressway. publiC infrastructure and transit authofltles with planning,
design, and construction englneeflng and inspectIOn services.
The Tran sportation Program at Reyno Ids, Smith and HIlls, rnc (RS& II) pro\ldes
a full range of planning, design. enV' ironmental and construction cngJlleering
and Inspection services for all modes of transportation, including highways,
tranSit, high-speed ra1l. ports,marinas and aviation facIlities
In today's world, where transportation and its infrastructure arc essentJal factors
In the quality ofda1ly liVing, RS&H enjoys a worldWide reputation as a quality
leader. The 50-year record of success established by RS&H and its predecessor
finns pro\lde a richness of tenure that complements the strengths of its
professionals Clients arc served by project teams empowered to focus the talent
of the entire company on complex Issues.
The RS&H Transportation Program serves federal, state and local authorities as
well as multlmodal agencies. The array ofcomprehellslV"e services which enhance
the mobIlity of people and goods extends into many areas of expertise'
Transportation Planning
EngJlleering DeSign
Environmental Solutions
Construction Engineering and InspectIOn
RS&H personnel regularly participate on local, state and federal committees.
task forces and commiSSIOns to improve the development and operation of
transportation fac1lltles.
RS&H remains on the leadlllg edge of design and delivery technology. Each
oflice IS eqUipped with the latest telecommunicatIOn and computer-aided
equipment and is I III ked to other offices through local and Wide area networks.
By continually Investing In the technical and profeSSIOnal development of the
finn's staft'and eqUipment, RS&H assures clients that the) 1'.111 be working with
Rcynoids, Smllh and Hills. lnc
RIHI
Community Design Group
trained and infomled professionals using the most advanced technology
available.
RS&H has its corporate offices in jacksonville, Florida and maintains additional
offices in Miami. Tampa, Orlando, Merritt Island, Tallahassee, Pensacola,
Plantation and Fort Myers, Florida. AdditIonally, the RS&H organizatIon also
inc ludes a su bsid lary finn, Reynolds, Smith and Hill s CS, I ncorporated, based m
Plantation, Florida RS&H also has offices in Chicago (Naperville), IllInOIS;
Charlotte, North Carolina, Flint, Michigan and Houston, Texas.
Firm Overview
RS&H has a strong core ofclvrl englIleers and landscape architects in ItS
TransportatIOn/Infrastructure and Commercial Programs. These profeSSIonals
will contribute significantly to the team proposed for this development.
AdditIonally, RS&H not only has the capability to proVide these serVices, but
is comfortable and famtliar working with Community Redevelopment AgenCies
(CRA) and the general public on community based projects.
The civil engmeering and landscape architectural components of this
development are significant. RS&I-I will work diligently WIth respective team
members to ensure that the overall goals of the development are met. Bringing
together the vanety of disciplines reqUired for thiS project, as well as
incorporating the CRA and the general public, will involve an open.
collaborative design process, which is something that RS&I-I conSiders critical
to each of our projects.
Reynolds. Smilh and Hills, Inc
2
IIMII
Community Design Group
Crime Prevention Through Environmental Design
Important design considerations when
incorporating CPTED Principles into neighborhood
design:
Defining access to the neighborhood
Safe separatIOn ofpedestrJan and vehicular traflic
Defining ownershIp of outdoor spaces
Adequate outdoor lighting
Eliminating blind spots or ambush points in the landscape
Key CPTED Concepts in Neighborhood Design:
"The proper design and
eiketlve use olthe hUllt
IllCldcllee olcrlllle aud:1I1
Natural surveillanee: create areas where people and their actiVitIes can be
readily observed by residents and users orthe space. ThiS can be
accomplished through the fcdlowlng.
Designing landscapes that allow clear, unobstructed vIews of
surrounding neighborhood areas
Improving viSibility With adequate street lightIng or transparcnt
building materJals.
Avoiding the creation of buildIng entrapmcnt areas
Natural access control. controlling access to a site. ThiS can be
accomplished through the follOWing:
Ensuring that entrances are visible, wellllt and oHrlooked by
Windows, tront porches, and pedestrians.
2 Clearly defining community entranceways and controlling other pOints
ofaecess to a site.
el1\ IrOl1lllclll.al call lead to a
reduction 111 the !ear alld
IIllIHO\L'IllCIlI III the qnallt) 01
IIIC'- NallClnal Crlllle
PrcVL'lltlOIl In\lltutc. NCPI
Territorial reinforeement ensure a sense of ownership In the neIghborhood.
Specific Design Goals to Ensure Safety in
Neighborhood:
Encourage pedestrJan movement throughout the neIghborhood by creating
anchors or focal pOllltS in convenient locations of the developmcnt.
Set buildings back appropriately to encourage significant pedestrian
movement and community Interaction.
Ensure that new buildings in the neighborhood are sensItive to the human
scale and contain awnings along building fronts WIth at least 70%
transparency in the facades.
Reynolds. Smith and Hills, tne
RMlI Community Design Group
Do not allow large expanses of opaque or blank building walls
Provide streetscape elements at the curb side of tile sIdewalks (i.e. street
trees) to create a barrier between pedestrians and traffic
DesIgn spaces such that natural barriers separate conflicting activitIes.
Layout the site plans such that there is a clear border for controlled spaces
Provide clearly marked transttlonal zones that indicate movement 1'1'0111
Building orientation
creates
"Blind Spots"
Exal11[1le of how hidmg places can be created when CPTED Principles are not adhered to.
Building orientation
creates
"Natural Surveillance"
Example of how natural surveillance can he achieved through the proper orientation of
public buildmgs throughout the neighborhood.
public to semipublic to private spaces.
Locate gathering spaces in areas wilh natural community surveillance and
access control.
Provide safe activitIes to promote the natural surveillance of these activities,
thereby tl1creasing the perceptIon of safety for nonnalusers and risk for
offenders
Reynolds, Smith and Hills, Inc
o
L
lIMI L
I Communlly Design Group
Benefits of CPTED
Reduction in crime and potential for crllne.
Perceived greater safety, security, and value.
Improvement and beautification of the physical env ironment.
Improved quality of life.
RevitalizatIOn and preservatIOn of neighborhoods
Transit Oriented Development
Transit Oricntcd Developmcnt (1'001 IS a livahle, nm.ed-use torm of development that IS focllsed
arollnd a transit statIOn
Benefits of Transit Oriented Development to
Surrounding Neighborhoods:
Creates a pedestrian-onented lIvable community.
Acts as a catalyst for economic growth and development.
Encourages mixed-use development (retail and residential).
Enhances pedestrian interconnectivity between neighborhoods.
Promotes healthfullivlllg through walkable commullltles.
Provides open publiC plazas and 3nll11ated spaces.
Increases parking availability.
Utilizes aesthetiC enhancements.
Incorporates history and culture Into design.
Provides overall sense of place and Identity for a community and its
residents
Key Components of Successful Transit Oriented
Developments:
Selection ofland uses'
Ensure transit supportive land uses.
Encourage a mix of uses.
Locate the uses close to the transll stations.
Maintain the highest denSity development closest to the station.
Create sate and convenient pedestrIan connectIOns:
Ensure walking distances are short.
Make access viSible and direct.
Separate pedestrian, vehicular traffic, and transIt.
Reynolds. Smith and Hills, Ine
RIHI
Communlly Design Group
Create a livable community:
Create high qual ity an Imated streets.
Offer architectural variety.
Relate ground level uses to pedestrian activities.
Foster safe activity by providing lighting, landscaping and signage.
Utilize compact development patterns:
Cluster building development for pedestrian access.
Accommodate future development and preserve greenfields.
Provide convenient parkIng and drop-offzones.
Locate parking to the rear and sides of buildings.
Create an Identity:
Utilize buildings as landmarks where possible.
Maintain slghtllnes and views.
Onent buildings to the street
Provide public open spaces.
Reynolds, Smith and Hills, Ine
4
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Boynton Beach eRA
Heart of Boynton Community Redevelopment Project
MLK Corridor Auburn Development Proposal
Submitted By:
Auburn Development, LLC
1301 SW 10 Avenue - Building J
Delray Beach, Florida 33444
561-278-0053
EIN: 20-3811752
DUNS: 612205133
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Boynton Beach eRA
Heart of Boynton Community Redevelopment Project
MLK Corridor Auburn Development Proposal
Submitted By:
Auburn Development, LLC
1301 SW 10 Avenue - Building J
Delray Beach, Florida 33444
561-278-0053
EIN: 20-3811752
DUNS: 612205133
Boynton Beach Community Redevelopment Agency
639 East Ocean A venue, Suite 103
Boynton Beach, Florida 33435
Attention: Developer, Selection Committee
/\ugust 7, 2006
Ladies and Gentlemen,
Suhmitted herewith is our response to your Request for Proposal as the developer for re-
development of the Martin Luther King Boulevard Corridor Phase I & II. The
respondent is a limited liability company \vhose members are Florida Affordable
Housing, Inc. (FAHI) and Auburn Management, Inc. (AMI).
Understandinl:?, of Work to be Completed
ft is our understanding that the CRA is looking for a Master Developer for the Martin
Luther King ("MLK") Corridor in the Heart of Boynton ("HOB"). Your development
model contemplates construction of residential rental and for-sale housing units, as well
as neighborhood serving retail space on approximately 35+ acres including more than
fifteen properties in the subject area owned by the CRA and the City of Boynton Beach
("City"). The eRA is seeking a quafified developer to provide comprehensive
development services in the nnv construction of a mixed finance community of
affordable rental, market-rate rental, \vorkl'orce housing, and market rate for-sale housing.
Commitment to Perform the Work Expeditiouslv
We hereby commit to perform the work expeditiously.
WilJinl:?,ness to Purchase CRA & Citv's MLK Property and that Development Plans
are Subiect to Future Policy Determinations of the CRA Board
\Ve hereby commit to our will ingness to purchase the CR/\ and City's MLK Corridor
property. We hereby agree that our development plans are subject to future policy
determinations of the eRA Board.
Reasons whv we are the Most Qualified to Perform the Enl:?,al:?,emcnt
· \Ve have developed over 4000 aff(ndabJe housing units in Florida over the last 18
years. Our experience makes us one of the most experienced affordable housing
developers in Florida. We strongly believe a low-income and moderate-income
affordable component is a requirement of this RFP due to median household
income of $27, I 00. Due to the median income in the area, \Ve intend to develop
housing for families with low or very 10\v incomes to avoid the risk of
gentrification. In addition, we have in the past developed retail, market rate
condominium and townhouses, Workforce Housing, and have considerable
experience developing mixed income sustainable communities.
· We have experience developing affordable housing in Palm Beach County
I. Boynton Bay (240 Affordable Senior Rental Apartments) - Boynton
., Groves of Del ray (164 Senior Rental Apartments/Townhouses) - Delray
3. Auburn Trace (256 Rental Apartments) - Delray
· Our main office is in Delray Beach and we have two offices in Boynton Beach.
As a local developer and Boynton Beach property owner, we best understand the
HOB history, the present, and the promise the Heart of Boynton Master Plan
represents.
· Our proposal achieves the vision of creating a vibralll, attractive, mixed-use,
mixed-income community, vvhcre people of all economic strata, races and cultures
will live, learn, work, and play in close proximity to employment, retail and
cultural opportunities over a larger area of land in a manner that can be duplicated
and act as a catalyst to stimulate private investment that will dramatically improve
the surrounding areas.
· We recognize the MLK Corridor as the "Link" that will bring the renaissance that
has occurred East of Federal West into the Heart of Boynton. This will create a
synergetic corridor of prosperity into the areas along Seacrest Boulevard.
· \Ve recognize the key challenges to the revitalization of the area as identified in
the HOB Master Plan. We have solutions that will result in the successful
implementation of the plan.
· We understand that success involves more than just Economic Sustainability. It
involves Social Sustainability, Cultural Sustainahility, and Historical
S ustai nability.
· We have significant financing capacity and a strong Balance Sheet.
· We have successfully secured over $200 million dollars in public grants and
subsidy for development. \Ve offer significant experience in leveraging the
available subsidy on the County, State. and Federal levels. Theses available
sources of equity can represent tens of millions of dollars in grant monics and
investment for the Heart of Boynton.
· As a neighborhood stakeholder, we have a common interest in the revitalization
of our neighborhood. Our plan recognizes the desires of the other stakeholders
and the community. We understand that the existing residents and business
o\",ners must participate and benefit from the revitalization of the area.
· We will commit to a Minority and \Vomen Business Enterprise participation goal,
Job Training, CoJlege Scholarships through the "I have a Dream Foundation",
Summer Camp Scholarships, and a new Senior Center as part of a proposed
affordable Senior Community.
· There can be a significant svncrgy by the MLK Corridor, Chen-y Hills, Ocean
Breeze, and Boynton Bay redevelopments and other redevelopments in the HOB
Area being executed with a coordinated shared vision.
We have assembled a creative and talented group of experienced professionals as part of
our proposed development team. Our response represents a \vin-win opportunity for the
City, CRA, Citizenry, and Auburn Development. Our goal is to revitalize OCR
neighborhood in a manner consistent with the CRA's City endorsed Heart of Boynton
Redevelopment Plan. We have demonstrated beyond reasonable doubt our professional
ability to achieve the social objectives of affordable housing and community
revitalization while meeting the financial objectives of our investors, financial
institutions, and partners.
This response is firm and irrevocable.
Res~, ~:-
?~/
Tom Hinners, on behalf of Auburn Development, LLC
1301 SW 10 Avenue, J
Delray Beach, Florida 33444
561-278-0053
State of Florida
Department of State
certify from the records of this office that AUBURN
DEVELOPMENT LLC is a limited liability company organized under
the laws of the State of Florida, filed on November 21, 2005, effective
November 18,2005.
The document number of this limited liability company ]s
L05000] 12015.
r further certi fy that said I im ited I iabil ity company has paid all fees due
this office through December 31,2006, that its most recent annual repOJ1
was filed on Tv1ay 1,2006, and its status is active.
I further certify that said limited liability company has not filed Articles
of Dissolution.
Given under my hand and the Great Seal of'
Florida, af Tallahassee, the Capital, this th'c Third
day olA ugust, 2006
") 1M.. 11, ~ b \:,
,
Secretary of State
l\utrenllCilllon /D. 700078326487-080306-LOSOOO] ] 20] 5
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Page ] of I
Certificate of Status Authentication
The IJlformatron listed below was used to create the cenlficate lor the listed authentIcation number
t\uthentlcatlOn Number
Document ?\umber
Corporate Name
State of Inc
FilIng Date
Document Status
Effective Date
1,i1st Trans Date
Las~ Trans Effective Date
L~iSt /\IiIlual Repon Date
Last AliIlual RepoI1 Year
Cross Reference Name
7000~8326487-080J06-LOSOOO] ]20]5
LOSOOO 1120] 5
AUBURN DEVELOP!'v1ENT LLC
FL
1 ]/212005
/\CTl VE
] I 18/2005
\: 1\
J\/\
05/0].2006
2006
N:\
Please retain this IIlfOnlntlon for vour records, HIt your browsers' 'Back' button to return
Ii
. ell ie :,uJihr/ UI gSCilpls certauthauth exe
8/3/2006
CERTIFICATION OF DRUG FREE WORKPLACE PROGRAM
&. .1-LC-
I certify the firm of ;fltrl,l(r4" '. ve:/~#~ responding to this
RFP maintains a drug-free workplace program, nd that the following conditions
are met.
(1) We publish a statement notifying employees that the unlawful manufacture,
distribution, dispensing, possession, or use of a controlled substance is
prohibited in the workplace; and specifying that actions will be taken against
employees for violations of such programs.
(2) We inform employees about the dangers of drug abuse in the workplace, the
company's policy of maintaining a drug-free workplace, any available drug
counseling, rehabilitation, and employee assistance programs, and the penalties
that may be imposed upon employees for drug abuse violations.
(3) We give each employee engaged in providing the commodities or contractual
services included in this RFP a copy of the statement specified in Subsection (1).
(4) In the statement specified in Subsection (1), we notify the employee that. as a
condition of working in the commodities or contractual services covered under
this RFP. they will abide by the terms of the statement; and will notify the
employer of any conviction of, or plea of guilty or nolo contendere to any violation
of Chapter 893 or any controlled substance law of the United States or any state,
for a violation occurring in the workplace no later than five (5) days after such
conviction.
(5) We impose a sanction on, or require the satisfactory participation in a drug
abuse assistance or rehabilitation program if such is available in the employee's
community, by any employee who is convicted.
(6) We make a good faith effort to continue to maintain a drug-free workplace
through implementation of this section
As the person authorized to sign the statement, I certify that this firm complies
fully with the above requirements. L
Authorized Signature:~L -~. Date r('~
Name & Title (typed) j !?PP"Y,7.5 /~,4/er...f,J Ci:::-O
Tom Hinners, CPA, JD (Chairman of Auburn Development)
Education:
· .10. (Marquette University)
· B.S. (Marquette University)
Experience - 40 Years:
· Auburn I\1anagement Inc. (Chairman) -
· Florida Affordable Housing. Inc. (Chairman and Founder)
· Continental Bank & Trust Co. (Director)
· Atlantic Ave. Gateway to Delray Corridor Development Committee
Dcvelopment Experiencc:
· 4,] 18 Housing Tax-Credit Apartments
· 333 Subsidized Single Family Homes
· 588 Condominiums
· 66 Townhouses
· 2 Retail Malls
Achinement:
· 40 years of real estate experience and has personally overseen all aspects of the
development of over 4000 multi-family rental, condo, and single-family units
within the state of Florida over the past 20 years.
· The company that he founded, Florida Affordable Housing, Inc., has been in
business since 1987 and is recognized as one of the first and foremost providers of
affordable housing in the state of Florida.
· iI/If. Hinners has lived in Delray Beach for over 20 years.
· The comrany he founded. F AHI, won 3 award from the 4 awards by the ;'\ational
Association of Home Builders for developing the "Finest Affordable Multi-
Family Community in the Counny"
Rolc in Project:
· Direct all aspects of the project and provide personal guarantees if necessary. He
will provide direction, coordination, supervision and monitor tbe performance of
all departments - including the finance and accounting department, the
construction management & operations department, human resources department,
and the marketing/leasing/sales department. He will articulate a clear vision for
organizational staff to follow. He will motivate and enable them so they
understand the part they play in achieving organizational goals. He will provide
any required training and development of staff.
Brian Hinners, RAM (President of Auburn Development)
Education:
· B.S. (University of Wisconsin)
· Commercial Real Estate Broker - Since] 984
· Licensed Mortgage Broker
Experience - 22 Years:
· Auburn Management Inc. (President)
· National Land Development Corporation (Developer)
· Developed 17 Communities
Development Experience:
· Involved in all aspects in the development of 17 communities.
Achievement:
· Over 22 years of real estate experience.
· He has been developed 17 different communities consisting of rental, condo and
single-family homes.
· He has significant experience at high levels in the disposition and acquisition of
multi-family properties.
· Mr. Brian Hinners has been a resident of Delray Beach for over 15 years.
Role in Project:
Mr. Brian Hinners will direct the construction management and operations staff. He
wi)l report to the Director Tom Hinners. In addition, he will direct the business
department of the rental community. He will provide direction. coordination,
supervision and monitor the performance of the construction management and
operations departments. He will ar1iculate a clear vision for organizational staff to
follov\'. He will motivate and enable them so they understand the part they play in
achieving organizational goals. He \vill manage the development team. He will
prepare recommendations designed to increase efficiency and revenues and lower
costs for management evaluation. He will monitor compliance of employees with
established company policies, procedures, and standards such as staffing, hiring,
training, termination, and grievance practices. He will works closely with
development, marketing, and leasing issues. He will negotiate with vendors &
contractors in order to get the best service and price He will supervise budget
preparation and control in the construction and operations department.
Eric M. ''''einer, CPM (Executive Vice President of Auburn Development)
Education:
· J\1.B.A. (University of Southern California)
· B.A. (University of California, Berkeley)
Experience - 16 years:
· Cornerstone Realty Services (President)
· CWS Capital Partners (Senior Director)
· Executive Life Insurance Company (Asset Manager)
· ARCS !\i1ortgage (Loan Originator)
Development Experience:
· Monitored performance of 55 properties
· Directed Sales of various properties valued at $] ] 0 million dollars
· Worked on Investment Committee for large developer reviev,:ing over 1 billion
dollars in investment opportunities
· 9 years of Strategic Planning Experience
· Developed annual budgets and capital request on a 750 million dollar portfolio
Achievement:
· Over 16 years of real estate experience
· He has negotiated and originated over 100 million dollars in financing.
· He has significant experience at high levels in the disposition and acquisition of
multi-family properties with total values exceeding] 00 million dollars.
· He has negotiated retail and commercial leases.
Role in Project:
Mr. Weiner will playa key role in the development and securing of the most
favorable financial structure for the development. He \vill report to Tom
Hinners, Brian Hinners, and Mary Wamser. He will assists in the coordination
of financial programs to provide funding for new or continuing operations to
maximize returns on investments and to increase productivity. His role will
involve financial review of operating statements and reviewing variances. He
will provide support and assistance relative to financing, purchasing, or
selling of property. He will work closely with financial institutions He \vill
direct stan-up purchases for sales trailers and offices. He will assist with
insurance contacts.
Cito Beguiristain (First Vice President of Auburn Development) _
Education:
· M.B.A. (Nova Southeastern University '07)
· B.S. (Nova Southeastern University)
Experience - 13 Years:
· Atlantic and Paciflc Propeny Management (Director of Management and Sales)
· Continental Construction (Vice-President)
· Related Group of Florida (Marketing Director/Propeny Manager)
Development Experience:
· He has been involved with condo development projects and has leased up over
6000 units.
· Worked with the Related Group as a troubleshooter on 32 different properties.
· Directed millions of dollars in construction services.
· Gateway to Delray Corridor Development Committee
Achievement:
· He has over 13 years of real estate experience.
· He is a resident of Delray Beach.
Role in Project:
Mr. Beguiristain \-vil] playa key role in the development operations and o\-erseeing the
sales and marketing program of this project He win repon to Brian Hinners in
construction and Tom Hinners in marketing and sales. He will provide direction,
coordination, supervision and monitor the performance of the !\1arketing, Leasing, and
Sales Department He will aniculate a clear vision for organizational staff to follow. He
will motivate and enable them so they understand the part they play in achieving
organizational goals. His role will include the development and implementation of a
marketing plan, developing collateral, securing advertisement, outreach marketing, and
oversight of sales and leasing staff. In construction operation he will develop flnanciaI
proformas, \vork \vith design professionals, match product design with customer demand,
and will monitor and inspect contractor activities.
George Fisher, CPM, RAM, CAM (Vice President of Auburn Management, Inc} _
Education:
· B.S. New York University
Experience - 55 years:
· Jerome Belson Associates, Inc. (President)
· New '{ark University (Faculty)
Achievement:
· Mr. Fisher is well respected and a leader in the real estate management industry.
· He has supervised 42 site managers for one of the largest property management
companies in New York City and speaks frequently on a national level.
Role in Project:
Mr. Fisher will playa key role IJ1 the management of the rental community and In
government/public relations.
Man Wamser, R~M, ARM (Executive Vice President of Auburn Management. Inc}-
Education:
· B.S. Accounting (University of \Visconsin, Milwaukee)
Experience - 17 years:
· Ms. Wamser has been involved in the financial rep0l1ing of Auburn Management
and partnerships owned by Florida Affordable Housing for over ten years.
Development Experience:
· Has directed the accounting in the development of over 4000 units.
· Has directed the accounting for AMI and F AHI for over] 0 years.
Role in Project:
Ms. Wamser will playa key role in management and accounting for the project. In
cooperation \vith the Director; plans, develops, establishes and executes policies and
objectives of accounting organization in accordance with board directives, corporation
charter and generally accepted accounting practices "GAAP" by performing the
following duties personally or through subordinate associates. She will assure the
business manager manages expenses properly.
I. Confers with the Director and company officials to plan business objectives, to
develop organizational policies, to coordinate functions and operations between the
accounting and operations departments, and to establish responsibilities and
procedures for attaining objectives.
2. Prepares accurate and timely financial statements.
3. /\ssists in the coordination of financial progralTIS to provide funding for ne\\' or
continuing operations to maximize returns on investments and to increase
productivity.
4. Evaluates perfonl1ance of subordinates for compliance with established policies and
objectives of the company's accounting department and contributes to attaining
objectives.
S. Oversees day to day accounting functions.
6. Reviev,s and inputs all operating budgets on an annual basis.
7 Responsible for oversight of all subordinates to ensure that all employment practices
are followed and the best possible people arc employed.
Joe DiCristina, (Construction :\lanagement/Consultant) _
Education:
· M.C.P. (University of Pennsylvania & \\'harton School of Business)
· B.S. (Arizona State University)
Experience I 5 Years:
· Cornerstone Development Group (\1anaging Director)
· Archstone/Security Capital Group (SVP Development)
Development Experience:
· Developed over] 0,000 units.
· Success in creating community assessment districts
· Successfully applied for government funding
Achievement:
\1r. DiCristina has been directly involved in the development of 10,000 units over the
past] 5 years. He has successfu11y applied for governmental funding as well as creating
community assessment districts for projects in South Florida and Texas.
Role in Project:
i'v1r. DiCristina will play a key role in consulting on construction management and
development.
Larry M. Finkelstein
Mr. Finkelstein has been immersed in the real estate Industry since his first home
renovation in 1976. Starting in Houston, Texas, he was affiliated with a company
that built, managed and syndicated over 5000 apartment units, a combination of
market rate and Government assisted,
Upon moving to Dallas, Texas in 1983 he formed Lamar Management Corporation to
develop, renovate, manage, lease and syndicate apartment buildings, office buildings
and shopping centers. He was utilized as a General Partner and substitute General
Partner for numerous real estate syndications, was appointed as Trustee for failed
syndications and served as an expert witness for the U,S, Bankruptcy Court. Mr.
Finkelstein participated in the re-development of the Oak Lawn section of downtown
Dallas and was an adVisor/consultant/workout specialist to numerous financial
institutions, private investors, CPAs, attorneys and public officials. Occasionally he
was asked to lecture and/or be a guest instructor at a local college in their real
estate program,
Since moving to Florida in 1989, he has continued his real estate career working with
Attorneys, CPAs, public officials, investors, developers, financial institutions and the
u.s. Bankruptcy Court, as well as some large and small scale development, real
estate sales and leasing, Mr, Finkelstein has additional expertise in negotiating equity
and debt funding, as well as a turn-around, workout, foreclosure and management
specialist,
In recognition of his community service and efforts in helping to develop the City of
Boynton Beach's Vision 20/20 Redevelopment Master Plan, he was appointed as
Chairman of the City of Boynton Beach's new independent CRA, He was also asked to
serve on the Board of Directors of the Greater Boynton Beach Chamber of
Commerce, was nominated as a South Palm Beach County Leader and nominated for
the Ann Barrett Award.
Currently, Mr, Finkelstein serves as president of Lamar Realty Corporation, a full
service real estate company providing comprehensive services including consulting,
site selection and planning, government approvals and entitlements, architecture,
design, development, construction, finance, brokerage and leasing in S,E. Florida and
Texas, USA,
Licenses
Licensed Florida Real Estate Broker
Community Involvement
Pine Tree Country Club Estates Board of Governors 2006
City of Boynton Beach Visioning Assembly Steering Committee 2006
City of Boynton Beach Community Redevelopment Agency, Chairman
City of Boynton Beach Planning & Development Board, Member
City of Boynton Beach Code Compliance Board, Member
City of Boynton Beach Visions 20/20 Redevelopment Master Plan Committee
City of Boynton Beach Sign & Landscape Code ReviSion Committee
Greater Boynton Beach Chamber of Commerce Board of Directors 2000 & 2001
Greater Boynton Beach Chamber of Commerce Economic Development Committee
Greater Boynton Beach Chamber of Commerce Real Estate Task Force
Boynton Ocean District Association, Founder and three-term president
Education
Richland College, Dallas, Texas - Real Estate Major
AA Real Estate School, Dallas, Texas
Gold Coast School of Real Estate, West Palm Beach, Florida
Auburn Development Relevant Experience
Real Estate
1. Development Feasibility Studies
2. Member of Corridor Development Committee
3. MAVBE Participation
4. Sale of Real Estate
5. Developer of Real Estate
6. Real Estate Redevelopment
7. Zoning Approval
8. Subdivision Approval
9. Site Preparation Work
10. Environmental Work
11. Dedicated Infrastructure
Financing Employed
1. Federal Home Loan Bank
2. LIHTC
3. SAIL
4. CDBG
5. UDAG
6. HOME
7. HOPE VI
8. County Financing Program
9. Bank Financing
10. Bond Financing
11. Tax Credit Syndicator
12. Personal Guarantees
13. Corporate Guarantees
Construction Services
]. Construction Contractor
2. Construction Manager
3. Infrastructure Construction
4. Design Services
Property Management
]. I\larketing Plans
2. Property Manager
3. Site Maintenance
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DELR/\ Y BEACH
P AL\1 BEf\CH COUi\TY
'Aubum lr~:cc
41 Buildlf;gs
256-unlL multi-family reotals plus a child care center on
38 acres - 7 Un!:S per acre
Approximate Cost of $16,000,000
Construction v. as completed in October 1990
LIHTC ft. 89-087
FAHI developed and is mvner and manager of a 256-unit, affordable housing development __
\\lth a child care center -- for Jow-to-moderate income households in Delroy Beach. The Gml
arranged all of the financing for this development, including as] ,765,000 SAIL Loan from
the Florida I-lousing Finance Agency, a $3,840,000 Urban Development Action Grant [Tom
I-fUD, a $200,000 Grant from the City of Delray Beach, and a $1,488,000 loan from the City
of Delray Beach at zero percent interest for 15 years.
Construction began on July 8, 1989, at \vruch time a formal ground-breakjng ceremony took
place Among the distinguished guests were: The Honorable Harry Johnston, t]le US.
Congressman representing the area: .lames Chaplin, Director of the Florida office of the L.S
Department of Housing and Urban Developmenl; Delray Beacr. Mayor DOcd< Campbell and
the entire Delray Beach elty Commission, CilY \1a~lager CiJld department heads.
Auburn Trace development statistics include:
Number of Units
Tvpes of Units
Current
Monthly Rents
64
140
52
One Bedroom!703 square feet
Two BedroolTl/90S square feet
Three Bedroom/ 1,190 square feet
5650
$793
$899
The ]\atlonal Association of Home Builders at their national convention in Las Vegas, on
January 24, 1992, presented FAHI with an award designating Auburn Trace as "TheIinesl
Affordable Multi-Familv COffill1Unil),--jnJhe COUJ1try Due to budget.ary rcst.raims we 110
longer provide all of the staffing, programs and amenities that we did at that time we still
provide the following:
· Gatehouse entrance to enclosed community, plus a roving guard
· 7,500 sq. ft. Child care center for up to 150 children.
· SUTYUller camp and programs all day on weekdays \vhen school is closed
· 3,000 sq. ft. community clubhouse
Computer room
Homebuyers education seminars
Crime Watch programs
CPR training
Community Pride activities
· Fully-equipped fitness center
· Tennis court
Volleyball cour1
2 Basketball courts
Central Laundromat
Car Care Center
Tot Jots/playgrounds (seven)
PlcDlc/barbecue areas (seven)
Fully-equipped, kitchens (dishwasher, disposal, frost-free refrigerator, range)
Private patio/balcony
Ceramic tile baths
· \Vall-to-waJl carpeting in all living areas
Vertical vvindow coverings
Pre-v,ired for ceiling fans, telephones and cable television in all Living areas
1\.:1\,
ORLANDO
"Ashley Place"
12 Buildings
96-unit, multi-fa:nily rentals on ] 0 acres
Approximate Cost of $4,500,000
Construction completed in January] 990-In-Sennce
LIl-lTC-I: 89-037
FAHl developed, owns and manages a 96-unit, affordable housing development in Orlando
called "/\shJey Place."
The Orange County Board, through its office of Community Development and Housing
Assistance, allocated $500,000 in CDBG funds for purchase of the land for Ashley Place.
f /\ H I was then abl e to obtain as],] 00,000 second mortgage ] oan from the S tate of FJ orida
under its new SAIL (State Apartment illcemive Loan) Program for affordable housing, with a
3% interest only payment rate. ill exchange for this assistance, FAHI is obligated to lease the
units in Ashley Place to households earning below 60% of the median income for Orange
County, adjusted for household size, at affordable rents.
nstrclcllon began on June 15, ] 989. On .'\ugust 28, a cornerstone ceremony was held at the
Sllc. Distinguished guests mcluded: flonda Governor Bob Iv1artlnez; The Chairman of lhe
Roard of the Federal Home Loan Mortgage Corporation (Freddie Mac): the Florida State
Rcpreser;tative for the area; the er,tire Orange County Commission; and Dr. Joseph Dia?,
Chairman of the Affordable Housing Study Commission for the State of Florida,
Ashley Place development statistics include
Numbp of Units
Tvpes of Lnits
48
48
Two Bedroomi} ,020 square feel
Tl1ree Bedroom!! ,143 square feet
Common Amenities
· SViimming Pool \vith Poolhouse
Basketball Court
· PIcnic/Barbecue lucas
· Tot lots
· Lush Landscaping
· Dishwasher
· Disposal
Pre-wired for fans, cable TV and telephones in all living areas
,'" '; \-;
BOYNTON BEACH
PALM BEACH COUNTY
"Boynton Bay'
17 Buildings
240 units plus a child care center on 24 acres
Approximate Cost of S; 1 5,000,000
Construction was completed in March 1992
UHTC #- 90-042
fA}-!I developed and is co-owner and manager of this affordable housing community for low
income seniors with an l8-hour child care center for l50 children in Boynton Beach. \Ve
recei\cd approval from the Florida Housing Finance Agency for a $2,655,000 SAIL second
mortgage loan, rarWl1g 1 st among the 38 applicants for the 1989 funding cycle. Our SAIL
application committed to set aside at least 40% of the uillts for senior citizens. Palm Beach
County approved a $1,000,000 third mortgage joan, utilizing CDBG funds, on terms identical
to the SAIL loan, and the City of Bo)nton Beach approved a S200,OOO grant to The Hamlet,
Ltd. Palm Beach County's Division of Senior Services has designated Boynton Bay as a
Senior Center, so that our low income senior residents are provided a fTee noon meal in our
clubhouse, free bus and van transportation for shopping, medical ViSlts and recreational trips
""d il daily activities director.
cfllllmenced constructlOn of 240 units of afTordable housing and a child care center in
Jam:ary or 1991 and completed construction in March or 1992 On December 10, 1991 \VC
had a formal grand opening ceremony, al~d among our distinguished guests and speakers
were llle Honorable Harry Johnston, the L.S. Congressman representing the area, and
numerous County and City Officials.
On February 18,1993, at its national convention ll1 Las Vegas, Nevada, the National
/\ssoclation of Home Builders presented FAIn with an award for its Boynton Bay
development, designating it as "The Finest Seniors' Affordable Multi-familv Community in
the Country".
Boyr:tC'n Bay development statistics include:
l\umber of Units
Tvpes ofCnits
Monthly Rents
Start at
56
160
24
24(J
One Bedroom/768 square feet
Two Bedroom/880 square feet
Three Bedroom!] ,066 square feet
$655
$735
S845
Amenities and Programs
24-hoUI attendant at gatehouse entrance to enclosed community
] 8-hoUI child care/elder care center
:\fter school latch-key tutoring program for elementary school students
Emergency medical call button system
Security alarm system in apartments
Free Transportation Van for low income seniors
Free noon meal for low income seniors
3,000 square foot community clubhouse
An activities director for senior programs
Arts and crafts classes, ceramics classes
Aquacize classes
Billiards table
Numerous social and educational activities
Fully-equipped fitness center
lvfedica] examination room
Adult s\vimming pool
V/hirlpool spa
rCllnis coun
Putting green
Golf pitching green
Bocci court
Shuffle Board couns
Basketball court
Jogging Trail
Central laundromat
· Car Care Center
Tot lot/playground
· Picnic/barbecue areas
L usn] andscapi ng
· Fully-equipped, all-electTic kitchens (dishwasher, disposal, frost-free refTigeralOr,
range)
Private patio,ibalcony
Ceramic tile baths
Wall-to-wall carpeting in all living areas
· Vertical window coverings
· Pre-V\rired for ceiling fans, telephones and cable television in all livIng areas
URLAt'\DO
ORA\'GE COL~TY
"fox fIollow
14 Bui:dings
1 S6 units on 1 S acres
Approximate Cost of $8,500,000
Construction completed in June 1991
LIJ-He #. 90-040
We developed, oVvl1ed and managed this 1 56-unit affordable housing community in Orange
County Orange County provided a S780,000 grant of CDBG funds to purchase tbe land for
Fox Hollow, and the Florida Housing Finance Agency approved a $2,235,000 SAIL second
mortgage loan. Fox Hollow was ranked second of the 38 applicants for SAIL funding,
behind our Boynton Bay development. \Ve commenced construction in November, 1990 and
Fox Hollow was completed in June, 1991.
fox Ho! low development statistics include
Number of Units
Tvpes ofUl1lts
78
n
T\vo Bedroom!! ,()40 square feet
Three Bedroom!], 143 square feet
Common Amenities
After school latch-key tutoring program for elementary school students
Swimming pool with poolhouse
Basketball court
· Tot lot
· Jogging trail
Picnic/barbecue areas
· Covered bicycle racks throughout the community
· Masonry wal! enclosure
· A pond and mature trees
· Fully-equipped, aJl-electric kitchens (dishwasher, disposal, frost-free refrigerator,
range)
· Ceramic tile baths
· Wall-to-wall carpeting in aJlliving areas
· Vertical window coverings
· Pre-wired for ceiling fans, telephones and cable television in all living areas
S:-\NFORD
"Rosecliff'
8 Buildings
340 units on 26 acres
3 story huildn'gs
LYHTe #. 90-041
Ln-Service
We developed, owned and managed a 340-unit two and three-bedroom community for larger
families in Sanford named Rosecliff Apartments. The Florida Housing Finance /\gency
approved a 52,106,000 SAIL second mortgage loan for Rosecliff. Rosecliff was ranked fifth
of the 38 applicants for the 1989 S,~lL funding cycle. \Ve commenced construction in
September, 1990, completed construction in May, 199] and reached stabilized occupancy in
December, 199]. In December of 199] we were awarded a ] 5-year first mortgage permanent
loan at 8.5% interest by the Federal Home Loan Bank under its Affordable Housing Loan
Progrcc:m
Rosec~]ff development statistics include'
i\umber of Units
]72
168
Tvpes of Units
Two Bedroom/900 square feet
Three Bedroomll ,081 square feet
Cormr.oll Amenities
Swimming Pool with Poolhouse
· Basketbal] court
Tot lot
Jogging trail
· Picnic!J3arbecue areas
· Fully-equipped, all-electric kitchens (dishwasher, disposal, frost-free refrigerator,
range)
· Ceramic tile baths
· \Vall-to-wall carpeting in all living areas
· Vertica] window coverings
· Pre-wired for celling fans, telephones and cable television in all living areas
\~, I 1./
NAPLES
COLLIER COL'NTY
"April Circle"
120 units on 9.4 acres
LIHTC #; 9]-0]7
In Ser\'lce
'V/e received approval from the Florida Housing Finance Agency for as] ,760,000 SAIl.
second mortgage loan, requiring a set-aside of at least 40% of the units for senior citizens.
Collier County waived impact fees of $385,000 and granted us a density bonus increasing the
maximum density from 7 units per acre to 12.84 wlits per acre. In December of 1992, the
Federal Home Loan Bank, through its Affordable Housing Loan Program awarded April
Clrcle a first mortgage penn anent loan for ] 5 years at 8.5% interest. We then sold the
development to another affordable housing developer who completed the construction before
the end of ] 993 and re-named it Windsong Apartments.
ADrii Circle development statistics include
:'<umncr of Units
-------.-.-------
Tvnes of Units
----.,..l..~__,.______~.__
-,,,
J~
One Bedroomli05 square feet
Two Bedroom'955 square feet
Three Bedroom/1 ,] 10 square feet
64
24
Common Amenities
· Swimming pool
Heated \vhirlpooJ spa
2,000 square foot recreation building
· Shuftleboard court
Tot Lot/Playground
Lush landscaping
Fully-equipped, kitchens (dishwasher, disposal, frost-free refrigerator, range)
Ceran1ic tile baths
Washer and dryer hookup in each unit
· Wall-to-waJl carpeting in all living areas
Vertical window coverings
Pre-wired for ceiling fans, telephones and cabie television in all living areas
, . i
CASSELBERR Y
"Casselheny Woods"
304 units on 4 7 acres
LIHTC # 91 -021
In Service
\\e 'v\ere retained by Fountainhead Corporation to develop a 304 unit affordable housing
development in Casselberry. We received approval from the Florida Housing Finance
Agency for a S2,SOO,000 S/\lL second mortgage loan, and construction has been completed.
The Casselberry Woods statistics include:
Number of Units
Types of Units
64
120
120
One Bedroom!700 square feet
Two Bedroom/920 square feet
Three Bedroom/] , 1 SO square feet
Comn'on Amenities:
3,000 sq. ft. community clubhouse
· Fully-equipped fitness center
Adult swimming pool
Tot sWlmming pool
Tennis court
Basketball court
2. Volleyball courts
Jogging Trail
Central Laundromat
Car Care Center
Tot lots/playgrounds
Picnic/barbecue areas
Lush landscaping
Fully-equipped, all-electric kitchens (dishwasher, disposal, frost-free refrigerator,
range)
Private palio/balcony
· Ceramic tile baths
Wall-to-wall carpeting in all living areas
Vertical window coverings
Pre-wired for ceiling fans, telephones and cable television in all living areas
Lakes v\-lth fountains
'L
DELRA Y BEACH
PALM BEACH COlJNTY
"Groves of Delray'
11 Buildings
164 unit multi-family development on j 3 acres
LIHTC~. 94L-007
In Service
The Groves of Delray is an affordable housing community for ]OV'; income seniors. We bave
received a $1,502,000 SA1L loan at 3% interest as well as tax credits from the Florida
Housirg Finance Agency, and have received a $400,000 4% ioan,and a 579,000 3% loan
from Palm Beach County. We have also received [rom Palm Beach County a waiver of
impact fees Palm Beach County's Division of Senior Services approved The Groves as a
Senior Center, thereby entitling our residents to a free evening meal, free bus and van
transportation and an activities director provided by the County.
In ] 99(i the National Association of Heme Builders designated the Groves of Delray as the
3'(1 best "\ffordable Multi-Family Community for Seniors in the Country".
The Grovcs of Delray statistics include
NumberofUnits
Des of Units
Current
t\10nth]vB~nts
86
72
6
One Bedroom/643 square feet
Two Bedroom/889 square feet
Three Bedroomll.400 square feet
S675
S780
$1 ,400/l ,SOO
Amenities and Programs
Security gate at gatehouse entrance to this enclosed communit)" manned by off-
duty police officers from 8:00 PM to 2'00 AJ\1
Resident off duty police oftlcers, 'y\'ith marked patro] cars, patrol community
periodically dming the day,
Emergency medical call button system
Security alarm system in apartments
free transportation van for low income seniors
Free evening mea] for low income seniors
5,683 square foot community clubhouse
An activities director for senior programs
Arts and craft classes, ceramlCS classes
Aquacize classes
Billiards table
Numerous social and educational activities
fully equipped fitness ccmcr
Medical examination room
-: 1
· Heated adult s\vimrning pool
\V1mlpool spa
· Washer and dryer hook-ups i;1 each apartment plus a cenira] laundrom8t
PicniC/barbecue areas
· Fully equipped kjtchens (dishwasher, disposal, frost-free refrigerator, range)
Private patio/balcony
Ceramic tile balhs
· Wall-la-wall carpeting in all living areas
· Vertical window coverings
· Pre-wired for ceiling fans, telephones and cable te!evislon in all living areas
OR \JDO
OR/\NCiE COUNTY
"Citrus Glen'
272 apartment tWilS on 35 acres
LIHTC ri: 93-013
\Ve developed Citrus Glen Apartments at Americana Boulevard and Texas Avenue. We
received a $500,000 land grant and a waiver of balf of our impact fees from Orange County,
and as 1,670,000 SAIL loan plus tax credits from the Flonda Housing Finance Agency. We
closed on all financing and commenced construction of tbis community on December 28,
1993. Citrus Glen has 136 two-bedroom apartments with] ,028 square feet and 136 three-
bedroom apartments Vvith ],] 40 square feet.
Common amenities include:
3,000 square foot off;ce/clubhouse building
After school latchkey tutoring prob'Tam
SVv1mming pool
· Basketball court
Four tot lots/playgrounds
Lake with a fountain
· Covered bicycle racks throughout the community
· Picnicfbarbecue areas
· Jogging trail
Masonry wall enclosure
· Washer/dryer hook-ups in each unit
· Fully equipped, all electric kitchens with dishwasher, disposal, range and fTost-
free refrigerator
· Ceramic tile baths
· Wall-to-wall carpeting in all living areas
· Vertical window coverings
· Pre-wired for ceiling fans, telephones and cable television in all living areas
i5
ORLr\NDO
O~AJ\GE COL-:\TY
"Club Goldenrod"
220 apartment units on 15 acres
UHTC # 93-014
Club Goldenrod Apartments is a nO-unit family corr;rnunity on Goldenrod Road in Orlando.
We received tax credits and \vere approved for a SAIL loan in the amount of $1 ,950,000 from
the F]o~ida Housing Finance Agency. In addition, Orange County granted Club Goldenrod a
waiver of impact fees. We then sold our interests to another affordable housing developer.
Club Goldenrod has 110 tvyo-bedroom/two-bath apartments w'ith 1,028 square feet and] ] 0
three-bedroom/tvvo-bath apartments with], 1 40 square feet.
Common amenities include:
A clubhouse
Adult sw'immlng pool
Tot swimming pool
Basketball coun
V olleybal1 court
· Compmer room
· Tot lots/playgrounds
Library
· A billiards table
· Fully equipped kitchen with dishwasher, disposaL range and refrigerator
Washer and dryer hookups in each apartment
Private patio/balcony
· A lake with a fountain
Fitness room
· Bicycle racks located between each building
· After school latchkey tutoring program
Picnic/barbecue area
Wall-to-wall carpeting in all living areas
· Window treatments
, .~
'"
!\1JAMl
DADE COLl\TY
"\Valden Pond"
3] 2 apartment uni~s for senior citizens and an Adult Day
Care Center on 18 acres
UHTC #: 9SL-OJ 2
We entered into a local partnership agreement with the 1\orth i\1iami Foundation for Senior
Citizens' Se:vices, Inc. to develop Walde;] Pond, a 3] 2 unit apartment community for senior
citizens in North Miami. We were approved for a 3% SAIL Loan in the amount of
$3,740,000, and Tax Credits from the Florida housing Finance Agency, $1,047,000 chrough
the Dade County Hurricane Andrew Trust Fund Housing and Community Development
Progra:n and $644,000 in Dade County impact fee 'vvaivers. 80% of the units are for
households below 60 % of median income, and 20% are for households belo\\- 40% median
ll1comc
In 19()7, the National Association of Home Builders designated Walden Pond as the second
best "Affordable Multi-Family Community for Seniors in the Country".
\Valden Pond development statistics include:
:t::u mJJSL_Qf Un i t ~
Types of Units
Cunent
\10nthly Rents
40% / 60% below
rr~dian income
48
216
48
One Bedroomf70S square feet
Two Bedroom/9SS square feet
Three Bedroom!1, 110 square feet
$363 / $S66
$441 / $684
$S13/$794
Amenitles and Programs:
· 3,500 square foot Adult Day Care Center operated by the Catholic Diocese
· 24- hour attendant at gatehouse entrance to enclosed community
9,] 00 square foot C1ubhouse/OfflccL3undry Building WiLh full kitchen
Fully-equipped fitness center
· Billiards table
Heated swimming pool
· Heated \vhirJpool spa
· Chauffeured minibus, 2 vans and a station wagon on site rroviding free
transportation
· Shuffleboard couns
· Purting green
· Horseshoe court
.
Car care center
Lake \vith a fountain
\Vasher and dryer in each apani.Jcnt
Emergency medical call button system
Fully equipped, all electric kitchens including dishwasher, cisposal, ti'ost-free
refrigerator and range
Cathedral Ceilings
Ceramic tile baths
\Vall-to-wal] carpeting in all living areas
Vertical window coverings
Jfurricane shutters on all doors and wl!1dows
Pre-wired for ceiling fans, telephones and cable television in all living areas
Outreach and needs assessment
Chore service
Community education
Companionship/Respite care
Consumer education & protection
CO'Jnseling - bereavement, CnslS intervention, family/marital etc.
Crime prevention
Disaster preparedness
Escort/transportation services
lv1eaJ services
Nutrition education
Shopping assistance
Telephone reassurance
.
.
.
.
.
.
.
.
.
.
.
.
.
- s
ORLANDO
OR/\NGE COei\TY
"Silver Pines"
30 Buildings
240-unic multi-family rentals on ] 7 acres
Ln..nC {I 94S-007
FAl-!J developed, owned and managed Silver Pmes r\pm1ments, a multi-family comJ1lUnit)
on Golf Club Parbvay in Orlando. V'ie were approved for a $2,420,000 low interest loan
through the Florida Housing Finance Agency's State Apartment Incentive Loan Program
(SAIL), 5730,390 in Impact Fee \Vaivers from Orange County and Low Income Housmg Tax
Credits Silver Pines Apartments is loca~cd adjacent to our Silver Pines affordable single
family home community. This arrangement affords low and moderate income families
aspiring to home o\.vl1ership the unique opportunity to lease an apartment home in basically
the same community as their future single family home.
Silver Pines development statistics includc
;\ lLIJlQ ~.LQJ Un its
Tvpes of UnjJS
]20
120
2BR/2BA --] ,028 square feet
3 BRJ2BA -~ 1,140 square feet
i\mcnities and Programs:
3,000 square foot clubhouse
AJter-scho01 latchkey tutoring program
Computer room
Library
Fitness room
Billiards table
Sv./lmming pool
Basketball coun
Volleyball court
Bicycle racks
Tot lots/playgrounds
\\'asher/dryer hook-ups In each apartment
- i 0
ORLANDO
ORANGE COUNTY
"Oak Harbor"
22 Buildings
1 76-unit, multJ-family rentals on 1].8 acres
LIHTC # 94S-Q12
F/-\Hl developed, oVvTIed and managed Oak Harbor Apartments, a 176-unit multi-family
rental community in Orlando. We \verc approved for a SAIL loan in the amount of
$] ,835,000 and impact fee waivers from Orange County totaling $536,726. as well as Low
Income Housing Tax Credits. This family community consists of 88 two-bedroom/two bath
a;Jartment homes and 88 three-bedroom/tvvo bath apartment homes.
Oak RJdge development statistics include
Number of Units
Tvpes of Units
88
88
2BRJ2BA -- 1 .028 square feet
3 BR/2BA --1,140 square feet
AmenjtJes and Programs:
2,700 square foot clubhouse
Swimming pool
Large lake
· Basketball court
Volleyball court
Tot Jots/playgrounds
Afler school latchkey tutonng program
Swnmer camp program
Active Tenants' Association
· t\thJetlc & Cheerleading teams
Crime Watch Program
Adult Education
CUTLER RIDGE
DADE COUNTY
"Cabana Club'
2 high-rise buildings
332 units on ] 2 acres
Approximate cost of 3)] ] ,000,000
LIHTC'# 94-DRHR-O 13
Cahana Club Apartments, which was devastated by HUlTicane Andrew in August] 992, is an
affordable housing community for lov..-income seniors. We received through the FlorIda
Housing Finance Agency both a S I ,545,000 HO\fE loan and Tax Credits Cor renovation.
Cabana Club development statistics include:
Number of Units
Tvpes of Urrits
'l
L
Efficiencies/54] square feet
One Bedroom/64J square feet
Two-BedrooITIi741 square feet
295
35
Commor:. amenities include
Adult day care
24 hour attendant at gatehouse entrance
Huge walk-in closets
· Florida's largest swimming pool
A \\'ard winning landscaping
Private balconies
· Pass-thru serving bars
Berber carpeting
Spectacular pool views
V'/e!lness/Fitness programs
Bingo/Bridge/arts & crafts
Vertical Vvindow coverings
Refrigerator & range
Laundry room on each nom
Outreach and needs assessment
Community education
Consumer education
· Cnme prevention
· Meal service
Nutrition education
· Shopping assistance
- ~ !
HILLS BOROUGH
COlJNTY
"Bayou Crossings"
290 units OD 25 acres
LIHTC #: 94S-031
\Ve received approval from tl-Je Florida Housing Finance Agency for a 52,500,000 SAIL
second mortgage loan. HilJsborough COL..nty agreed to waive impact fees in the amount of
$468,000 and provided S91,000 for Infrastructure improvements in addition, we arranged
for a $700,000, 2% interest only loan with a 20 )ear tcnn through Hillsborough County We
thell sold the development to another affordable housing developer
N1..unber of Units
bes of UJ~
]45
145
Two Bedroom/920 square feet
Three Bedroom/l1 00 square feet
CCJJ-:lmoll amenities include.
Community center
SWim.'Tling pool
Basketball courts
Tennis courts
Tot lots/playground
Picnic areas
Bike paths
Day care center
Lush landscaping
Fully-equipped kitchens (dishwasher, disposal, frost-free refrigerator, range)
Ceramic tile baths
· Washer and dryer hookup in each unit
Wall-la-wall carpeting in all living areas
Vertical window coverings
Pre-wired for ceiling fans, telephones and cable television in all living areas
,s, ~():'2n!l, -
FT. LA L DER.DALE
HROWARD COUNTY
Ci ty\ icwlov'llholl1t's
60 TO'v',mholllcs
rAHI was selected by the Cll)' of Ft. Lauderdale to develop 60 townhomes on the edge of its
downtovm area for lovv to moderate income households. The City of Ft. Lauderdale
cOlltn buted the land as \ve]] as $460,000 to'v\.ards the infrastrJcture, and are also waIving the
Impact fees. We also arranged for HOME funcJjng from the Florida Housing Finance Agency
rind addltional subsidy from the City for our homebuyers AI] of the townhomes have now
been sold.
Number of Homes
Types of Homes
C;;ales Price
46
J4
3BR/2BA - ] ,350 SF
2BR/2BA - ] ,200 SF
$89,000
$82,000
Common amenities include:
Swimming Pool
Tennis Court
1,200 Square Foot Clubhouse
· Electronic Security Gate
\Valk-Ill closets
Vaulted ceilings
Washe;/dryer
, . 2"
ORL/'.~DO
ORANGE COl~TY
'Silver Pines"
80 single family homes on 1! acres
FAHI was retained by Housing and .'\1eighborhood Development Services, Inc. to develop
Silver Pines, a single family community of 235 homes, v.,rith a first phase of 80 homes,
adjace1t lO our Silver Pines apartment community \Ve received a 3% construction loan in
the amount of $400,000 and a $706,480 fourth mortgage loan at 0% interest, both from the
F10nda Housing Finance Agency, a S520,000 gTam from the Federal Home Loan Bank and
approximately $280,000 through OrGU1ge County's Dovm Payment Assistance Program, as
wel 1 as 522] ,000 in impact fee waivers from the County. These funds were used to reduce
the purchase price of the homes by an average of $26,594 per house, making them affordable
to households earning between 40% and 80% of the area's median income.
.'\1umber of Homes
Tvpes of Homes
Cost to Build
Price to I10mebuver
42
38
lBR/2BA - ] ,200 SF
3BR/2BA - 1,600 SF
S71,450
S87,650
$45,853
$77,05 ]
Common amenities include:
3,000 square fOOL clubhouse
SWlmming pool
Tennis court
Basketball court
· Tot 10UpJaygrounds
Af1er school latchkey tutoring FI.JgralT1, including computer training
· SUITUTIercruups
Adult education
Boy Scouts and Girl Scouts
Crime Watch program
\~i"; L.J
PL YMOL']'!!
OR./\~GE COUNTY
"Las AlamcuaS
44 sing:e rami I; homes
FAI-II, in conjunction with HANDS, devcloped this much needed single family communlty
for farmworkers in Orange County. We were successful in our application for a $264,000
grant from the Federal Home Loan Bank, and received $154,000 from Orange County
through thelr DOVvl1 Payment Assistance Program. We also received a S70,000 grant for
infrastructure from Orange County, as \vell as a waiver of impact fees We received a HOJ\1E
0% non - amortizing loan in the amount of S533, 196 to further reduce the purchase price of
these homes by an average of 525,000 per house, for families with income betvveen 40%) and
Soolc] of the area median.
:'\umher of Homes
Types of Homes
Cost to Build
Price to I-Iomebuver
23
2]
3BR/2BA - j ,200 SF
3BIV2BA - i ,600 SF
$70,550
586,750
$44,500
565,500
Common amenities include
Basketball court
Tot lot/playgrounds
!'\,fter school latchkey tutoring program, including computer traming
Summer camps
Adult jjteracy and GE.D. progTams
Educational coullseling and assistar;ce through the "I Have a Dream Foundation"
Boy Scouts and Girl Scouts
Crime Watch program
BOYNTO\i BEACH "Ravensv,ooJ
PAL!\1I3E.ACH COUNTY 35 single family homes
fAHl obtained approval for a $352,000, 0% interest HO!\1E loan from the Florida Housing
Finance Agency to be used as a second mortgage for homeO\vners and a S252,000 grant from
Palm Beach County. This subsidy, in conjunction with relaxed cnderwTiting requirements
from the first mortgage lender, reduced the purchase price of these homes so as to make them
affordable for households earning benveen 40% and 80(% of the County's median income.
Number of tIomes
IYJ2~ of Homes
Cost to Build
Price to Homebuver
1 ]
24
3BR/2BA - 1,250 SF
3BR/2BA - 1,600 SF
S76,335
586,4:;5
$46.335
S72,435
Common amenities include:
Tot lovplaygrounds
Picnic area with barbecues
fitness trail
Bike path
I-Iomeowl1ers' Association
, <
USClJ)Li\ COUNTY
Cross Crc;ek
] 00 sing]e [3m:l" hCHncs
FAHI deveioped Cross Creek, a ] 00 single famlly home community built in tv,o phases. \Ve
recClved approval from thc Florida Housing Finance Agency for a 0% interest HOME Loan
]11 the amount of S495,000: a grant ire the amOUGt of $425,000 fTom the Federal Home Loan
Bank of Atlanta through its Affordable Housing Program; and S125,000 in forgiveable
second mortgage financing for homebuyers for the 50 home first phase of Cross Creek. By
combining this subsidy, F AHl reduced the purchase price of these homes by approximately
36r~'i, for households earning below 50% of median income, and approximately] 9% for those
households earl1lng behveen 50% and 80% of median. We were approved for an FHLBB
grant i1 the amount of$475,000 for Phase ll's 50 homes.
'\ urn ber of I-lomes
Tvpes of Homes
Cost 19__Build
Price to Hornebuyer
50
50
3BR/2B/\ - 1,200 SF
2BR/2BA - ] .60U SF
$74.280
$89,840
$47,780
S72J40
Common amenitIes include'
· 3,000 square foot clubhouse
Community swimming pool
After school latchkey tutoring program
Computer training
Boy Scouts and Girl SCOllts
Children's camp programs during Summer and On all weekdays \vhen schools are
closed
Educational Counseling and assistance through the "I Have a Dream Foundation"
Adult LIteracy and GED progni!ns
· Crime V-latch and Project Safety Net and Therapeutic Child Care Emergency
Reljef Services
~ l.
ORLANDO
ORANCjE COLNTY
Parkvic\^ Homes
74 single famj]v homes
FAH! was retained by Demetree Construction, Inc. to develop thc Parkviev,: subdivision in
Orlando, Florida. We \vere approved for HOt\lE loans, at 0% interest, in the total amount of
S6] 4,200 through the Florida Housing Finance Agency; forgivable third mOI1gage loans from
thc City of Orlando in the amOLmt of S259,000; and a waiver of impact fees from the City of
Orlando totaling $332,704
)JUJT]ber of Homes
37
37
Common amenities include
Front porch
Back patio
Garage
Walk-in closets
Vaulted ceilings
\V asher/ dryer
n
Tvpes of Homes
3BR/2BA - I, ] 00 SF
4BRJ2BA. - L200 SF
Cost to Build
$67,080
$70,680
Price to Homebuyer
$54,284
$57,884
Table of eontents
Approach and l\1ethodologv
I. Narrative of Approach and l\1ethodology
A. Narrative
1.
2.
3.
4.
S.
6.
7.
8.
9.
10.
11
]2.
II. Illustration
A. Site Plans
Design Principles Summary
Social Objectives Summary
Value Creation & Fiscal Efficiency Summary
Management Strategies
Process of Effective Project Coordination
Proposed Solutions to Potential Problems
Approach to Post Katrina Issues
Property Acquisition Strategy
Synergies with other Activities Promoted by the City and
Neighborhood Investments
:-';eighborhood Serving BusinessiMLK Corridor
Stakeholder Engagement Process (Public Input)
Proposed uses within the Redevelopment Project
1. Site Plan]
B. Elevations
I. MLK Corridor
Narrative of Awroach and Methodology
Auburn Development's Proposed Desi2n Principles for
the HOB Redevelopment
· \Ve will develop a diversity of housing choices for a mix of incomes
with a strong base of affordable units - create a place \vhere residents
can progress through stages of life without leaving the neighborhood,
· \Ve will develop neighborhood-oriented businesses that furnish
residents with products and services for everyday life.
· \Ve have proposed to build upon traditional models of town
development and "Flori bean" architecture to enhance neighborhood
character and create a sense of place, The designs will be integrated
into the community through the use of local architectural tradition,
building scale, grouping of buildings, and design elements.
· We have proposed to provide pavers to calm automobile traffic and
provide pedestrian connections throughout the neighborhood, \Ve will
also provide appropriate enhancements of the natural environment.
· \Ve have proposed a complete picture of how the neighborhood can be
redeveloped in its entirety and we have included distinct components
that can be moved and reknitted together as the community desires.
· \Ve will create possible synergies with existing and planned local
investments by the City and local stakeholders,
· We will work \\'ith the CRA to employ the successful design concepts
derived from the HOB I\1aster Plan,
· We will work closely with the CRA, City, and the community Il1
developing a final site plan and design,
Redevelopment Social Objectives
· To work with the eRA in developing the maximum workforce rental,
for-sale, and mixed income housing,
· To work with the CRA in implementing the HOB Master Plan and
revitalize the area by providing safe, decent, and quality affordable
housing where it might otherwise be unavailable. To create a
development that will act as a catalyst to promote further investment
in the area,
· To work as an integral partner with the community in meeting its
social objectives in the redevelopment. \Ve \vill offer seminars on
subjects like the homeownership process, housing in non-impacted
areas, credit repair, budgeting, and home maintenance, \Ve will also
commit resources to the "I have a Dream Scholarship Foundation"
and local non-profits to form Summer Camp Scholarships for children
in the area, We will also sponsor Adult Education/Training Classes.
\Ve will also develop a Senior Center as part of a new Affordable
Senior Community,
· \Ve will promote homeownership opportunities for low and moderate-
income persons, persons with disabilities, the elderly, minorities, and
families where English may be a second language. We will offer
104% financing to families in the area to help with down payments,
· \Ve will assist the CRA in meeting the severe housing shortage in the
City of Boynton Beach that is safe, qual ity, and affordable to the
everyday working families and citizens of the City,
· \Vc will pursue a partnership with the Palm Beach County Housing
Authority that honors their pledge to the disadvantaged looking for
attainable housing in new and creative ways,
· We will help low & moderate income families take advantage of
down payment assistance programs made avajlable by local and State
government.
· We will provide significant participation by M/\VBE and Section 3
enterprises.
Value ereation & Broader eonsiderations
The Auburn Development, LLC Proposal recognizes the core strengths and
assets identified in the HOB Neighborhood Redevelopment Plan that will
move the HOB neighborhoods towards stability and stimulate private sector
investment in the area, Our plan recognizes the opportunity to create a
positive synergy and take advantage of current development opportunities
centered around the Federal Highvvay Area. Our RFP proposal creates
synergy as a result of our proposed development of the MLK Corridor,
Cherry Hills, Ocean Breeze, and Boynton Bay in conjunction with projects
being currently conducted and planned in the CR,t\ District and HOB Area
by the private sector, City, and CRA. This synergy allO\:vs for the
opportunity to, along with other activities being promoted by the City and
neighborhood investments, create a collaborative shared design scheme in
the HOB Area. We feel it is a design scheme that creates a vision of a
beautiful, well connected community vvith a \vide range of housing options
to meet the needs of current residents, while attracting new young
professionals, fami lies and seniors to settle in the area, The plan also
addresses the need for new and improved neighborhood serving businesses,
pubjjc spaces, and services to address the daily needs of community
residents and individuals that V\:ork or play in the area,
Our proposal takes into consideration and was guided by the parameters
listed by the HOB Master Redevelopment Plan, The design principles
presented in the HOB Plan were developed from stakeholder feedback.
Auburn Development, LLC took special care to make certain our proposed
redevelopment plan is consistent \vith community priorities, and serves the
needs of existing residents and community stakeholders as stated in the HOB
Master Plan, \Ve will hold meetings with the local community to discuss our
plans throughout the design process.
In order to capture the vision set forth by the City, CRA, and the other
stakeholder/participants in the planning process, Auburn Development, LLC
will in conjunction with the proposed redevelopments of Cherry Hills,
Ocean Breeze, and Boynton Bay. This approach will be large enough in
scale to act as a catalyst towards revitalization. In addition, this approach
better resembles the HOB Master Plan.
In temlS of fiscal efficiency, several tangible outcomes can provide good
benchmarks for measuring the plans ultimate effectiveness. Improving the
housing stock in the area can be identified as a priority objective. Replacing,
upgrading and enhancing substandard structures are expected to increase the
value of residential and commercial property and as a result, increase the
property tax base, The increased tax revenues and community wealth can be
used to provide resources to fund public service improvements and leverage
other public and private reinvestment in the area. \Ve strongly assert that
our proposal for the redevelopment of the MLK Corridor in conjunction 'vvith
current and planned HOB Area projects \vill both reduce the threat made by
the looming specter of blight and decay and substantially increase the value
of residential and commercial property, The result is increasing private
investment in the area and increasing tax revenues that can be used for
c...
public improvements in the City of Boynton Beach,
Mana2ement Strate2ies
Our core management strategy is to view the redevelopment of the J\lLK
COITidor as part of a neighborhood revitalization strategy. \Ve recognize the
challenges of the area today and we have the creativity to envision the
future, The objective of our management strategy is to both redevelop MLK
Corridor in a responsible professional manner and maximize the availability
of 100v-income, mixed-income, safe, decent, and sanitary housing. As your
neighbor, we understand the history of the HOB Area and the tvlLK
Corridor, the present, and the opportunity for the future,
Additional Specific Strategies
· Financial risk can be managed by being a good developer. \Ve will
seek non-recourse financing, cash flow forbearance subordinate loans,
grants and fee waivers from the County, State, Federal government.
\Ve will work to secure various sources of government equity.
· \Ve will select a strong, highly competent, experienced general
contractor at the best feasible cost. \Ve will oversee the contractor all
day-everyday to keep the project on time and on schedule.
· Vie will put provisions in the contract that \vill allow for the
contractor to incur a penalty for falling behind schedule and incentives
to complete segments and the entire project on time, In addition, the
contract will contain provisions for removing and replacing the
contractor in the unlikely event the contractor defaults.
· \Ve will develop a detailed Marketing Plan. This plan will target a
mixed income audience. \Ve will specifically market to teachers,
pol ice officers, nurses, fire fighters and city staff.
Process of Effective Project Coordination
Effective project coordination is the result of planning, organizing, leading,
and the controlling of resources to achieve the goals of the project
effectively and efficiently.
Planning
We \vill identify goals and the appropriate courses of action to achieve the
goals, \Ve \vill decide on what goals to pursue. We will on a course of action
to attain those goals, \Ve will decide how to allocate organizational
resources to achieve the goals. The elements of project planning are _
I. Define project objectives
2. Identify activities
3, Establish precedence relationships
4. :tv1ake time estimates
5. Determine completion times
6. Compare project schedule
objectives,
7, Determine resources needed
to meet objectives,
Organizing
\Ve \\'ill establish task and relationships that will allow us to achieve our
goals.
Leading
\Ve wi] I motivate employees and others to work together to achieve our
stated goals.
Controlling
\Ve will establish and provide accurate measuring and monitoring systems
that will be used to evaluate our progress towards our goals.
AQproach to Post KatrinaIWilma Issues
The demand for construction supplies has a potential to continue to rise.
Therefore, we have built into our proforma a contingency of 5% to
accommodate for any possible post-Katrina related construction cost
increases. We will also address the Katrina related pricing concerns by
moving quickly, signing contracts as early as possible, and requesting fast
tracking and a specific contact person at City Hall to expedite the permit and
approval process, \Ve place a high priority on moving this development
along as quickly as possible to get ahead of as much Katrina construction as
possible,
Utilizing a large, financially strong contractor will help in keeping these
costs down and obtaining and stockpiling materials. They have direct links
to materia! suppl iers for volume buying and storing. Value engineering is
more important than ever, at as early a stage as possible. We will instruct our
architects and contractors to explore alternative materials - composites,
plastics, synthetics and recyclables - but not at the cost of reduced quality.
\Ve would explore a design-build delivery strategy to allow early scope
definition and locking in of the major subcontracting team, As a result, the
bui IdeI' and subcontractors can procure materials and major components
faster than with other delivery approaches,
Synergies with other Activities Promoted bv the eity
and Neighborhood Investments
The Auburn Development, LLC. Plan recognizes the core strengths and
assets identified in the HOB Neighborhood Redevelopment Plan that will
move the HOB neighborhood towards stability and stimulate private sector
investment in the area. Our plan recognizes the oppOliunity to create a
positive synergy and take advantage of current development opportunities
centered around the Federal Highway. The HOB Plan recognizes "Cherry
Hil Is" as the single largest impediment to the revitalization of the Heart of
Boynton area. The area is a major center of crime and the design is poor.
The general image is that of a "hood" \vhich permeates the entire area" and
the former Boynton Terrace as the second most significant impediment. Our
RFP proposal creates synergy as a result of our proposed redevelopment of
the MLK Corridor, Cherry Hills, Ocean Breeze (Boynton Terrace), and
Boynton Bay with a shared vision in conjunction with projects being
currently conducted and planned in the HOB Area by the eRA, City, and
private investors, This synergy allows for the opp0l1unity to, along \vith
other activities being promoted by the City and neighborhood investments,
create a collaborative shared design scheme in the HOB Area. \Ve feel it is a
design scheme that meets the social objectives and value creation desired by
the City, CRA, CRA and Stakeholders, Our vision is of a beautiful, well
connected community with a \\ide range of housing options to meet the
needs of current residents, while attracting new young professionals,
families and seniors to settle in the area. The plan also addresses the need for
new and improved neighborhood serving businesses, public spaces, and
services to address the daily needs of community residents and individuals
that work or play in the area.
Our proposal takes into consideration and was guided by the parameters
listed by HOB Neighborhood Plan. Our plan takes into consideration and
was guided by the Urban Design Concepts presented by the Strategic
Planning Group, Inc in the HOB Plan that were developed from stakeholder
feedback. Auburn Development, LLC took special care to make certain our
proposed redevelopment plan is consistent with community priorities, and
serves the needs of existing residents and community stakeholders,
Nei2;hborhood Servin2; Business
Our mixed use product \vill provide neighborhood-oriented businesses
that furnish residents with products and services for everyday life, In
addition to a daycare facility, we propose retail that may include retail
such as a neighborhood grocer, drycleaner, beauty salon, and restaurants.
\Ve will also have office space, \Ve propose providing opportunities for
entrepreneurs in the area in the retai I and office space.
MLK eorridor Streetscape Plan
\Ve also propose to work \vith the CRA, the City and Palm Beach County to
significantly improve the streetscape of the :\1LK Corridor, We recognize
the MLK Corridor as the "Gatevvay" to the HOB Area, This will be the
primary corridor to link Seacrest Blvd, and Federal HvvJ. This is a critical
link that \vill help expand the success that has occurred East of Federal to the
\Vest. The IvfLK Corridor Redevelopment, in conjunction with other planned
developments like Cherry Hills and Ocean Breeze, will bring the renaissance
Boynton Beach has seen East of Federal \Vest. The I\:1LK Corridor will
create the "Link" needed for there to be a synergy between the CRA Areas,
This comprehensive neighborhood approach will be the foundation of
neighborhood stability and provide wide ranging positive impacts including
a mix of neighborhood serving uses and housing for diverse incomes, a
pedestrian friendly environment, interconnectivity to schools, parks and
transportation options.
\Ve propose to contract Heller \Veaver & Shermeta Engineering to assist
with our proposed plans for the I\:1LK Streetscape. Their firm worked on the
Atlantic Avenue Corridor in Delray Beach and the Delray Beach Tennis
Center. Our combined experience \vil] no doubt enhance the I\:1LK
Corridor's redevelopment. This \vill provide the Link that will bring the
revitalization that has occurred East of Federal \Vest to the HOB Area,
"As your neighbor, we feel strongly that we understand the significant
opportunity presented in the revitalization of the HOB Area."
Stakeholder En2a2ement and the Public Input Process
Obtaining "Public Input" is critical to revitalizing the area in a manner that is renective of the
community's values. We are committed to the stakeholder engagement process. We will
identify key groups and leaders. \Ve will hold several workshops that include residents,
government officials, faith leaders, business owners, property o\vners, local non-profits,
homeowner associations, financial institutions, realtors, and contractors.
We will identify key leaders to form a committee that will be involved throughout the design
process of the development. \V~ will seek guidance from the CR./\. and the City on a routine
basis. We will recognize the desires and eff0l1s made evident in the HOB Master Plan by the
community and local stakeholders.
The \vorkshops will be the mechanism for the community to ensure that the ultimate site design
will respect the desires of the community. We firmly believe that any successful effort to
revitalize the community must respect the social, cultural, and historical values presented in the
HOB Area. The citizenry and local leaders are unquestionably the best qualified group for
identifying those values.
!]:Qposed uses 'within the Redevelopment
· :YILK Corridor - 20 to 30 Units Per Acre (Average 24 Units Per Acre)
· Market Rate, 20% Workforce Housing, and Low-Income Senior Apts.
· A minimum of 2 parking spaces per unit
· 2 to 3 story Residential Buildings
· A maximum of 2 stories adjacent to Single Family Homes
· J\eighborhood Serving Retail on the MLK Corridor
· Cultural Opportunities on the MLK Corridor
· Pedestrian Walkways with Public Purpose Spaces
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SCHEDULE B
MLK Corridor Redevelopment. Avearge 24 Units Per Acre
Detailed Cost
August c. 2006
Avg sf TOTAl
REVENUE '....;rI15 Per Ijnl! b! Sel!lnQ P.'I~
.
3 S:ory TND iow...,llauses 128 1,:JC' $225 337 5JO $ "3.2JJ JOO
2 Slory Tr-..,'D ;owr/,Duses 144 , .~:JO $ 225 315,000 $ 45360 DOC
3 Slory GarCen Sty!e Units 408 12C $ 21 0 235 200 $ 95961,60C
CCil:lOS over Retail Flats 144 1.C50 $ 225 235 ;: 50 $ 34.D20 CDC
Less COiT1rn~sslons 40% $ (8741664)
Net UnJ\ Sales 824 $ 209799.926
LAND AND DEVELOPMENT
hard
Land Purchase Price @ $25,000 per Unit {Includes eRA & City Land) $ 20.600000 I
Orher !
TOT AL LAND AND DEVE L OPMENT $ 28 GOO COO
CONSTRUCTION COSTS
..,ard
Oemo1illor: $400 000
S,re Work $ 8,240000
Ciubho""se MOdel, a~;d FF&E $ 800 DOC
GRO COilSl.'uCtIQC1 CDS! $ 90 $ 5564' 60G
3 TNO Construcllon Cosl $lJO $ 19,20D COO
2 TND Conslructlcn COSI $ 'JO $ ?C1 16C 000
Conde l="lats ove.' Relall $14C $ 21 16800C)
Conslrucllon Mailagerr,8":1 $ " 4C,QOC
Relacallor' j:u",d i $ 360 000
Gene'al L:abl' ry $ 2,00::1
C.onllngency 5% ::1' f.1arc Ccst ~~5C' 000
SubtCi8i $ '3296'.60C
Soft
Accc;.....nllng 824 $ 74 CO $ 62.976
Appraisal i .'v1arkel Si'.Jd!es 824 $ 74 00 $ 6G.97E
A~:::hllest DeSign 824 $ 900 DC $ 741.60':'
Archlte:::l SJpervI5;o" 524 $ 9300 $ 76632
Impac: .. ees 824 $ 3 Gt. 7 57 $ 3005.598
Inspectlor Fees 82. $ 333 8C $ 274392
E'lgll"eer'ng 824 $ 70C CO $ 576 BGO
EnvlrO'lmerilal Re;::.o1s 824 $ 1900 $ . 5656
lns"-!:ance (Bldrs Rlskj 824 $ 42500 $ 350 200
Developer Fee 824 $ 7 680 000
Legal fees. la'ld use/zoning 82< $ 18500 1 , 52 440
Legal - Condo Docs 824 $ 18500 $ IS2,44C
Legal - Lender 824 $ 27880 1 229072
Lega' - Lc.an Orlglna!lor: 324 $ 2'03700 $ 1.678488
Lega, . Loan ClOSings 624 $ 27800 $ 229072 I
HQA Assoc;ation DefiCit Fundln,;) 824 $ 2 DE 000
'Warranty Reserves 824 $500 $ 4 ~ 2 -JOO i
Mar~e!lng .. t...1odel l F F E 824 $ 50C 000 I
Mise Consultants 824 $278 I $ 229.072
Other Municipal Fees 824 $ SSE 00 $ 458 144
Permit fees 82. $ 407 00 I: 335 368
PrOP8r1y 'Taxes 824 40C DOC
SOil Tes: Repor1s 82< $ 2C 000
SurveIl 824 $ 14800 $ '12;,952
VVorkforce Housmg Admin 824 $'00 $ ,
Ulrilty' Connecllons 824 $ 2B0262 $ 2 3C9, 3:) 7
Sofl COSI Ccnlir"lgenc,' tJ2.:l 5% I $ 600 000
Subtotal I $ 20.8'6235
I
TOT AL CONSTRUCTIO," COST $ 153837835
CONSTRUCTION INTEREST
CeJnstruC1IO,' Loan 60% $ 525D JOO
TOTAL PROJECT COSTIINVESTMHH $ 179,687.835
NET PROFIT $210 $225 per fool sales $ 30.112,101
Utilization of Section 3 and Minority and
Women Business Enterprises
\Ve will actively recruit HOB residents into employment opportunities. We
will work closely with the City, CRA and Local Churches in determining a
variety of methods to effectively ensure that HOB residents are made aware
of the opportunities to secure employment in the redevelopment. We \viIl
host a job fair that will include all the contractor, sub-contractors, suppliers,
and other vendors involved in the redevelopment. \Ve will also invite
various other entities to join us in the Job Fair at no cost. \Ve will advertise
the Job Fair in Palm Beach Post. We \viII also distribute flyers and send
direct marketing materials, \Ve will provide food and drinks. In addition, we
will provide the facility and the staff needed to successfully host the Job
Fair. We will assist public housing residents in preparing resumes and
completing applications, In addition, \ve will promote job-training classes to
help build valuable job skills.
~uisition/Financin2 Strategy
Our finance strategy for the acquisition and redevelopment of the MLK
Corridor consists of employing a combination of private and public
resources, \Ve propose submitting applications for subsidy and grants from
various County, State, and Federal programs, including a TIF for public
purpose improvements. Auburn Development has a long record of success in
acquiring various sources of public equity. The combination of public and
private financing sources can allow for a mixed income development that is
lower density, high quality, and affordable.
Our acquisition strategy will start with meeting the various property owners,
We recognize that each property owner has individual goals and desires,
\Iany residents have I ived and/or conducted business in the I\1LK area for
many years. We recognize the desire of many of the property owners to
remain involved and a part of the community. \Ve also recognize their desire
to be a part of the revitalization effort, Therefore, we will present a variety
of options to the property owners, The options we \vill present will include
the option that we purchase their property, the option of replacement lots in
the HOB area, and/or the option to have space in the new commercial being
developed,
\Ve also understand that some may refuse all options. Vie will \vork hard to
understand their concerns and address their needs. However, the citizenry,
City, and CRA have all indicated their desire for the implementation of the
HOB I\'laster Plan in the rvlLK Corridor. In addition, the City recently
attempted to acquire a variety of property through eminent domain, In the
case where acquisition is not possible, \ve would request the use of eminent
domain for public purposes.
Condominium and Townhouse Market and Workforce Units:
The financing for the construction of condominium & townhouse units will
be achieved through a conventional construction loan, Any expenses
incurred prior to the loan closing will be funded by Auburn Development.
\Ve have successfully financed large dev'elopments in the past. In addition,
we have provided a Bank as a reference that can be contacted to verify our
ability to finance the re-development. Partners of Auburn Development are
prepared to provide personal guarantees to complete the project and fund
any deficits.
Tax Credit and \Vorkforce Rental Housing:
The construction of the rental project will be financed through tax credit
equity and/or state issued tax-exempt bonds,
'y,/e have included letters from lenders. Our experience in building over
4,000 tax credit units over the past 15 years gives them credibility with large
syndicators such as Related Capital, Boston Financial, and \Vachovia as well
as Florida Housing Finance Corporation.
C\VHIP Funding
\Ve \vill apply for CWHIP funding for the MLK Corridor. The Community
Workforce Housing Innovation Program was established by the Florida
Legislature, The Legislature found and declared "that recent rapid increases
in the median purchase price of a home and the cost of rental housing have
far outstripped the increases in median income in the state". There wiJl be
ten - $5,000,000 grants awarded by the Florida Housing Finance
Corporation.
Tax Increment Financing - TIF Bond
A TIF Bond will be used for public improvements purposes,
// --~=-_.-==~
cz)F1Q~
"'1 n =rn:io--dI.'{J7 br.7:k /r.;~ rTT"Tf?"'C.,''lQry p(rcy:'r
3,20J6
Vlliagc: Squae, LLC
Ann Thomas HI:'l1lerS
: 30] S W JOlb Ave, Bldg. J
Delray Beach, Florida 33444
RE: ORION BA1VK, a FlorUln Banking Corporatinn, proposed COTlsTruction revolver loan to Village
Square, LLe rmdJor assigns ("Borrower") in rhe amount not to exaed $22,000,000.00 (tire
"Proposed Loan 'J.
Dear \tr HJfmers'
Orion 13a!~.k ("Rank") has reviewed the inil:al loan request and is ;:;Ieased to present you With L~e following
Dutli':C of:er:ns related to the abOYe~Teferer1ced iJarsaction. ThiS lener contains a proposed financing stl'Jcture
aJong wllh proposed loan terms and IS sc:bJecl [0 final approval by Bank's Loan Comminee.
1. Terms o(the Proposed Loan:
A f\mounr Proposed Loan amoUnt shall not exceed twenty~t\vo miilion and NO!] 00 dollars
($22,000,00000), which shall be set up 2S a COnsInJctlon revolver BOrTO\ver shall work
wlth Bank to determIne the rhaslng of he proposed Improvement prior to the submission
of the loan appllU1LJOn fOr flTi21 approval by Bank
B Interesl Rate. S)~a]l be floaLng daily based on the Waii Street JOLUT,al Pnme plus Lhree-
quaner percent (0.75%)
C TellTJ Proposed Loan wil] nature and be fully due and payable in twenty (24) months.
D B~~ymen1 interest only payments made morthly from an mteres! reserve to be
established from loan proceeds Alllu1paid ;Jrinc!pal plus accrued but unpaid lnterest will
be: d'Je on the maturityda;e
E fees Origination fee shall be eLJual to o:le~half percem (050%) of L"e Proposed Loan
3mounl
ORJON BA/yll
Page}
F, Secun!:Y Proposed Loan will be secJred by a first mongiige IleG iL1d a first I!en secunty
interest l:l favor of the Bark on :he following descnbed rea! proiler1y, and aJI
lmprovcments, assignment of JC2.SCS and personal property (tengib!e iL1d mtacgible)
thereoT': or with respect U,ere:o (the "Property")'
-f-!- ] 8 acres located at 770 SW 12Terrace, Delray Beach, Florida
?CN 12-43-46-20-01-019-0020
PCN 12-43-46-20-S5-D02-0000
PCN 12-43-46-20-56-007-0000
G Loan Purpose The purpose of Proposed Loan is to prOVide COl1structJon finanCing for the
development of 274 reSidential unJ1S at Carver Estates
H Guar3DtOr1s): AllY indIviduaJ or elltity vvith equal to or greater than ten percer.t (l0.00%)
Q\,vnership Interest in the BorrO\ver shall uncondltjonaJiy guarantee the loan. All
guarantees shall be joint aTld several In addition, the following lDdividuais and entities
:,ha I: g'JrUaIlIee tJlC Loan
Thomas Hinners
Auburn !V1anagement, lnc.
Florida Affordable HOUSing, L1C. ("F AlIT')
I~bur~ment of Loan Proceeds fhe Loan pruceeds shall be aJlocated, d:sbursed and
utilized for the construction of the propeny in accorciance With (j final construction budget
and 3 draw schedule to be m\ltually agreed upon prior to clost'
2. Construction of Improvements: The :J:lprovernents to be constllJctt'd by Borrower shall be constructed 1Il
iiccordance WIth final pians and speCifications approved by BarJ.; and the applicable goverT1Jllenral authorities.
Construction of the lfnprovements, as same progrecses shaJJ be inspected by an arcbitect, engmeer or otber
Inspector s31lSfaclory to Bank, at Borrower's expense. CODstr'JctJOn shall commence on or before sIXty (60)
jays after the date of closing All Improvements shalJ be completed on or before the maturity date of the
Proposed Loan.
Borrower shail submit to Bank, not Icter than thiny (30) days prior [0 commencemenT of construction, a
complete set of fmal working plans and speci!lcations, signed and sealed by tIle reqUIred architects and
engineers Not later than thirty (30) days prior to commencement OfcoTlStTlJction, Borrower shall provide Bank
WJth complete construction cost breakdov.TI and construction schedule, togetber with Coples oftbe contract
With 8 l1censed general contractor and aJl major subcontTaclS. These contJacts are subject TO Bank: approvaJ.
3. Title Insurance: Title Ulsurance, at Borrower's soie co,t and expense, will be ordered by Bank's counsel
ilnd..vi!1 be provlded a hUe insurer acceptable to the Bank, Said t:tle lJ1Su:mlce shall be In an amount nOI
ie~s then Lhe luau amount, lTlsunng the Brink'S lieD on the rnongilged p!opert) as a valid lien of a pTlority
reqUired by a commilment lener, subject only to sllch excepbons as approved at tbe reasor;able discretioo of the
Bank
ORlON BA/Y7I
Page 2
.1\ commitment for such insurance, accompanied by copies of al' documents noted or listed a5 requirements or
exceptiofJs, mlCst be sublTlJtted to the B,mk 8t least three (3) days pno: to clOSing BOLl the cOlTJmitrnent and
the policy must be on the latest revisIon of an Al T A loan policy fOllTl.
4. Insurance: Borrower shall furnish to Bank
A. LiabiJity insurance in an amount satlSfac10ry to the Bank, nood lnsurance and fire and
extended coverage insurarJce with each policy coDtalnmg mortgagee loss payable clauses
salisfactory to Bank and an agreement 10 notify Bank in WTillng at lea5t thlI1)' (30) deys pnor
10 any c2.nce]]atJon or reduction in coverage of such POllCY, covermg such hazards, in such
amounts, L1 such fom" and issued by such company as she)) have beeD approved by Bank.
TIle origmaJ of the Ilood, Ere and extcndec] coverage policies shall be delJvered to Bank at the
time of t~e closing of a loan
B, A ce:1jfjcate from an imUfiwce Compimy satisfactory to Bank indicating that Borrower
and Borrower's generaJ conlTactor are covered by public liability and workmen's
compeosatlOn lJJsurance to the satisfaction of Bank
C. A bullder's nsk insurance policy in compliance with tbe requirements of subparagraph
4(a); ill such Ca5e, the fire and exteDdeci coverage rnsurance shal] not be required until the
Improvements are completed and the flood iI:surance policy shall not be requrred until the
roof and the walls are bUJf1, or such earlier llme as required by applicable laws and
regu latiC::Js
All policies shEil reflect the Bank's interest therein as "loss payee" as folJows:
ORION BA.J"-I'K, rSAOAJA TL'\1A P.O. Box 413040 Naples, FL 34101-3040
5. Surv~: Bank wlll be furnished three (3) onglJlals ofa current ALT!\ survey ofllle Property, prepared,
sealed, a:ld certified to Orion Bank, i~s successors and/or assigns and lhe Title Company by a duly regis1ered
iimd surveyor or engineer, which survey vvill f'CllcCllhe coneCl legal descriptlOn of the Prop crt) , will show the
jocaf'on and perimeter bouocia:-ies of the Property. wl!1 disclose access, elevario:ls, all lJIJprovemenrs,
encroachments, easements and rights of-way, and will reLect IlO cODditlons unsatisfactory to Bank, its counsel
or the TllIe Company
6. Appraisal: Loan approvaJ shall be subJecl to the compJetJOn of appraisal by a Bank approved appraiser,
which reiJects an "a5 is" land value no less than ten million and NO!l 00 dollars ($10,000,000.00). In addition,
appraiser shall also provide a bulk sale discount value or-the "as complele" improvements The finaJ approved
loan amount sbaj] not exceed seventy percent (7000%) oftbis vaJue. Borrower sbRl! responsible for the entire
cost of the appraJsal fee, and said fee sbal] he colJecred by Banl< PrlOf to appraiser being engagec on behalf of
Bank
7, Loan Documents.' Bronk's cDunse] will prepare th Tlc'Ccssary documci1lat:on in order to comply with ,ill the
terms and conditions of the finaJ loan com:nltment and to comply witb applicable law. All docLUnenlatJOn
musl be satlsfactory 10 Bank LegaJ cosrs WJU be home by Borrower, Documentation wJ!] include, but not be
ORION BA:.,X
f'ar:e j
l:rT,ileci 10, the foiloWl.ig II1s1ruments 10 i'e C\.~.l'cJ ,]t CiGS1Ilg Prc'111JSSCiI'j Note, J\1orlgage and S'XLJrJt)
i\greemcnt., LCC-j FmElllclng Statemer;ts, Cu:latera: ASSIg11nlCr.l Kents a'ld Leases, ConstruC1ion 1...01\0"1
Agreement, Guaranties, Borrower's Affidavit and ~ndernnjty (re Hazardous or Toxic Materials), and
Borrower's /u6davft (re: no I:ens, possesslon, gap, ttc). Bad reserves the right to require additional
documentation at its discretion
8. Othrr Requlremenls: Prior to u-Je subrmss:orl cf u:e Proposed Loan to Bank '5 Loan Comminee fDr
aDfHcval, proposed loan shall be subject to the j~JI]owlng reCUlreme:lts
.A Loao-to-Cost ("~TC") at any l1me dJr:'lg the teem of:oClJ' shal, not exceed eIghty percellt
(8000%)
B Borrower equity contriburiOl1 shaj] be a DllnllTJUrn ofr;;er:y perceliT (20 All equity
shaU be supplied prior to closi~g in Cln ma.nner and form acceptable to BaIlk in iIS sole
discretion
C Borrower [0 prcvice evidence silLJsfdCIOr\ to B?Jlk, rh2t Borrc".ver has obtamed a HUD
commitment for a minimum oftwer,!v milllO:J and NalDO dO:.aJS (S20,OOO,OOO 00) m
accordance with HOPE VI appl1caton
D Borrower shaJ] submit to Bank prior to submiSSion of loan appiicaljo:J, a proposed
phaslf:g ofal] constructiOn irnprovements III a manner and fom acceptable 10 Bank ill iLS
sole and absolute discretion
E Bank must bave receipt ana sat
project fundmg
revlC\\' of corcJomlTlJilm documents ?rlor to any
F 8ofJower to submJt to Bank fi:TJa~ sile approval, detoiled COlistTuction bucJbct., draw
scbedule, plans a'ld specificatIons Bank shell ~equire, prior to c]OSll1g, a plan and cost
review to be performed 3n acccprabie consulting/engIneering f:.rm :J Borrovver's
expense AI] architect and englJleering 2giecrnell1S ohal' be (0 BanK prior 10 lean
closmg
G Borrower shall supply satisfaclO,y ev:cJence that ali applicable permjnmg, zoDmg,
CCiSemenl, rights, and requ~ernenls are :11 p12ce for 274 reSldCI111al units, in 2ccorda;lce
Wlth tbe prelimmary site plan
H Borrower 10 submit to Bank for review of the operiiring agreements Df Lile Borrower,
Guarantor( s), as Ii ecessery, ared Clnv iHoposeLJ J Olllt V entll res
Contractor must he aoprcved Bark Jl1tJs: have a constr'JctJcn agreerner:t
Jnc]udmg a fixed price cootract, v,hlch must be assignable ard saLJsfac!ory to B.1r:k
SuffiCient and satisfactory ul1cOndltllJflal fJi1y:i;enl &:
reqUired
bond rqured shall be
ORlON BIltv71
Poge 4
K D~ior to month Iy disDl:rsemer:ts A ~r.; IJiSpector from an acceplabie engl:)ee:--~ng firm
must verify the draw rUjuested: montlJ!y title updates will be requLred renccring a uen-
free status
L. Any draws are to be subm;t1ed on i"el!-\ docurnent for::n G702 and G'03
M. Prior TO submission to Bank's Loan Cmnminee, an apiJraisaJ of the subject property shall
be completed in accordance WJLh Sectlon 6 herelf,
N 1\ Phase] eovilcTmenral as,,;essment ,haJI be completed on the property pr10r to the
sUbmlSSJOn of the Proposed Lean \() BaGk 's Loan COmmit1ee Ll accord,mce ,>>,'!th Secllon
j 8 herem
o Release prices must be eqillll to the greater of; (i ) 92% of the gross saJes proceees, (iJ.)
] 00% of the net proceeds, or (n.: ) ] 33C;;0 of the allocated loan amount 1\et proceeds shall
be defined as gross sales price less seiler contract costs, doc stamps, recording costs, title
costs and premlW1J, reasonable attorney fees and reasonable and customary broker
commlSSions,
P Pre-sales - MmlITLllll of seveuty percen: (7000%) prior to fundtng Oil any ;:;hase Pre-
sales sbalJ be evidenced by all execl'ted purchase and sale contracts witb a :nlnimwn hard
deposl1 equal to tv:enty perceDl (20 O(P!)) of the gross sales price with no rescIssion
period remaining or :n accordance with }nJD and/or Delray Beach Housmg Authority
requirernems Any multiple unit huyers shall be treC1ted as a sLlgie \Jnlt Ilnie:;s otherJVise
~greed by Bank
Q Purcbase and ssic: contT.1cb shal] be bCla fide thIrd pert}, aITlis-Ier:g,h tranSiictlons.
Except as speclficai]:, idenhfied here:.:;), mult.iple sales ~ha1l be conSidered as orle
:~, All purchaser escrow accounts and operatmg accounts as.soclated with u:e pro:cct shall be
held with BaIL!.:.
') \lo:nh]y sales reporling IS to he rrov Ided
the bon ower
T The Barl.k sha!J be allowed tc display slgnagc and promotional malerial on site v.hile a
10311 baJance refTiilim outstanding
,j Such ollier maners may be regulled
Bank.
9, Artorn('y's Opinion: At c:osmg, RorrcJ\ver's cDunsel shall ~eilver aCl Optni(:l addressed to Bank In fOITI"
scope and substance satisfactory to Bank, cor,Cernl!1g all aspects of the Loan inc:\Jdmg, but not J;mited to, the
Olle i1uUwnzation, legality, vaJidity, and bmdirig effect of all relllllfed loan oomments, the legality of any
proposed u-nprovement a::ld L~at the Loan does not violate any applicable iaw
ORlON BANK
Page 5
10. Costs and Expenses; Borrower will pay ail CJSLs and expenses Jncu:Ted IJl connection with the
prepan:n.iOrJ for and tbe c]osmg of the Proposed Loan, whether the Proposed Loan is closed or DO~ including,
without limitation, appraisal fees, Inspection fees, surveys, legal fees, inUmgible taxes, documentary stBmp
tRexes, all recording costs, all]icense aTid per:-nn :ees, and aJi rille LJlsurance and ot1:er inSurance premiums.
]], RestrictWn on Chanf!e of Ownership and Further Encumbrances So long as any pan of the Proposed
Loan IS oLtstanding, the Property ,vlll rer:lam free ar:d clear of all otller encumbrances, lieos, mortgages,
security mterests and secondary finanCing, and Borrower \vJi] not ~except for panjaJ releases of uni1s, as
othervnse provided herein), 'Nithout t'le pnor wnGen consent of Bank, se1l, transfer, encumber or convey all or
any pan of its mtereS1 in the Property or any portJOIJ thereof Additiona!ly, 3;lY change ill Llje preseot stock
~)w[]ership of the borrowing corporatJOD or change lrJ partner::;h:p structure or other breach of:.be foregoLng
prOVISlons wj]] constitute a defacit under the nate and mortgage, or ifpnor to closmg, will constiMe grouDds
for termmalmg a commitment
12. Representations of Borrower. The Proposed Loan lS subject to L~e accuracy of alJ infomlation,
representations and materials submitted with or in SUppor1 oftbe application for the loan or the issuance of a
final loan commiunent. In the event of inaccuracy or matena] changes in the information, representations and
mateflals slJbmitted to Bank or m the fmancla] conc];tion of Borrower or any guarantor, Bank will, in its sole
and RbsJlute discretion, have the rigJJt to terTIinale the final loan commitment and all of Bank's obliga1ions
hcreunder and in so doing, Bank w1l1 have no lJabllJty whatsoever to BOfTOWeJ", guarantors or any third party,
13. NonassiJ<nability: Neither fir.aJ ioan cornmmnent nor aDY of the proceeds of the Proposed Loan shall be
ils',lgTJabie by Borrower, and any anempt to make such assignmenT wllJ be void
14. Time: "Lme;s of the essence with respect to all dates rL1d periccs oftJme set forth In tllis document, as
such, Borrower submission ofrequlJed dccuments as outlined herem and as may' be additionaJly required, shall
DCCur no leter than thiTty (30) days oftbe date of this documert
15. Terminarwn of Final Loan CommitmeTlJ.: Upon :JJe OCcurreLCl: of any of the following events Ban),
may, at :ts option, terminate a final commitment Without fullher n:)tice or obligation aJ)d without any liability
\vbatsoever to Borrower, e;uaramors or any third pany.
A If aJl applicable condltJODs cODtamcd berem bave Dot been met to tfJe reasonable
satisfacDon ofBa.nk or the Loan has Dot been closed wlthm thirty (30) days from the Jss-uance
of a final loan commltrnent
B ]Jpon Borrov,er makIng a general asslgTuTJenl for the benefit ofcrdr:ors, or if there JS filed
or against Borrower a petitioD in bankrup:cy, or fer the appolDtmenl of a receiver, or if
there commences under any ballKruptcy or LnsoJvency law Droceedmgs for Borrower's relief or
tne compoSJtion., extensJon, arrangercent, cdJustmel11 of any oflls obligaTloflS, or if Borrower's
busmess]s dIScontinued as 3 going concern, or if there is a suspenSJon of business, or default
on any other obligation Borrower may have (0 Bank, or ill case oftbe issuance of an)' W1iITIiI1t
or attachment against any ofBorrcv,:er's property or the takirJg ofp:Jssesslon afar assumption
ORION BAJVK
PagE 6
of contTo] of 211 or uny subst[J'ltlai pari of the property of Berro\.ver's businesses by any
govemmenta] agency
C. LJpOD any material adverse cbange 1!J tr:e finaJlclal cODdition of Bcrrowe; or upeD the
default by BOTTOWr:;r of any materia] obligatiorl of Borrower to any third pan)'
D. If any legal or administrative aCllon, suit 0T proceeding will be JDstiruted or threatened
against the Borrower or any judgment is entered or tel>: lien is filed against the Borrower.
I ne occurrence of any of tile even,s descnbed In subparilgTclphs (3) to (d) above to any person named as a
gua:-antor of the Loan will also give B2nk the Tlgbt, at its option, to terminate il Enal ioan commitment without
tcJrtner nOllce or ebLJgahoD, and without 2JlY ,iablJitj whatsoever to Borrower, gua:-antcrs or any third party
16. Financial Statements: U necessary, pncr to submission of tbe Proposed Loan 10 Bank's Loan
Committee, Borrower and each Guarantor will provide Ba.'1k true, accurate and complete CllrreDt fm,wcial
statements and fmaDciaJ reports in form and content ccceptabie to Bank and wi]] thefe?~fter provide same to
Bank from time to time as requested by Bank. It shal] be a condition precedent to Bank's obligation to issue a
final loan commitment that there be no material adverse change in the fiD3nClaJ condition of Borrower cfaIlY
guarantor Over the term oftne loan, the Borrower wJi] provide the Bank quarterly fmaJJcial statements, an
rmnuaJ tax retum, and an annual budget The guaral1tors will proVide an annual perso:lal financial statement
and tax returns
J 7, Broker's Fee: The Bank will not be obligated to pay any fee, charge or commission lD connection With
the Proposed Loan, and Ronewer agrees by the acceptance hereof to ,ndemndy and hold Bank hanllless fTOf]]
.1nv ar~rl al] Clalf11S, JnC]Ucil;lg, but not necess;'lrily Jirnlred to hrokerage claIms arising out of or In connection
w.T1-1 th IS transaction,
18. Hazardous Waste: lfrequlred, prior to sUbmJSSiOD of the loan appJiCdtloTl for approval, BOiTower
w1l1 8t Borrower's expense, provide the Bank a repon cerGfjed by an l'DV1TClnmental engineer, acceptable to the
Bank, eVldencU1g tllat thell' are no hazardous \vaste or materiaJs. a.s defined by federal, sL3te or local :aw, of an v
klJld stored, kept, disposed upon or oVlerwise affecting the Property or any portion U-Jereo[ h1 tlle event said
feponmdicales there are any such hazardous wastes or materials, Bank may, mits sole and abSOlute discretion,
either (J) r<:quLTe as a condition to closing that aJl appropriate corrective action be taken, or (ii) cancel and
terrmnate any loan commiTment, either course of action witbout further 'iabjliry or obligation to Bank
Borrower expressly represents to Bank that the Property and the improvements thereon have not in the past
been used, are not presentJy being used, and wlll not ill Lle future be lJsed for the barldlmg, storage,
transportation, or disposal of hazardous or toxic materials Borrower agrees, to iJldemnify, defend, and hoJd
hannless from and against any loss to Bil11k, including, WIL'JOlJt limitation, atlomeys' fees, lIlcurred by Bank as
a fCSU I t of such past, present or fuhlre use, hand I rng, storage, transportation, or d LSposaJ of hazc.rdous or tox ic
maTeriaJs, the foregoing mdemndica:lon 2-]ld otf1er prOVlS]OrrS oft;1]5 paragra;Jh \'vJi] surVive ~ej:'aymenr of the
lJla:l
19. f700d Insurance 1'V'otU:e:(TOBE DETER/l1JNEDj
ORJON BANK
Pr.xe 7
20. Compliance: Bank's obligations under any projJosed Joan Brt subject tD t'le reqlljrc~cnts of the
supervisory authorities reguiatlng Be.nk, ald e.ll applicable federai ald state Jaws aDd reg1J:ations, includi.ng
wltbout limitation tJ.'1ose related to lendillg limits lfthe terms of Proposed LOaD or tbe obugatioDs ofBaDk
hereunder corrfljct with a.n) applicable law or regtl]c.Don, such law or regulation will control over and supersede
2\.ny sucb conflicting term or obligation Bonowe; agrees lhEt Ba.lk wi]] have no JiabiJicy whatsoever to
Borrower, guarantors or aDY third party, ll1clu::hng alJY intended or i.ncidental beneficiary hereof, as a result of
any such conDict, and Borrower and guarantors \\111 indemr:fy and exculpate Bank from a;J liabilities, costs
3Jld attorneys' fees resulting from any such conf];ct
21, InSfruc:tWns to Borrower: Upon acceptance ofprJposed terms contalDed herein by Borrower, Ba.fL1.z shall
"ubmlt ]O?JJ apphcahon for finaJ loan approval to Bank's Loan Committee. Upo~ 2pprovai, if granted, Bnk
"hail is"ue a \.'iTitten loan commitment
22. EntireAf[reement: ll1is document contains 311 outline o[terms for Ule Proposed Loan trel\veen Borrower
and Bank aod is subject 10 fUlEll loan approval by Bank's Loan Committee llpon receipt of the outstanding
items det3Jled herein, the undersJgned shall s'Jbmit the loan req'Jest package for fmal loan approvaJ. This
document should not be construed by Borrower as a loan corwTlitment.
25. Accounts: The Borrower wili maintain thelr pnmary depc'sit aCCOUnTS, :nclucJillg operariJlg and escrow
accounts, with the Bank for the duration of any Proposed Loan
26, Sir!.ns, ETC: Borrower Rgrees that Bank n.<1Y (elt reasonable Borrowers' expe:lse) p]<1ce signs on the
Property and any proposed !mprovements during t}le construction period
Very tru;y yours,
;;~o~~~
LJ
;vllc h ae i L d.n go Jf
Vlce PreSIdent
ORION BAJ\'l{
Page 8
~.c:C :!
F~9!2
fJ/J ~jfth_!hird Bank
----"-..----.-- ------_._----------~-------------~~---~--
:-.Jo\ember J 5,2005
~\1r Tho!1lZlS !-l:rL,,:ers
\1r BrlClil Hlr.ners
'^',Ub'Jl" iv1anHgemer:t Company
: 3D 1 SW 1 Oth Avenue, Blllldmg J
Dc-If,\\, Beach, FL 3:\444
?e Auburn Trace and the Redevelopment orCan'er [,13fes
Dcnf Tom anci Snan'
Jr '.V:JS greZlt meetll1g with you last week T:1a:tK 'IOU for the informa!J" concerning the
il~)OVC; referenced trmlsactlon. I have rev:ewed the majority 0: the f'ln3:lCI3]S and the e3S]1
r v.ould be dellgi;ted to provlcJe Y011 a fir:tUlclDg ~ropoS(j] for tither Vlliage dt the
P:!I II G, V Illt;lge Square GIven ou:. S] OS b:ll:or: b3l:JncC' sheet, I would also enteri3.1r:
[Jf0lJosi11s eJn tc.th proJeccs
FOr the VdLJge Square p:oJect we wou](~ structure 1r,e 10CiJl. as fo:iows
Bor:O-"fl
Aubw" DeveJu~111'2r;1. :
LJa:~ /-\iYJOunt'
Up 10 S43000,OOO Ad\1ncmg ACljlJlSltJon 211d DevC'lop,'l1cnT
P~.; ip\) se
To combine two parcels of lad In Delrey BCtlCIL FL [Ot::llI:;g
approximately 28 acres upon which the bOlTower \vlii develop a
560 u.;lll reSidential COlTdYlJ!1lty, 8,7()O sf retilll builcill1g. i 7.5 sf
o Ilj cc, (1 nd V[)n [)ll s am e;i] ties
j e r7l~
3 6 lT1 0 n th s
!::':::I';S[ EClte
LIBOR + 250-275 b~)s, c:dJJstc:d e';erv 30 C3
Fn.,
\,."
SOc;/G of The LO?j[] Amovll
F ~.:;)u ynj '~1~ ~
Interest only mO:lthly from reServe. PellodlC prmclpJI V))Tl;eJ][5
from Linlt sales f\.1111ImU'lJ release r rJces the gre3tcr of 9 of
gross sales prIce or 13 of the allocated cost per \..lnll
4400 PG.!I. BOJicvBrJ, SUite! 00 . P31'J1 OC3cn GJrd~s. FL. 334] 0
(56') 355-83 I; O;re\:!" (561) 35)833 hC;;;:li'ie
:~'(~i'~: 3 / :~! ~,-~ ~J : - 3-; ,3
Pr~-SaJe
Reqllirements
No less than 40% of each building before aDVanCl:1g funds for
constructIon of that D1.Jlldmg. We would also requ ire an aggregate
dragnet-type requirement tllat \vould ensure you a~e not carrYlrig
too many vacant or UJlso1d unIts in completed buIldings
Co!h!er{l]
T11e land 3:ld b~ll]Cl:lgS to he dev:::lopcd mto the project known ;)s
Village Sq~.arc Hi Dc,ra) Bench. FL
G l; :!'Cln tors:
Thomas Hmners
FlorJda A:Tordable HOUSIng, be
Aubum i\la:Jagemen:" me.
I CCrlrJ1nly value our long eIghT-year h:story and $20 mlillon of:ransactl()j' volume 13m
cO'lfident we can prOVIde 3 tl1c;tually beneficIal strllCfLlrt:: that accommodates yow P~oJcct
",031s
:\5 you Jeww from our conversations, we are vel) Jrlieresttd 1:1 cstabllshlDg a relJtl0:lship
'.'/;UliOur various comparlles and we appreciate the OPpo["tljl1iry to Old on thiS bcsmess
Pins::: call me to dISCLlS$ !nore specific tlmlclg :ssues ana so tb;:lt ','.Ie mil y rind ~
CO:l\.(.'r::c'!1t time to meet
rds.
.---
---
<:'
..-----------
KamplDe
V:ce President and Team Leader
Commercial Real Estate
4AOO P(~.t\ Sl'\l1 Su,':e ] O.J ~ ??l:nl 8edC~1 GJ~de'lS) FL JJ:~ ~ (!
(56 ~) 35S~S:; ; Dlrf'",-'l ~ (';-;6]) 3,>;S-S33 7 F2CS mi:t~
CAPMARII<
JL' 27,2'D.:,i6
'/11 a: ~elray L TO
; 301 S',!^,,' - Avenue BUilding J
Ce!ra~,/ Bi=a=ri~L 33<144
Attl T0~' Hlr,r,ers
Re \/lllage at Oelray
Dei ray Beach. Florida
Dear r"/:r r--:lr:riers
\Ve have reviewec the Informatl::;n YOJ submitted on tre referenced cr'JllifarTllly Project (the 'Pro:ect)
Baseo ",;:l0' n-Is I,formation, we are p'eased IJ Ir,'JrrT you that Capmark Finance Inc (Capmark) has
apvoved a construction iDan ("ConstrJctlon Lca scJbJect to the terms and conditions contained In this
letter A,li of CapmarK's pre-closing conoltlo:"S, as well as other conditions speClfleJ In trls letter
agree,i'ent fT]JS~ be met prlO' to tre closing of the loan
PrOject
!age at Oelra)
Ceiray Beaci' Flo'lda
Borrower
a~ Del,~ay L TD ~,ba cte, s asset erd!\y -r-he str-Llcture
ar"j a meTters of the bOr'O,VI'] e"lly 'T1'..:st be acceptable i::: Capma'k
Loan
Amount
Up to $10,650 C)i}] l_canArTcunt' but r,ot 10 exceed 75% _can 10 Cost ('LTC
Addltlonal!y tr'e Loai'AmO'Jn: sr:all ;-01 eXCeed a Loan 10 Value (~ of 80% of
appraised vaiLe r,or (,aie less than a 1 -,5x Oett Coverage RallD (OCR) based
on the Fer!l1are'lt Loar as oeh:ed below Ir,'lO event shall tne Co~s:ruclion Loan
exceed :r,e Perr:anent_can
Loan Term'
Thl1y montns mo~thSN'lh one (1 six-month extenson OptlO'1 ThiS term IS
co.ntlnge:"t 0'1 ap::Jro\ai by the permanent lender Tre Borrower may exerCise the
extenslor opticns prOVided (Ii tre ect has beer. completed as reOJlred by tr"e
BUlld'ng Loan Agreement (II) no oefaJlt, Ilor any event wr'lch would constitute an
Event 01 =:lefault Wit'"' t'"e passage of time. shall eXist under the Construct'on Loan
Or any otrler loan or g'~aranty rTaCe Ca:JcrarK to Bcrrowe', a:,8 ( ) Borro\\er
shall ;Jay to Caprark ar ex:erSlor, fee as sta'ed below
Loan Fees.
COllrTillmen: Fee
~ J~~;~/~, ::5 105 5C,:":,
Exlerslor Fee 0125% (S13313)
Undervmtlrg Fee 't5.iJ'JC
I nterest Rate
LIBOR pius 275 bps 'eset
The entire Const'LctlJn Loar CcmrT"tmelnlt Fee IS cor,s'dered eamed Jpcn
Construction Loa'l CO'llmlttee approval
EqUity
Requirements
Cap'llark will reqUire the Borrower to contribute eqUity In an amo'.Jrl! !18cessary to
meet ail construction costs, complete the ProJect, bring It to stabilization and take
out the Construction Loan Based on a prellrTl!rlary review of your budget prOVided
the equity reOJI'ed to complete the Clroject IS approxlmateiy 59,654.220 based 01
a bud]el of ap:yoxlr~!a:ely S32 32U c.B7 T'",e eQuity :s subject '0 reVlSlcn based 011
2
. i ::. g r:: c, Dc: I r c; ',' .- Dc! I' J Y B c~; C i l, F'L.
!ul) _ LCL~!
L1HTC Equity:
Permanent Loan:
Developer Fee:
Guarantor
Contractor:
Fees & Expenses:
Insurance:
Other
Requirements
a detailed revle:.' c:,! ire corSerucLon beget (;ie
m.cr,th-by-month Cra:,1 screjuie
"J'ldlr,g schecl,:e an::: a
B;JCrower ack t~at as a cond,tlor; to tr:e Ciosl'~g of tr,'s loar, It mGst
verify an annGal al:ocatlon 'Jf ~_OA .'lccr"'e Hous:ng Tax Credits LIHTC") that will
generate apprcx S9 CS4,220 :n tax c'edlt eou Caemar" Nil, require trat
100% of the LIHTC ee:.. oe sole to a LIHTC "';vestor acceptabe to' Capmark In
a'l 'espects unde' terms ac:::er:;table to Capmar,,,
Tnls proposal is ccno'lored en CaD,'!ark F,ria'l:::e Irc arrar; "; a Permanent
Loa:! CJf no: less tha'1 S1C 65G 000 threugh Fan'lle r'.~ae s OJS 1\!1ultlfarrlly
Af;ordable HOLslr;g ".;e:. Ccr:structICJr: FCJ;l.'arc Ccmrr,.tTeril Prcl;rar-, The terms
ar,CJ ccrdltlor,s of ir,e Pe'mar,ert Loail must De acceptable tc Caprrark In all
respects
CaplT1ark reSe,eyES '1e 'Igr,t to requ'e trOll a penlo" of the
deferred until CO:1',erSlor to the Per'T:ar,ent Loan
r Fee be
ndlvldual(s) ardor ertltes ac:cectabie i:J Capma'k ('Gua s"ali Issue !o
Capmark Jont and several G'~arantles of Comple~lon of the Project anj Jo:nt and
several Guaranties 01 FL;II Repayment n form and content acceptable to
Caprnark Cap'Tiark recu,'e the G0ara1tor(s) 10 malf,!aln a '1l1r'I'1iUm combined
netvvortr and I,~ ,cash a'-,o cas:- equivaleClts) n a,'T.o'.J'~s 10 be deter'lllnec
Th? Gerera: Cor,trac! arid sJb:::oc'~racts 'T,US' be acce::;'atle :c: CaOll'ar~
Caprl'!ark rT~a~. reqL'il~e C,Q(<J:''-',g ,,:f ir,f: ger-',erai ccntractDr cr the ~'a,!or SJb-
ccr-,~rac:ors
All reaso"abie fees anj exc:'erses w:::iuj",;] legal I'avel uroe'VVrltlnC] credit
rep8r1s, Inspec~lc''''''" ESA" J"0il: en,c ccst ar~c d8C'0:~er'it rev;e\,,\' a,'""',o ap;=ralsai fefs
10 be paid by ere BorrO'i,er
CaplTark mcisl rece".e pr,or to closl'1g the original 0' a co::;y cert,[,ed by the
InSlJrar,Ce agel't 01 tne ODI of irsL:rance, as ac:'prcved oy
Capmark as'//ell as c'oui of oayment of the first years prernlum hsurance
blncers or Ce"I'cates I rot be accepted Capmar" may require coverage for
acts of terro'ism acceptable (c Cap"iark
A" of the follOWing ac:::eotacie to Capma'k Ii' ai respects
Envircr1'Tlei,tal Site i~ssessmelrt ('E
f:"rOl1t erO co',slruction :::ost and docufY',ent reView,
Re/leV\! 0' '11031 8udgei Includllg le~a: ard rnspec\l:::,ns lees, loan Interest,
leaSing costs and a rare' :::8st contl!'gency acceptable 1.0 Capl~ark
Re:::e,:)t and re\'le'// c' a sal reflectlrg r,ot mo'e !rar, SO Ioar to value
prepared ail o,JpraiSer e~igageo CaprnarK
S ubmarke' :lC'UOI r';J pOle"t,a ne:, con s IrUC:IO\ '8 IC:S, expe'lses
absorpt on, etc. un'derw'ltter Capr;-,a'K
1\/10nt,,:y flna"cla stale:Tle:lts C:l ent't)' a~d quarterly cenlf!ed
fllanClal statelT,er!s from Guarantor
All reqUired !egal docu'T1entatlon InCluding but not limited 10, bUilding and
loan agreemer-,t that s."1all set fonr', requlrenents fo' open::lg the
construction loarl aria govern tr,e Disbursement of construction loa'l
A pe'lT.ar,enj loar. COmfY'Jllrnent incluClng all sal,e,nt (errY:s 3"G co,nditlor,s
,J-"\, ~iHTC n\'es~or con"'ln"!itrient :nclud:'lg al: salient teri'ls dr,d =-'or~rjit!ors
~!na! ccrfirrr-,at n ':ac:iTark's C'Jr-,str~Jctic,l LC2:'l CO[T:"'--:ll~tee
::1 - :)CI0-3: Bc:~,~I- FL
Other tern:s ana con::!lt'O;~ls as n:2/ te required
Assignment:
This 'etter arc tr,e r:g:-:s "r"j ct ,gatlols of Borcower sr-,aii rot ::Je asslgc:ed
Bcrrcvvec operator 0'2\\ or otrer'\lse a'w a'lY Pt-,CpO:1E:C as wnent by
Borrower sr,al be nJi ana 'Ole
Expiration
Borrcv/er s a~: Ica:lor fo,"- 2 IC'CJr--, en !he
fra'!""l the ::Ia'e r-,erecf
rig terr7~ls srlali eXJ!re I": S:X rTlonths
Thalk yOLl for this
YGU hav'e any questici'S
?ieas,:; CCi"d ire at d2r,E::.Lf:Lave~G)ca.~~I-,,~rr or 312245 'iB7D If
Sin yours,
Capmark :::-,nance 1;':0
By _
Ciarllei K i4ayes
\':ce President
c tce eXeC,J!ian bela/v, !rle Lle-'Dersl:;"eJ
cf ~rlS ':cr:lrr'ltie'"!t
aCid acrees !e II'e fo
rg ler'l1S ari'J C;:;'""'iC;(IOr:s
V II a;;e a: ='el,'-3~/ Lt( a FIcridl1 :irr',I~ej ~"ar.llers~--:~'
lage at De'ra\ GP ~LC a ~'or:D2 l;n:;'.ec '2'J I cCr"'pcny Its;:ee-,era; 02nrer
A,JbJr,.., ~.,1a1agerTent liC 2 :::-icr;ca corpcratlo", ::s sole member
b\ Trornas rlrr,ecs Cr:lef t:xec.Jt:/e Officer
CAPMAR~<
Ju\, 2' 2JC'c,
a: Ce!raY' Ltd
'3D' SV^v 1 Gth i:'venLJe BUI!,dl!,gJ
Delray Beach. r::L 33444
,t..,ttn TOrT: r-'inners
Re fCorNaro Coml"'ltrner;t for Percranen: F:n'ancl!lg no' te, exceec
S 10650,000 under (rle Fa,r'le '-Iae CUS Pr::;ouct L:n,e re!atlng to 2
afforcac!e ho'usr,;) prOject to be knC:cvfc as Ilage at
De'rav A;::ar1men~s - Oe'r3/ Beach, Palm Beach CO'c;,r,ty clo"lca
(tneProJect)
L.2dles ai,d GE'l~lemer;
Ca;::rrark FlnarCE !re ("Capmark"\ ,e- Its ca as ar, authorlzec Se!!er/Ser\cer under the
O'C'lcgated Unden.rmtwg and Sen,"Cii';) P"ogram P'C)"D,J'gated Fane-,e ~,iae here:)y ccmm,ts \\Itn respect
:0 the Froecl 10 :Take a\al!ab!E to Vllla;)E at [;e'31 LtC] ('Borrower) Fal,r'ie 'v1ae perm:rel: rinancng
,tr,e "Financing") upc ar-,c SJ8:ect to 'he terrC's coc:dlllo:c,s and !Iml:allons sel'erer I,'l tr'iS COrr:Tltmel't
ci.,j :rcorc:orat'''I';j t.he 5 :er,r-:',s set t01r, ::]'-1 .~~~I:t;:~ ,A, a:lr,exed rerEto
Capi:ai,'zed :e,''Tns 'v'see ale no! ,jehlf:='~ rerei,~ sria:: r'a\/e '~'e respect'.'e ,'-;iea'l!,'-'Igs se! fol1h O~
;~~~t2I~_~ ar;,lexe'J reiet,:)
~\
Ces:::i1ol,Or ':Jf F''lar,:::Ir:'~L
--he F,ra~.c~'g .,vlll be s~'uctJred as fo'!oNs
Ca:Jmark s~al! :::a",se ca:r:e f..'ae t::: ;xc\lde fu~,ds fer cer~stru:::tl:::'n 'lira to ail
a:::o'o\eo cc)",struCtOrl lender ("Construction Lender'''; up:;n tre req~les~ of BorrOvver prOVided
that Borrowe, shall :-:ave 'eceiveo an al'oca:,on U:I:::er or LeN I,rco'lle HOli T2X Creelts, ar,d
sha'l have corr,;Jllec vmh the reCJlrements of thiS CO'll'll'tn-,ent The Co::strucllon Ler',der 'Nil!
acvance the mOr1gage loan ('r'E: "Loan" 10 ::::xrOV'/er
/ !r,asruch as Far-.nle r...12e w,,!! no: assume coC',sl'uc:lon ar,o lease-up risks for tre prOject
duri'lg the per'od (the "Construction Phase follO\vlng t!-enl(ia: fU'ldwg ac:d piler to SL:cn tlrTe as
Ihe condlllor-iS to Cor;'verslon are sallsfled (Ire "Permanent Phase"), the Borrower wi!1 procure a
star'dby letter of cred'l or other co!iatuai s'~ppcr: "Letter of Credit") from the Constrlxtlon
LencJer as addllonal security for Fann,e ['/ae
3 ;.\1 su=:h time as ~he conc:::::I:::::'''S :c C~J~\/e"slcr' 2,"e sa:isflec, the BOirC,\'er
!'/u1gage Loan DocGl"'ents fOr tr-e ber'ef:: of Ca::>'llark arid Capma,k vI;11 cc::er'cora
the ~oan to Fanln,e rv1ae, al WrdCr hTe Fari"ie 'v1ae wll! release the Letler of Creelt
WiJ the
assign
B Conditions to c,os:nq the Loan and >::,nan,clr.q Tre availability of the f='lia"C!ng s':a be
expressly conditioned Jpon Bcr;owels compliance With each of the follOWing req'Jlre'T1ec:ts to the
saLsfacllen s' Capma,k or or before the clos';-Ig date "ClOSing Date")
8orrovver aGd the Ke). Pr;ncica' shall nave exeCuied Ule loan cccurCerlls and
as ther reqUired ur'der the :JUS Gc:dellres "Mortgage Loan Documents
r ~ liS
';ca'i'~',en~s - [e:;S/ ~eJ:;'"' =
~ Receipt ar,j a;::o'o/a'
erj survey, \\!,r sur-veya-
Capn'ar, d a ray (1~le reDor: :1:le pelley
eacr c,j Vi~ICh shall c01fo:m wl:r Ule 'JUS G,,:;e!llles,
:; Rece,pt and ap;:Jroval by Caprnark and :,s architectural and englneerl,n9 Co~sultan,s of
[",e ;Inalized o'ans and spec,f,catons fer t~,e PreJec (s~cr olans ar,d s;JeClf,catlols, as approved
~'Y Caon-:arK are referrea to herein, as tre "Approved Plans"). tne bud'Jet for CCW-'::Jle"CJI"1 CJf the
Project and a flxec ;:Jrice contract fJr of one PrOject With a ger',eral ,::on:ractor
acce;:;'abe to Caprnar"
4
Capmark shall have a
:r:e Tax Cree,t Irvestor fo- the Project
- Receipt a~,d apprJvai
crgarllzatloral documents of
of Bcrrower
by Capn;ark arc Its COJrse' cf ete ccp1es cf tr-e finalized
eac'l genera! pa1ne' Of Borrowec anc ar:y -<ey PrlnClpal(s)
5 Receipt ard aporoval by Caprrark e; a,co envlrcn:rr:eintal assessmecrt a-) en/lronmental
en9,reer acceptable to CaornarK rg that 'he DroJect complies fccl, w,ln Fanrlle Mae
-eOUlrWTle,~,!s as set fcrih '" the CUS G~:de
Receipt a:ld aporeval Caprnark allc I:S counsel of an api'ilon Of Bo-rov,ers counsei ir,
s.~crl form as may be required Capmark ara fCar"i1e ,'viae addreSSing among olre: things, tre
,j~e authollzallor, a'lC execu:o~ of tr~e Loa: Decu,"Y)ents and the enforceab" Ihe-eof
.Q ~aprT1ark ~ani"';e r,/:ae 2i,d tre CC)rs~r,Jcti8r, ~erloer s~ali ha\/e e,'-der-eo Into a financing
3greement pursuant 'e Wr',iC" the Ccrstruct,on Lerce' sha'l aSSLcY',e t"e co,",structocoendll'g risk
a~!d Illll.al 'ease-up -ISK II' 'espec! of Ine ar:d s:--,all r,a:e cel'veree :r.e Letter 0; Credit f8r the
t,cr!eft of Fanr"e fv'ae li~ an amc,~nt eQ'Jal (0 the ar:1ount Of 'r:e Loan, 01,,5 an Ir,teres,
corr;JJrerl WhlCr, srai rema n 11': eHE:c: t tr,e Cor,strUCl,Oil Pr,ase Tr,e Letter ef CreOlt
sra'l cor.form Ii' all respeCls Vlitr! tr'e CUS G'~cei!c:es and shali be ctherv,:se accepta81e to Capmark
9 There shall nave oeen [1C :"aterla' cha',ges ta eltr,8' the pro-fcrrna r,corr,e aile expellses
far t'1e Project er trle S8urc:es alld Lses ef tl-:e fL,nd,coQ e; the costs of the Project fre", that set fenh
:n tre Sources and Uses cf r:cur,cs Screduie prc,ided to Cap"ark I.~ CO:lr8cl,0:l Wlt:1 lis
aop'lcatlo'l for the Fina'lClng ::the "Sources and Uses of Funds Schedule"
Ca'l:J!tiCJ'ls to Ccn\lerSIOcr The cor:. erSO!l of the i=':r,a-lc.r:;] fron-: The C:Jr:strLCc:,O!l Phase to the
Permanent Phase shal be ex;:;resslv conClt'o'ed '-'Don 8:mowe:'s corrolla,nee wltn each of the
fo: requiremen:s to the sal.,;sfac:lo,r: C,f Caornark
~ecelpt anj aporova! Caerra-" ane I'S cOl:rsel of a'l endc:senert to the titre poliCy
Issued v/I:h respect to the Loar :yepareC ':1 accordance ',\Ith a,1 reql;rerT1ents of Capmark ane the
able CUS GUlcelnes
2 Recel;:;: acrC apprcval Caprrark and Its cc'_:nse: of a ,-,ceated At... Tl\ "as-built survey
co~forming 'Nlth al: requlremerts Of CaprT'.a'k a'ld [JUS Gudei'rces lr:clL:dlr~g, wl'hout i'm'tallon
as '0 the 'orr-, 01 Surveyor Certl'eatcr,
'" Rece'pt a,"c approval b/ Caprrark an,j Its c,']urisel of then Ccirre't UCC, Judg'~ler,t alld tax
:IW: searches perfor"ed at the appropriate sta'e and iocai leveis With respect 10 Borrovver (and
each general cartner of Borro,',e- ,f Borr:;Ne- IS a part~:ershl;:;)
<'1 Receipt and approva. by Cap.Tark ano I:S counsel 8f a \al:e certificate Of oecuparlCY or
otner eVidence acceptab'e to Capmark :nd sat:s'ac'oiry compi8tlor: of the PrOject for
occupar'ey an:::: eildeir,ce of zonng eo'~p:'ari(:e 'Nlth respect to tre PrOJeCT
'" c;E
Da;~~ J
;~,~'CJ~r--;C:lr;I.S - De;l-a/ ceder: :: L
=oc'c
J Rece pt Ca::HTark of accectab,e eVloence u ccr'Dlla:-,ce ;.IU" tre (erant el]gib,
remenls set 'or1~ In all aDpll:abe regu'atory agree:-:lerts
5 RecelDt Capmark Of ev!Cerce necessary to estabilsr, tha: tr--e PrOject r,us aehle'ied th.e
nlrT'~rr: effective gross IneOrTe threshOld ard m i,lmun: occ,-,oa,,:::y rec:;u're~erts L::-,cer the DUS
C;ulcellres
Receipt and aeproval CaDr:-'ar" of subordl:iatlcn agreerr,e,"ts with respect to any cable
teievlslor, cr iaundj leases affectln;:; Ihe Project, If any Ii form a,,::; suostarv:e acceDtabie to
Cap'Tark and In cO.'lform]ty Wi',r the appiicable DUS GUI,je:,nes
!:3 Receipt and approval by Cao""ark and Its co'..!nsei of comple'e copies Of a'lY charges or
'T1od]fC2110r,S to the organlzatlC:lal docwrer,ts of Borrovver each ';Jenera' partner c.f Borrower ar,d
ar,y olrer priliCipa s) SI,IC8 the ::cale herecf
9 Borrower's delivery to Ca:Jer,ark of architectural an::J engineering certificates and repons
as req'Jlrec by Capmark to establish the satisfaction by Borrower o! the cond:tlons to ConverSion
set forth In Ihe DUS Guidelines
Receipt by Capmark of ev:c:ence 1",a1 ail sources c! 'ur,cs reflected on t'le Sources and
Uses cf FL:rlos Schedule. Ircludlr,g but not limited to. all equity C.orltel8utlcnS to be roa::ie to the
Bc;.rro\'ver afTer lrle Ciosing oa\e and 0'1 8r pror to ~he Co"\".'ersion Date a,id ai: caSh ..-eou red to
De Investec: iil the Pro}ec! af-te' ~h8 ;r!~ Cale ana C"': o~:)ricr te :he Coryve,"-sion Cate :;3'\/'8
heen received
Pcc1iec:
n"'e BOi"'cI}/e I' r1nd r-',a-.'8 bee r:
'~"I,:ested!'l c.::r utrier'\'ISe d;J~~llej lc P-;8
" -\ Receipt C2pn~arr<, of al! \/Jr1gage Loan Occu'"'1ents. ~c: ~:HS'/iCL.S; recc:ved
Ca:J,"Tlark. With SL:ch aCJd,t:onai ce11r.cators as may be requ red by lC"anile r,1ae arlc Cap.er.arK
conSls~elt with th,s COm'TI:t'Tler,t a"d tl-e app'icabie DUS C;uldell:ws, alcrlgNlth ar: upda'e or
suopier"en: to the op:r,:or, of Borroyvers couisel aodresslr'g SUCh lIa:~ers as Capr-nark or >=annie
\13e may eequest
12 The absence of ary a) cr:an;e I federai or state law, :b; ceCISlon of ar,y cour: or
ac,er,nistrallve body. ruil,IQ or regulaTion (if a Treaslury Regulatior,. Including any finai,
te.~porary .or proposed preVISion 0: tl'le Treas j RegUlation), or other action or evert, Nhlch
rrater'aiiy adversely affects or ,",'hICh may directly or In(:J:rectiy rT:aterlaily aCverse!y affect ~r,e (I)
tra'lSactions to be affected pursua'lt to t,his COir'a'lt"Tler't or (II) the ability 'Of Capr-nae" to dei!ver
the Loan to Fannie Mae 11', accO'oance \'vlih and In the iT'a"ner prov,ded L:rde, the DUS
C;'Jlceilnes or Fannie Maes abl to::JrOJi,je 'rle f",na hereciflder
D Charqes ard Fees to be oa]o bv BorroN::'!
BorrOINer Sh'cl! be requ,re,j tn pay t:'le Flna
Fees ideiltlfed on ,6.djenc~,'~ .i...
2 'I' addition to the foregOing Sorrower shall pay aii reas::mable cios!n9 COS1S ano
expenses 11': connection vv,th tile Loan inCluding withOL' limltct10negal fees a10 expenses,
engineer,rg. seismiC, aoprasai markel st ai:d envlrc"me"taJ assessrnert fees. ccst of
survey :ltle Insurarce preml'J1rs, recoedlng fees and charges. the fees and expe',ses cf the
Capmarks archlteclura:/engiriee-ing ccrsui'ants for the pr'OJect Borrower further agrees to pay
ail fees of brokers engaged :Jy BorroNer a]ls,,~'g 1'1 cOi,r:ect'on With the execc:tlc,1 of th,s
Commitment by Capmark or the cons.ummatlon of ~rarsactlor,S conlelT1p'ated r,erebv aii wr'eti"ler
or ":ot the transactlor'S close, an:::J to :ndemr CapmarK aga:rlst such claims
.3 Th.e Borrower shali pay \0 CaDiT',ark the Appl]catlOll Depos!t.vhiCr, sral! be L;sed by
Ca;:,mark as a deposit lor the fees an:: exper,ses Incurred Cawnark n c:or;leC~IC" "'erewl"
\'llia'~e 2' Delray Apartrne~ls - De'ray Beac
j'~lv 27 2COS
Page n
~ .
4 The ob!lgatlons of Borrower to pay tr,e fees and expenses set (or1h In this Section shall
SlC\,nve the closing of trie Financing or Ire terrTlinatlon of this Commitment.
E No Asslqnment, Explratlor" Termination
This ComrTlltment shall expire If Borrower does not receive an allocation for the Low
Income Housing Tax Credits prior to December 31, 2006 or If the closing of the Financing does
not occur on or before December 31, 2006, or If either such date IS not a business day the next
succeeding business day thereafter Time 's cf the essence
2 This Commltmer,t IS not assignable or transferable by BorrQwer, by opera\lon of
law or otherwise, and may be termirated by CapmarK at ItS option upor, the failure by the
Borrower to comply wrth any of the terCJlS and concit!OI'ls of this Commitment and the DUS
GUidelines: or the f:lrr,g by or against Borrower or a:>y Key Prrnclpal(s) of a petltlo'l l'l bankruptcy
or lI,solvency, the appointment Of a receiver or trustee, the making by Borrower or any Key
Prlnclpai(s) of an assignment for benefit of creditors, or Ihe filing by Borrower or any Key
Prrnclpal(s) of a petltlor, or an arrangemert with creditors
F Subordinate Financinq Assistance ~~elther the Project nor any direct or Indirect interest of
Borrower In the Project, nor any direct or Indirect interest in any of the Key Princlpal(s) may be
encumbered by, benefit from, or be othervVlse affected, directly or Indirectly, by Junior or
subordinate financing (wltnout regard to whether such Junior or subordinate financing IS or will be
secured by a lien 01'1 the Project or any sucn directly or l'1d,recl Interest) or any form of publiC,
q'Jasl-pubIIC, public/private or private debt or equity InfuSIOfl, grant, subSidy, tax relief or
aba1emerlt plan, prograrr' or olher foem of assistance (Without regard to whether such assistance
IS or Will be secured by a lien or tne Prolect or any such direct or Indirect interest), except for any
ur,secured developer fee obligations and the Approved Subo"clnate Financing If any
G CoC1Qletlon of ImQr...Qve.0'enlS Bor'owe' sr,all ur,oer1ake and complete Improvements In a good
and workrr:anllke manner, substantially In accordance With the Approved Plans 0'1 a lien-free
baSIS ,n compliance With all applicable requirements of goverClmenlal authorities haVing
jurrsdictlo'1 over the Projec and il'l accordance With the applicable DUS GUlcell'1eS Any
mOOlflcatlon or deViation frofT' the Approved Plans that dlrrlnlshes the scope. appearar:ce or
standards thereof In any material respect shall be subject to the prior written approval of
Capmark, not to be unreasonably Withheld or delayed
H Sinqle Purpose Entity Borrowee shal! at all times be a Single asset, Single purpose entity,
organized and operated in a manner 1r,at renders It unlikely to become Insolvenl as a result of ItS
own actiVities and w,hlch IS adequately Insulated from the consequences of any related parly's
Insolvency, as determined by Capmark In ItS discretion
Sa1:sfactlon of Fannie Mae ReqUlreme"ts ThiS COT:mltme'1t is made purSL;ant to the Delegated
Underwriting and ServIcing Program (collectively the "DUS Guidelines") promulgated by Fannie
Mae By accepting thiS Commitment, Borrower expressly acknowledges that Ihe obligation of
Capmark to provlce the Flnaflclng IS subject to the satlsfactior of the performance obligations and
terms and conditions reqUired by Fann:e Mae To the extent that the DUS GUidelines Impose
obligations on Capmark for wlllcn sa'lsfac110n IS dependent on performance by Borrower,
Borrower agrees that It shall be solely responSible for satisfaction of such conditions as and when
prOVided for herein and ~hereunder To the extent of any conflicts between the te:ms and
conditions of thiS Commitment and the ;erms and CondlLons of the DUS GUidelines the terms
and conditions of tne DUS GUldel!nes Shall govern
J
A.ddltlona! Conditions and PrOVISions
apply to thiS Commitment.
The follOWing adctlonal cOI,dltlolls and proviSions shall
dl?ge
J',;:y' 27
P ag e 5
Deir2y ,li,q?rlr.len!,S - Ce1ray 8e2c~, r l
IOCr:
Counsel for Caprr,ark sha!' reve,N al: corp::)[a~e documental,on, 1:I:e al1,d survey work,
prepare loan documenta!,oi: and oversee t~e Closing of II',e ':..oa'1 Tr',e for,~ a'ld subs!arlce of
each and every document eVlder:clng the L-oan and seclJrity therefor, or InCident thereto, and tr,e
title and eVidence thereof, shall be sat:sfaclory to and approveo by COl.-rlsel fo' Capmark
L Borrower agrees that Capmark sha!1 be authorized to Issue press releases 3"d
advertiSing with re'allon to Ihe ger,eral :er~s of the Loarl arld ,he FinanCing and the partiCipation
by Capmark In tr,e clOSing Illereof
Cl. Borrower hereby represents and warrants that, (a) all Informatlorl and materials sL;bmi\ted
or 011 behalf of Borrower to Capmark In conr,ectlor: with the PrOject or thiS CO'l1rT'ltment are
hJe complete al'd accurate In all material resp,eCis anc are not ",.Is:eadlng w, arlY lI,alellal
respect, except to the exter>! of updates or modifications sC!bsequently Sl.-brni:ted t.J Capmark (b)
there has been no material adverse change to the flnancia! condlt!01 of Borrower or Ire pr,yslcal
conCltlon of the PrOject from that prevlc'..;slv represented by Borrower to Capmark, except to th,e
exle'lt of L;pdates or modifications subsequer,tl'j submitted to Caomark to the Borrower's oesl
knc'/v!edge, the Sources ar,d Uses Schedl.-Ie represents a complete and accurate estimate of total
fun:Jlng sources arlc uses for the Project
'1 Borrower shail Indem,1 and hold harmless Capmark ar,d each of Its off,cers. directors,
e'l'ployees and agents frO'll and aga'nst any alld all out-cf.pocket losses damages Ilab:lltles,
costs expenses and counsel fees Incur'ed b/ Capmar~, 2S a result of (a) the assertion of any
clalrrl made In ccnnectlon wl:h the Iss"ance by Capmark cf trls Commlt'l1ent 'r:e Loan, Fannie
\1aes involvement In the finanCing (except lor such carnages that are finally proven to Cle caL.:sed
by the gross negligence or '.'.'I!lf",1 rTllscorduct of Capmark Fanrle :\1ae or any 01 their 'espectlve
of'lcers, d"ectors. e-r--,pioyees or agel'tsl provded that SL;ch claim IS based upon or a"ses from,
out of or as a consequence Of any act evert, circumstance or omiSSion Of or IS caused by .Jr IS
Within the con"ol or direction 0:, Borrower or ItS d rectors officers or employees cr Ib) any fraud
or lIaterlai rrlsrepreserrtatlon 01' Borrower or Key Prlnclpal(s) ,n conrlectlon With tre Flr,anclilg
5 Borrower reDrese:lts and \V2rrar'tS that Bcr'Oiver ard to Ihe besl of Bcrrower's
k,~owledge af1e' ha'),ng 'l1ade r,: :~C,j Key Pr:r',clpa ano all cersons 0: ent,tles Chv11rg an
Inlerest 'II Borrower (I) are not currei-i!!y Icentifled or Lrlted Slates Off,ce of FOrel;)n ""sse's
Cortro! ( OFAC) List, and (il) are r,ot persons or er.,tlties With wh,o::TI a clt:zen of the Unt:ec States
IS proh'blted to engage "n trarsact,or,s by any trade e::TIcargo, eCorOrTiC sarctlon or other
oroh!blt!on of L:nlted Slates law regu!al'o,n v Executive Order of the Preslde,~i 01 !C)e United
S:ates The OFAC LIS; curre !s acceSSible through the I,nlerr-,et webslle
.;.,ww treas gov/ofac/t 11 so n pel
6 No changes or amendll:ents to thiS COlnr:,llrrern shall be valid ur,iess .'T1ace in writing
and sllllla'ly executed by the panles hereto
K ;]Isclalmer In addition to Its role as credll erhancer of 'ax-exempt borlds, Farnle I,lae also IS olle
Of the largest irlVestDrs in Low IrKOme Housl:ng Tax Credits As a result, I: IS entirely pOSSible thal
i='ar"r,le ~'/Iae wI!1 be the purcl--,aser of 'he tax credits for iI-e proposed transaction eilher clrec',ly or
rnCirectly through a syndicator either nOvy or laler in ihe life of the transaction Tr,ere is no
prohibition on dOing so, c..;t tr,ere may be cer1aln tax ar-,::; slrC!ctur'Gg implications that shOuld be
exolored With tax ar,d bond cOlwsei I tne allocallon of costs ard adJLS:ment for bond
e,d
village at Deiray Apanmen'.s - Dellav Beach
Ju,ly 27 20eS
Page 6
In order to accept thiS Commitment. please execute and returr, to Capmark no later Ihan 500
p:Tt. PaCific/Central 7lme. July 31, 2006 the original and a copy of Ihls Commllment This Commitment
sha:1 eXpire If not so accepted al or prior to such time
Sincerely,
Capmark Finance Inc,
a California corporation
By
r'-Jame
Its
Steven N Fayne
Senior Vice President
Accepted and agreed to thiS __ day cf July 2006
Village at Deiray Ltd . a Florida limited pa1nershlp
By Village at Delray GP. LLC. a Florida limited Ilabl
corrpany ItS general par1ner
By .Auburn Management, Inc. a Florida corpora !Ion its sole member
By Thomas Hinners. Chief Executive Offcer
cc Barey Krinsky. Capmark Frnance ,nc
Villdse at Celray A,parirnen:s - De,ca, 8each F L
'c;ly 27 2006
Page 7
EXHIBIT A
COMMITMENT TERMS AND CONDITIONS
This Exhibit A is an Integral pan of and establishes additional terms, conditions and requirements
of, L'le Capmark Comr"G<1ment
SUMMARY OF LOAN TERMS
Project Village a~ Delray
Del ray Beacl:, Palm Beach COl;nty Florida
MaXimum Loan Amount $10,650000
Construction Period 30 months. subject to one 6 month extension
Permanent Loan Term 18 years follOWing Conversion
Arrorilzatlon Period 30 vears
r::eefY,eld Maintenance Period 15 years foi1ow'lg ConverSion
Number of Units 192
Low-Income Units 28 (15% of the U:1its @ 30% AMI)
164 (85% of the units @ 60% AMI)
LOAN SIZING
For purposes of determining the final Loan Amount for the Permanent Phase, the follOWing values
shall be applied
Deb' Service Coverage Factor
1 15 Ie 1 00
MaXimum Loan to Value
80%
Underwrrtten Anllual Expenses
The greatel of actual expenses or
$965722 (Includl:1g deposits to the
replacement reserve)
Underwrrtten Interest Rate
6 590%
REQUIRED RESERVES
Replacement Reserve
S2:JO/UntUYear for years 1-5, thereafier, based upon a
phys'cal needs assessment, but 11 no ever'lt less than
$200
FINANCING FEES
Commitment Fee
Ore Percent (1 %) of the Loan Amount
Village al Delray Apartmenls - De:ray Beacr1. Fe
culy 27 2006
Page 8
Forvvard Commitment Deposit Fee
Thee Percent of the Loar; Amount, payable by celilfled
c!'leek or wire transfer or posted in the form of a letter of
credit
Delivery Assurance Fee
Based on a Yield maintenance formula and payable In
the form of a non-recourse pror1llSS0ry note secured by a
lieI' on the Project
APPROVED SUBORDINATE FINANCING
The terms, condlllons and documentation of the Approved SL.:bordlnate Financing, if any,
'ncludlng the form of subordination agreement subordinating the Approved Subordinate FinanCing
to the Loan are subject to the review and approval of Fannie Mae
KEY PRINCIPAL
Tom Hinners
WAIVERS REQUESTED/SPECIAL CONDITIONS
W,ACHOVIA SECU IZITI ES
EQUITY COVlMITMH'H LETTER
Ju:y 27, 2006
.M r Tom H inn e r s
Village at Delray, LtcJ
1301 SW 10''' .A.vcllue
BUilding I
Delray Beach, riorlda 3344~
Re: Village at Delray - 192 units
oelray Beach, Palm Beach County, Flor/dCJ
Dear rv',r Hlnlll'r,
We are pleased to adVise Y011 Illi1! we have apploved 3'1 eqlJity Investment 111 Village at
Delray, Ud ,a F ollria illTllted pi1i1.rlelslllp, wh,ch Will OWIl ilnrJ operrlte a 192 unit arrorc1ilblc
hOlJslng commlJI1lly to be know 2S Vlllilge id DeirilY, IO[iiled In Delray Beilch. ?illm Beach
County, FiorlGa ThiS firm comlTllmenl IS milde bilsed upon the rlnanclal InrOlniatlon
pro v Ide d IOU 5 Ins IJ p P 0 r', 0 f you Ire que 5 I and un del the fo Ii 0 win g t e r m san d con d I t Ion 5
Investment Entity
V:lJilge a: Delril ,1,10, i1 Flwlc1ii illT'lled piiclnershlp
Itlle "Pall rier,lllp 'I, wltll Village i1t Del ray C!-' LtC: ,is
Ceneral ?ar:ncl and 'vVachovla Securities
(WachovlaP) as Limited Partner wlln a 990;(,
ownership Interest In the Partnership
Annual Housmg Credit
Allocation:
i 1.020,498
HOUSing Credits Purchased.'
~10,162,337 :$IO,26~987 x 99 %)
Syndication Rate.'
~095
Net Capitol Contribution:
$9,654,220'
· All numbers are rounded 10 the nearest dollar
Equity Proceeds Paid Prior to
Construction CompletIOn.
$7.731,938* (8009%)
· Ail numbers are rounded to the nearest dollar
jlJly 27, 200('
P~ge 2
Pay In Schedule:
Funcis available 101 CaRita! C:)ntrlbullon 111
~3,8!J],688* (40%) to be palo prIOr to 01
Simultaneously with the closing 01 the COIlSlruC[IOll
Ilrlanclng
* All numbers are rounded to the nearest dollar
funds ~val]abI0~_Caplta: Con:rlbutlon 112
$3,870,250* (approx 4009%) prior to construction
completion
* A!] numbers are> rounded to the> nearest dollar
Equlry Procpeds POld Afrer
SlaolllZC111011
1,922,282 *
, f\ II r Ii rn he, s ,1 r c r CJ! III ci e d : () : he n e ill C S I cI 0 I : ill
Oblzgallons of the General
Partner and Guarantor(s):
QperilL~_[)_d~~.:.LCu~ra n t y The Cen era! Pa rt ner
agrees to prOVide operating defiCit loal1s to the
r ;1 r tn c r s h I r r 0 I I h c I de 0 r : h e P ilIt n e r s h I r
De_~iog.Q}ent _CO~l2P_L~Jlon_G:ji2!:~nJ.Y The Ceneral
[larrner Will guarantee complerlon 01 construction
01 tI:e ProJect substant'ally In iiccordance With plans
and specll'ciltlons ilpproved by Wiichovli1.
Inc,IJdlng, WIll10ut Ilmllation. a gUClranly (I) to pay
any amounts needed :n excess 01 the ConSllllctlon
10 arl and 0 i her a v a rl a b Ie pro c e e d s loco:n p Jc I. t' t Iw
ii:lprCJvenicriiS, \11) of all lilllOunts r1rcC:'ssiHy 10
ac1llevt' pcrlllaner:lloan clOSing, ilne! (III) 10 pay any
operatll1g deflCI IS prior 10 Ihe cOllclLslon 01 ProJect
construction
Credit Adjusters The PartnershiP wil prOVide that,
II In any year Actua! Credits are ;ess than Projected
Credits, then Limited Partner shall be owed an
amount necessary 10 preserve Its ili'ltlc!pared return
based on the PrOlec:ed C:Cedll
The obligations of the Cenera! [)artner shail be
guaranteed by the General Partner and any such
other Indlvldua ntltres deemed ilpflropriilte
101 illg V\'achovld s financial clue diligence
['('VIEW
JtjlY 27 wof)
f\lgC 3
IncentIve Mgml. Fee.
50%
Cash Flow Spilt
Cash Flow to the Partnership shall be distributed as
follows.
a To Wachovla In payment of any amounts due
as a result of any unpaid Credit Adjuster
Amount
b To Wiichovla III payment or Asset Managemenl
Fees or ,lny IJnpaicJ ,A,ssel Mal'c1gClliE'I'iI Fcc
C To lilc p~YlTlenl of (Illy Dderred Developer fec
ci r 0 I Ii e C e Ill-? 1 (j! f\n III e r I u r Cfe il I' ilrl Y P a II n c r s h I r
'oa :lS
c
To the Gellcral
Managclnenl r-('eS
The balallce. 1';..'0 10
99'% to \Vachovla
Pi'. rl nel
f 01
I rlC (' rlllVC
the C e n Cia i 1\1 ~ I n e r ,111 d
ReSidual Spilt
Any gain upon sale or refinanCing shall be
distributed 2.S follows
a. To 'vVachovla In payment of any amounts due
because the !,<clua: Credit IS less Ihan Ihe
PrO)eClecJ Credll, or '.here has hee'l il recaptlJre
ufrredll
h 1'0 Ihe fJilYII~('lll or (Illy 1II'IP,lld /\SSl'l
Mallagemenl Fcc
C To Ihe 1.llillll'd P(II irll'r In iln "mUllllt CCIIi,II tu
: 11 e C J P 1121 (() n I Jib II t ! 0 n
cJ ThcCiaiancc of aVJII?b!e cash fell distribution,
50% Ihe Gener?] Partner and sc% to the
Limited Partner
Replacement Reserves:
520o/uni:/year Increasing 3% annually,
Asset /\I1anagernent Fee:
51:),000 per year increaslllg 3D;() annually
Other Terms nnri ConditIOns
: i S lJ cc C s ,J I! t ! I \'V Ii ~ d ilf i (J ,Ii I u c ,111 0 rl () r i () \,\/ I n C CHTI e
!:c""rlg tdX ((c(IIIS Ilofn the "'lorid,1 ! tOllSlllg
Flllance CorpUliitlOll
!u1y 27, 2006
Page 4
2) The Cennal Partner must have c1 111111
commitment for flxed~rale permanent fl rst
mortgage finanCing with terms, conditiOns and
Lender acceptable to the Limited Partner
3) Receipt, reVieW, and approval of the appraisal
With incorporated market study, environmental and
geologlcClI reports piilns ClnG speclficCltlons,
conlraclor end Sllci) othel COncllllons which Me
[U S 10m c' I y iill d r (' a ,S () n i1 b I e for iHl C q ~ III Y I n v cs I me III
() f ill I S n ClIlll c a;, [I 1111 0 , I II I
ThiS commitment '.'1'111 expire 011 rJccernncl jl, 200() tI nOI cxtcllded hy V'/,1[hUVlcl
WachOVlil wlshcs to thank yo:! fOI the opportunity to bccome Investment partners
Sincerely,
f{obert E Ki xbllll
Vice Presidenl
Agreed and Accepted as 01 the date first above wrllten-
Vlilage at Deiray, Lid, a Flom!a limited
partnership
By Village at Delray GP, LLC, a Florida
Lmiled liabili;y company, Its general
partner
By ,A.uburn Management, Ir,c, il
Florloa corpOration, liS so'e
member
I) y___~H___
Num Thom;;s C HlnnCls
rl~iE" Chier EX(~'Cl'!IVE' Office,
'- 1^,I(;,f)f \.i~ I Of'f!< Si^ In\JI{ ,,"' C I-i ()1)1'\llr I.RA Y\]rlO'<' L t 11 f' ~ ~'-:Jf, ~ ^' l 'I) 1- QUi [ '( 0) ! J,rl(. IHK
.A:
WEED & SEED
Sharon L'Herrou
DcI;rlV BC,iC!1 IVeee! ((;
Seee! P/O[Jli1/i1 M(jlJ,'lr~cl
625 Auburn Circle West
Delray Beach, FL 33444
(561) 266-0266
LHerrou@cl delray-beach II us
~J
'ray Beach Coa"tl
<!I 0.,
for Community Renewal
l~
Palm Beach County
Fedel~a:ly Designated
VVeed and Seed Sites
[=r (,'/VIC; () Bc?( h
OWe,! P?!m Be,ich
o /),11,1 (~(' I Ii
'An Equal OprJCJrlUrl,!y AfllrrralivE:
A,cl,on E/T1ploy~r
June 28, 2006
Brian Hinners
Auburn Management
1301 SW. 10th Ave, Bldg. J
Delray Beach, FL 33444
Dear Mr Hinners,
As you know, there are many exciting changes are underway In our City, and
like a number of local organizations, our project is also In a time of transition.
We have changed our name from "Delray Beach Weed & Seed" to "Coalition
for Community Renewal" (CCR) and have recently shifted from federal to
local funding sources Despite these "cosmetic" changes, we expect to
continue working With community partners like you to "weed" out crime and
"seed" In SOCial supports In the West Atlantic neighborhoods of Delray
Another upcoming change is the opening of the City's new Neighborhood
Resource Center (NRC) Just a few blocks north of Auburn Trace on 1ih
Avenue In order to support that facility and be more accessible to community
members seeking services there, the CCR plans to relocate ItS office to the
NRC next month We expect this transition to be complete by the end of July.
However, the Delray Beach Police Department would like to continue using
the office space In the Auburn Trace Community Room for officers working in
this area We hope you are amenable to this idea. Additionally, the Carver
Kids of Character program will continue its weekly Karate lessons in the
Community Room, uninterrupted
On behalf of the Delray Beach Coalition for Community Renewal, I would like
to express our appreciation for your generous donation of office space over
the past several years We look forward to continued and ongoing
partnerships with you. If you have any questions about these changes, feel
free to contact me.
Sincerely,
J>dIt#W/1 j l/qe1/vac1~
~~r~~ L'Herrou
Project Manager
Delray Beach
Coalition for Community Renewal
(formerly Weed & Seed Office)
cc:
Mary J. Wamser
Jose Feliberty
Captain Craig Hartmann
CCRJ Weed & Seed file
A project of the
Delray Beach Police Dept.
Delray Citizens for Delray Police
PRESIDENT
PERRY DONFRANCISCO
D I RECTO RS
ANDRE FLADELL
DAN BURNS
BILL [)' ADDIO
JUlle 23,2006
Auburn Management
625 Auburn Circle West
Dclray Beach, Florida 33444
To Whom It May Concern
On behalf of the Board of Directors of Delray Citizens for Delray Police and the Delray
Beach Police Department, I thank you for your generous participation in the 2nd Annual
Delray Beach Police A wards Banquet.
The Internal Revenue Service requires proof of glfts of $250 or morc. To the extent of
the law, gifts to Delray Citizens for Delray Police may entitle you to a charitable income
tax deduction, Please consult your tax advisor for advice regarding your speclflc tax
sltuation
Please retain this receipt as proof of your contributIon.
._-----------~-,
Evenl Vale:, tvro)' ; 9, 20uS I
I
Contribution: $5000.00 I
Advertising' $200.00 i
Mea]sJ_~O, 02___u______________~J
Sillcerely,
---e.j~lll~T~'~
PelTY DonFrancisco
40 South Ocean Boulevard - Del ray Beach, Florida 33483
(561) 278-3364 Fax (561) 278-3328
l:-<~'r~,:I.'~. ',' ;I~: -~ I ~,~~~ :~<. '. ~~2~) ~.':I~>~;:
m
EPOCH
F,"IHmrl ing &- Prc;;('ning
Our Coltural ncritage. Ioc.
A NOT~FOR~PROFIT
ORGANIZATION DEDICATED TO
PRESERVING AND
COMMUNICATING THE
CULTURALLY DIVERSE HISTORY
OF SOUTH FLORIDA
EPOCH
P,O, Box 3077
Delray Beach, FL 33447
Phone 561 ~279-8883
Fax 561 ~27g..2230
Email lWQ_~nc@bellsouth~
President
Vera R Famngton
1 st Vice President
Clarence M Vaughn
2"0 Vice President
Mark Reingold, Esq
Treasurer
Brahm Dubin
Secretary
Board Members
Herman Baine
John C W Bennett. Esq
Clifford Durden
Kenneth Howard
Professor Ralph B Joh'lson
Ray LanzI
Wendy Shay
Alfred Stragh'l
Memorialized Member
C Spencer Pompey
Executive Director
DaiSY M Fulton
Museum Advisory Board
Dr i C Spivey
Splr'tual Advisor
VV Rod Faulds. Director
FA U University Galleries
Dorothy Patterson, Archivist
Delray Beach HistOrical Society
Larry Rosensweig, Director
Tne Monkaml Museum
and Japanese Garde'l
"Umll the lions n.eve fher(
hrstorltlns Irn, tales oUrn,
hunt WJIf com/ntH to
glorrfy lhe hunter. "
. .an AfrIca Proverb
November 1, 2005
Tom Hinners
Auburn Development
2055 Ocean Blvd
Delray Beach, FL 33483
Dear Mr Hinners
Thanks a million' Due to all the excitement leading up to our Five Star
Celebration, it seems that we may have inadvertently failed to forward
you a thank you letter and/or failed to make a copy for our files
Therefore, please accept our apologtes YOU made it a BIG
SUCCESS I Please see the enclosed program book
On behalf of our Board of Directors, staff and volunteers, we wish to
express our profound gratitude to you and Auburn Development for
supporting our 5 Star Celebration in the amount of ten thousand
($10,000 00) dollars
The event was fun-filled and enjoyed by all of our honorees, dignitaries,
community leaders and guests Certainly, tt was an event that the City
of Delray Beach Will long remember; the first of its kind held center
court at the Delray Beach Tennis Center
Your participation and support allowed us to raise monies to benefit
The S.D. Spady Cultural Heritage Museum and the EPOCH Kids
Cultural Club educational programs, services and projects
We look forward to your continued partnership as we work to together
to better our community. Once again, we would like to extend our
profound thanks to you, for your support and service in making De/ray
Beach a great place to live, work and share our rich cultural heritage
Sincerely,
~----, ) ~ .'
;::):lC.~<! '--n I, .j{L~1 ~ t',-
Daisy M Fulton
Executive Director
cc
Vera R Farrington-EPOCH President
(I)[TI)F./II H~RITM'jE MUSEU~i
May] 7, 2006
A NOT~FOR~PROFiT
ORGAf\riZI\TION DEDICATED
TO PRESERViNG AND
COMMUNICATING THE
CULTURALLY DIVERSE HiSTORY
OF SOUTH FLORIDA
Expanding & Preserving
Our Cultural Heritage, Inc,
170 NW 5th Avenue
Delray Beach, FL 33444
Phone. 56] ,2798883
Fax 56J,279~2230
www.spadymuseum,org
PRESIDENT I FOUNDER
Vera R Farrington
1ST VICE PRESIDENT
Clarence M/augrll'
2ND VICE PRESIDENT
Mark Re,ngOld, Esq
~REASURER
Jlarenre M Vaugh"
SECRETARY
KennC'tn Howard
BOARD MEMBERS
Col W""am J Condry
Ci,fjord Durden
f\1,[dred George
Ralph B Johnson
SraCl3 SIC,t",
A,f-ed Straghn
MEMORIAL/lED MEMBER
C Spence- Pompey
EXECUTIVE DIRECTOR
DaiSy M Fulton
MUSEUM ADVISORY BOARD
Dr I C Spivey
SO/riiual Advisor
W Rod 'au'ds, Orrector
FA U UniverSity Ga/lenes
Doro:hv Patterson Arcl1lvlst
Of'lrav Beach Hlsloneal Soc/ery
"Until the /Ions have {heu. h/s1ona,'ls
the tales 01 [he hunr Will conrlnue to
"/01 dy the huntel .
an AirlCiirJ ;roverh
Tom Hmners
Auburn Development
1301 SW lOth Avenue, Bldg
Delray Beach, FL 33444
Dear Tom,
Thank you, Thank you. Thank you I
Thank you for your coml1lllmcnt to be onc of OUf presenting Legacy Sponsors for the
Spady Museum's October 14, 2006 StarlIght Gala fundraiser at the Delray Beach
TenlllS Center
The honorary chaIrS for thIS event will be the Simon Family (Alexander, Charles,
Ernest and Roy) Collectively CharlIe, Ernie, Roy and Sandy are affectionately
known as the Simon Brothers These gentlemen have devoted their lIves to their
hometown, Delray Beach and have gJven an eSllmated 130 years of service to many
orgal1lzatlons
The Starlight Gala wIll be a memorable event at a World-Class Facility - the Delray
Beach Tenllls Center, which alUlUally hosts major telUlIS competitions such as the
DaVIS Cup and the Chns Evert/Bank of America Pro Celebnty, plus various concerts
and events A Flonda-based event plannlllg company, Paragon Events. has been
retained to organIze the Starl1ght Gala
ThIS event is recogJ1Jzcd as one of the CIty'S HerItage Month festIVities, These
festivitles promote awareness of the many cultural organizatIons that make this
community home The Museum's success IS part of a tnangle that IS supported by the
City of Delray Beach, the Delray Beach Commwllty Redevelopment Agency, and the
Palm Beach County, along WIth other ruversified funrung sources,
ExpandIng & Preserv1l1g Our Cultural Hentage, Inc (EPOCH) carnes out its mISSIon
by operating the Spady Cultural HerItage Museum located In downtown Delray
Beach EPOCH IS a FlorictJ-based, tax-exempt non-profit orgal1lzation formed to
commemorate and educate the publJc about the nch history and cultural trarutlons of
southern Palm Beach COUllty and Delray Beach, espeCIally that of Afncan-Amencans
Proceeds from thIS event wIll support the Spady Museum's children programs,
exhibits and services In retum for your generOSIty, you will be recogl1lzed based
upon your level of support as out]lI1ed in the enclosed attachment
To facilItate our event planning, please submIt sponsorslups by July 1st, 2006, We
greatly appreClille your sponsorship and we look fonvard to futurc partnerships
Sincerely,
t;~~
I," ' -4
u ~(1J&,,-
Daisy Fulton
Executive DIrector
Enclosed
Levels of Sponsorship
Spady Cultural Museum Brochure
50] (c) 3 C:enIilcate
CEYP EXECUTIVE COMMITTEE
Rev George Andrews President
Saini Andrew's School
Keith D Kern, Vice President
Perry & Kern, PA
Chief Larry Schroeder, Treasurer
Defray Beach Police Department
Troy Wheal, Secretary
Salomon Smrth Barney
Kathy Fryer, Executive Director
Cerver Estates Youth Program
November 18, 2005
Sandra Berry, Tutor
Mr. T. G. Hinners, President
Auburn Trace, Ltd.
1301 SW loth Ave., Bldg. J
Delray Beach, Fl. 33444
Andrea Ruthertoord Grant Writer
Roset1a Rolle, Community ActiVist
Greg Russ.
Carver Estates Resource Center
Mary Jane SIckel, Tutor
1" Presby1erlan Church 01 Delray Beach
Dear Mr. Hinners:
Jack While. Sponsor
George Williams
On behalf of the Board of Directors and myself, our very
grateful thanks for your generosity in allowing us the rent
free use of the Auburn Trace CommW1ity Center for our
out-of-school program for K-12 students. The
Agreement between us was approved at our meeting
today, and I enclosed two signed copies. Please complete
one and return it to me.
MarVin Zale, Sponsor
ADVISORY BOARD MEMBERS
Diane DeMarco
Pope John Paul High School
Joanne Del Gigante
Master DeSign Group
Dr Madeleine DuPree
Carldad Clinic
Dorothy Ellington
Derrey Beach HOUSing Authorlly
This organization will become the Auburn A venue Youth
Program, Inc. and we hope to have our licensing
application completed in order to start operation in
January 2006.
Addle L Green
Palm Beach County Commissioner
Doris Meyer
1" Presby1erlan Church of Defray Beach
Ernst Mahler
Salomon Smith Barney
Weare delighted that Brian has agreed to become a
member of our Board, and thank you both again for
helping to make this transition as smooth as possible.
Edgar 0t10
Sponsor
Jeanne Slccone
Palm Beach County Literacy Coalition
Tom Slccone
B'>o
Give Some ~Ck
N"" rth ~
1 .' n Church of Delray Beach
Sincerely,
)//""-11 ~_
'--.s'- I q
Kathy Fryet
Executive Director
COtnl1U1fu~ Child Ca/te Cente4
FOUNOAT ON
March 23, 2006
MI. Tom Hinners
1301 SW 10th /\ve
Delray Beach, FL 33444
Dear MI. Tom Hmners,
On behalf of the C:ommunllY ChIld Care Center and all of those that benefIts from our
scrVlces, I would l.tke to extend my appreclatJon for your Interest In our organlzatJOn and lts
role lJl tIle cOlTUllumty I have enclosed some matenals tlnt better detaIl the campuses and
serV"lCes we provide, along WIth a copy of our newsletter pubLrcatlOn, LI!rle I/o/ees. We are so
enthused about the positlVe changes we have accomplJshed and lllVlte you to partake 10
helping us change llves, bwld communlty and make a cLfference
Changing Lives. Smce the COlTlmunlty Chlld Care Center opened Its doors In 1 %9, we
have served over 4,000 chlldren, 100% of the faIwl1es that were on welfare and followed our
program have gone off of welfare and stayed off; we have never lost a fam.ily back to the
system
Building Community. The CCCC IS a communlty focal pomt durmg devastaung tlmes In
the aftermath of Hurncane Katl~lIla, the CCCC selved several families that were cLsplaced
from theIr homes, The CCCC Foundatlon granted them a scholarsrup to ease theIr fmanc!al
burden We even upened our doors Just mne days after Hurncane Wilma, allowll1g the
famdJes we selVe to begin ule recovery process
Mabing a Difference. The extended~day program at the CCCC Beacon Center, housed at
the Village Academy, was crecLted Wlth the SIgnIficant increase 111 student's FCA T scores.
After Just 8 months of talung over the program, scores Ulcreased an average of 11 % for
read1l1g and 10% for math
'0'/e are glad to know that you share our VISIon of a bnghter, more ennched future for the
underpnvileged ch.ildren of Deliay Beach, therefore, we would like to invite you Into our
cucle of canng, "There are two 1l1lportant gifts we can gIve our cluldren. One of these IS
roots, the other wlngs,"-Anonymous
Thank )'OU, ~"_ ,
~', , / U~:U/~
( )~ ?A<<; )~~.~ ,.. ,/ , i ',\
,/ C~~ -:1 L1 IJ
Stephanlc Selbe] ~~ \ \' ~J
Dlrector of Development \ v
P.5, Be 011\, tVle LOOR,o(,{t fov o(,{v lI\,ewes,t ~s,s,[,{e of LittLe voices tnLs, HC1i:j1
555 N W 4ttl Street. Delroy Beach Flol;cic] 33444 . (5611 276-0520' (561) 276-8189
From left: Frances Carter, AmJad Mike HanC'lad, Vera Farrington, ~.I'm George,
Nancy Hurd and Clay Wideman,
S.D. Spady Cultural Heritage
Museum observes anniversary
Party at Delray Beach Tennis Center raises
more than $71,000 for children's programs
To celebrate its fifth birthday, the SD. Spady Cultural Heritage Museum recently
threw a fLln~fi]led bash with dancing, food, live music and a silent auction - a Five-Star
Celebration - at the Delray Beach Tennis Center. It was the first social event of its kind
held at center court of the internationally recognized sports facility and was an event
enjoyed by city, local and county dignitaries and residents
HonoralY chairman of the event was Delray Beach Mayor Jeff Perlman A signature
drink, 'The Perl," was served for the occasion,
Co-chairwomen were Rosalind Murray, West Atlantic program manager for the
Delray Beach Community Redevelopment Agency, and Stacia Smith, director of public
relations for Florida Atlantic University's Dorothy F Schmidt College of Arts & Letters,
Serving as emcees were Delray Beach Vice Mayor J on Levinson and WYfV news
anchor Cari Champion. Major sponsors were G.L Homes, AubumDevelopmentandJohn
C W Bennett The gala was filled with dancing, food, live music and a silent auction. More
than $71,000 in proceeds from the event will benefit the museum's children's programs
"Everyone who joined us that evening can honestly say it was a historic night of
community, camaraderie andterrilic fun," said Vera Faningtor;, museum founder 'We
honored the peoplewho'helpmakethis city great, raisedmore than $71,000 for a worthy
cause and celebratedthewo'nderfulspirit ofc:OQP~ration that moves dreams forward" I
FalTington gave awarc:ls ofrecognition to r~sidents Frances Carter, Ken Ellingsworth,
Amjad Mike Hammadhlj_~ncy Hurd and James Lamar Shuler.
Plans for the 2006 gala have begun and the musewn is seeking sponsors at all levels
For more information, call museum director Daisy Fulton at (561) 279-8883
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East SidefVWest S'ldefVSeas'lde Rena'lssance
VIA HAND DELIVERY
August 17, 2006
To: CRA Board Members
Fr: Lisa Bright/lvf
Re: Selection ofMLK Developer Meeting - Scheduled for Thursday, August 17,2006
Dear CRA Board Members,
We have enclosed for your perusal, additional information pertaining to the selection of the MLK developer.
· Analysis of MLK RFP Proposal - Intown Partners LLC
· Analysis of MLK RFP Proposal - The Auburn Group
. Copy of PowerPoint - Intown
· Copy of PowerPoint - Auburn
Should you have any questions, please let us know.
Thank you.
Enc.7
Analysis of MLK RFP Proposals
Intown Partners LLC
08/17/2006
Board Questions
1 What is price per acre proposer is offering for City/CRA land?
The RFP specifically asked the proposers to state what they were willing to pay for City/CRA land
within the project area. There is approximately 4.25 acres of City/CRA land in the project area. Intown
is proposing to purchase this land for $3,533,948 or $831,517 per acre.
2 What did the acreage calculation of 26 acres include?
Intown Partners proposal includes the entire RFP area but does not include the City's Public Works
site.
3 What is the proposed amount of public/private funding for the project?
Total project budget is $443,478,877. $28,509,414 is proposed to come from local public funding;
$3,000,000 for infrastructure improvements, $3,375,000 for parking and a Direct Incentive Agreement
for $22,134,414. The remainder, according to the proposal, will come from private equity. Staff cannot
ascertain from the proposal if there is any federal or state funding components in the project.
4 What experience does Intown have with mixed-use development?
The architecture firm, Torti Gallas has experience in designing mixed-use developments.
McCormack Baron Salazar has experience in developing mixed-use projects.
5 What is the number of affordable units proposed?
Proposers attorney clarified that the proposal includes "buy down" funds from the
developer for 106 units. The proposer is budgeting $3,180,000 for buyer subsidies which
equates to $30,000 per unit. With the "buy down" the affordable unit prices are as follows:
12 units @ $250,604 Phase I
59 units @ $265,641 Phase II
35 units @ $$289,419 Phase III
Percent of affordable units = 12%
Analysis of MLK RFP Proposals
Auburn Group
08/17/2006
Board Questions
1 What is price per acre proposer is offering for City/CRA land?
The RFP specifically asked the proposers to state what they were willing to pay for City/CRA land within
the project area. There is approximately 4.25 acres of City/CRA land in the project area. Therefore, if
the developer is proposing to build at 24 dulac, they could build 102 units on the City/CRA land. Auburn
is offering $25,000 per unit able to be built on the City/CRA land. 102 X $25,000 = $2,550,000
2 What did the acreage calculation of 35 acres include?
Auburn included the City Public Works site of approximately 8 acres. However, according to Cito
Beguiristain, First VP of Auburn, they did not use it in the proforma or to calculate the units per acre.
The public works site would be Phase III of their proposal. The development proforma only includes
Phase I and II.
3 What is the proposed amount of public/private funding for the project?
The total project buget is $179,687,835. According to Cito Beguiristain, Auburn is asking for funding
assistance for the public realm portions of the project only. This includes the MLK Streetscape and
other roadway improvements of the various phases. The proposal does not clarify the amount of the
public funding request for this purpose. It is assumed that the remainder of the project funding will
come from private financing source. Staff cannot ascertain from the proposal if any of the development
budget will come from state, federal or other local funds.
4 What experience does Auburn have with mixed-use development?
Tom Hinners, Chairman of Auburn has built two retail malls. The proposal does not say if any of the
principals have experience with mixed-use development.
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HAYGOOD & HARRKS9 LoLoCo
ATTORNEYS AT LAW
J. Michael Haygood, Esquire
J. Michael Haygood, P.A.
E-mail: mhaygood@hayharrislaw.com
Stephanie Harris, Esquire
Harris & Associates, L.L.C.
E-mail: sharris@hayharrislaw.com
p
~
August 15, 2006
Henderson Tillman, Chairman
Boynton Beach CRA
915 South Federal Highway
Boynton Beach, Florida 33435
PQYNTQNBfACH C.R.t~
Dear Mr. Tillman:
My client, EQUA, LLC, responded on August 7 to the Request for Proposal
issued by the Boynton Beach Community Redevelopment Agency. EQUA was detained
in a traffic stop and arrived approximately five minutes late to submit its response.
Because of the objections of another applicant, the package was rejected by the CRA
staff and has since been returned to the EQUA, LLC c/o Northwood Renaissance, mc,
The rejection was the last in a somewhat questionable series of events that give
the appearance of having compromised this RFP process. For that reason, my client is
asking that the CRA board consider beginning again by reissuing the RFP.
At the May 5 CRA meeting, some board members attempted to approve a
developer although the issue was not on the agenda. After delaying consideration of the
issue until the wee hours, the board reluctantly agreed to issue an RFP, only at the
demand of some members of the public. The CRA Act requires that a CRA issue a
Request for Proposal with a minimum of thirty (30) days notice prior to disposition of
any CRA owned property. For a project of this magnitude, thirty days is an insufficient
amount of time to prepare a meaningful response.
This process gives every appearance of having been contrived and the RFP not
issued in good faith. We respectfully request that the CRA board seriously consider
reissuing the RFP in a more appropriate manner to remove any impression that the
process has been compromised.
1551 Forum Place., Suite 400B, West Palm Beach, Florida 33401
Telephone: (561) 684-8311 · Fax (561) 684-9380
08/17/2006 15:30 FAX 5612761365
PBC SO CTY COMPLEX
14l 001
ADDIB L. GRBBNB
Commissioner, District V11
.
Palm Becrel1 County
Board 01 County Commissioners
Governmmral Center. 12'* Floor
301 North Olive Avenue
~t Palm Beach, Florida 3:;401
(561) 'S5-U07
Fax: (561) 355--6332
SOuth Office:
Southeast CoU1lty Complex
34S Congress Avenue
Defray Beach, Florida 33445
(561) 276--1350
Fax: (561) 276--1365
agreene@co.palm-beach.fl.us
"tin Ji9Wl1 ~f1
1I/fI/"m(lcf."~ Aeft'on J!rrrpklJ'C""
I
August 17, 2006
Henderson Tillman, Chair and Board Members
Boynton Beach Community Redevelopment Board
915 South Federal Highway
Boynton Beach, FL 33435
RE: IDtown Partners LLC - Heart of Boynton Community
Redevelopment Project MLK Corridor
Dear Chairperson Tillman:
It is without hesitation that I submit His letter in support of the Intown Partners
LLC application for redevelopment of the Heart of Boynton Beach Project.
Unfortunately, due to a conflict in my schedule, J arn unable to be present during
this evening's presentation.
Over the past four (4) years, the Intown Partners LLC has provided a stable
visibility and maintained a presence in the community to some of the County's
most challenged income residents~ I personally am very excited about this
opportunity to revitalize a long stagnant area of the City and lay the foundation
for transformation of the lives of the families by affording them the opportunity to
live, work, and play In the area. Intown Partners has also demonstrated the
indept financial stability to address the critical need of additional affordable
housing. Therefore, this is a great opportunity for the CRA, District Seven, the
City of Boynton Beach, Palm Beach County, and for South Florida.
Additionally, I am especially encouraged by the focus on community supportive
services such as a community center, police substation, neighborhood grocery
store, the amount of green space in the project, the preservation of the cultural
history of the neighborhood, just to name a few. These combined efforts so
astutely recognizes the value of helping families gain a sense of pride in their
surroundings. The twelve percentage of affordable housing ownership with
$30,000 by~down on those units leads to self-sufficiency. Without your support,
we could miss out on this opportunity to positively impact the lives of so many
people.
Therefore, I respectfully applaud the Intown Partners LLC revitalization effort and
truly believe that the vision that is outlimed will improve the quality of life for the
residents and the community as a whole.
Sincerely,
~~ ;e,1l~
Addie L Greene, CommissionerNice-Chairperson
Palm Beach County Board of County Commission, District VII
ALG:gw
Cc: eRA Board Members; LIsa Bright, Executive Director
......... "
MARINA VILLAGE
at BOYNTON BEACH
August 16,2006
Lisa Bright
CRA Director
Boynton Beach, FL
Dear Lisa,
As you may know, we are very close to completing Marina Village at Boynton Beach,
the first high-rise condominium in Boynton Beach. As previously discussed, The Related
Group is interested in participating in any additional development projects in Boynton
Beach. We particularly would like to be considered by the CRA and its Board Members
for the project know as The Heart of Boynton.
The Related Group has extensive experience in affordable housing developments not
only in South Florida, but through the U.S. With over 7,000 affordable housing units to
our name, we have been a leading developer in subsidized housing through Housing Tax
Credits and Section 8 Housing programs. Attached you will find a list of specific
developments built by The Related Group in the past 10 years.
Please do not hesitate to contact me with any questions or information you need. I look
forward to hearing from you soon.
Best reg(lJ'd( .
tlt~
~
Carlos Rosso
Vice- President
The Related Group
786-229-1631
640 E. Ocean Avenue
Suite 19
Boynton Beach, Florida 33435
T 561. 738.6568
F 561.738.6558
THE RELATED GROUP OF FLORIDA
DEVELOPMENT SUMMARY
As of July 2006
NUMBER OF UNITS
OUT OF
PROpeRTIeS UNDER DEVELOPMENT FLORIDA STATE TOTAL
AFFORDABLE
MARKET RATE
CONDO/SINGLE FAMILY 7,738 7.738
7.738 7.738
PROPERTIeS RECENTLY COMPLETED (2000 - 2005)
AFFORDABLE 208 208
MARKET RATE 4.833 4.833
CONDO/SINGLE FAMILY 8.124 8,124
13,165 13, 165
PROPERTIES DEVELOPED THROUGH DECEMBER 1999
AFFORDABLE 6,449 6,449
MARKET RATE 10.083 2,505 12,588
CONDO/SINGLE FAMILY 691 691
OUTSIDE MANAGEMENT/REHAB 8,000 8,000
25,223 2,505 27,728
COMBINED TOTALS
46,126
2,505
48,631
UPDA TED: 7A5106
THE RELATED GROUP OF FLORIDA
DEVELOPMENT SUMMARY
As of July 2006
PROPERTIES DEVELOPED THROUGH DECEMBER 1999
PROPERTY RELATED RELATED YEAR
PROJECTS LOCATION TYPE MANAGED OWNED # Units Completed
ARBORS/CROSSINGS 948 LAKE VICTORIA DR AFFORDABLE YES YES 770 1991
W. PALM BCH, FL 33411 561.793-7500
BelLA VISTA 7190 NW 179 ST. MARKET NO NO 352 1985
MIAMI, FL 33015 305-823-5944 (SOLD)
BISCA YNE PALM CLUB 15495 SW 288 ST, AFFORDABLE YES YES 114 1993
LEISURE CITY, Fl33033 305-245-6311 (SOLD)
BLACKSTONE APTS 800 WASHINGTON AVE. SUBSIDIZED YES NO 131 1987
MIAMI BEACH, FL 33139 305-534-4489 (SOLD)
BUENA VISTA 521 SW 6 ST~ SUBSIDIZED YES YES 21 1981
MIAMI, Fl33121 305--325-8136
CASA MARINA 8000 WEST DRIVE MARKET NO NO 162 1990
N, BAY VILLAGE, FL 33141 305-757-8474 (SOLD)
CIVIC TOWERS 1855 NW 15 AVE. SUBSIDIZED YES YES 196 1982
MIAMI, FL 33125 305-325-8136
COLONY LAKES 1500 E. MOWRY DR. AFFORDABLE NO YES 220 1991
HOMESTEAD, FL 33033 305-247-4200
CONGRESS BUILDING 111 NE 2 AVENUE AFFORDABLE YES YES 129 1999
MiAMI, FL
(plus 6,000 sq-ft of retail)
COURTS AT KENDALL 15490 SW 80 ST. MARKET NO NO 276 1988
MIAMI, FL 305-382-6600 (SOLD)
CUTLER RIVERSIDE 21630 SW 104 CT. AFFORDABLE NO YES 200 1988
MIAMI, FL 33190 305--232-7368
CUTLER VISTA 104690 SW 216 ST. AFFORDABLE NO YES 216 1989
MIAMI, FL 33189 305-256-1627
CUTlER HAMMOCK 10376 SW 212 ST~ AFFORDABLE NO YES 262 1990
MIAMI, FL 33190 305-256-9925
DEERFIELD 5390 NE 5 TERR. SUBSIDIZED NO NO 108 1985
POMPANO, FL 33064 954-421-0586 ( SOLD)
DIXIE APTS. 2920 SW 28 TERR. SUBSIDIZED NO YES 29 1987
MIAMI. FL 33145 305-325-8136
ENCLAVE AT aORAL 4300 NW 107 AVE. MARKET NO NO 258 1998
MIAMI, FL 33178 305-477-4577 (SOLD)
THE RELATED GROUP OF FLORIDA
DEVELOPMENT SUMMARY
As of July 2006
PROPERTIES DEVELOPED THROUGH DECEMBER 1999
PROPERTY RELATED RELATED YEAR
PROJECTS LOCATION TYPE MANAGED OWNED # Units Completed
ENCLAVE AT WINSTON 5501 WINSTON PK. BLVD. MARKET NO NO 278 1997
PARK COCONUT CREEK, FL 33063 (SOLD)
FALLS AT 201 RACQUETCLUB RD. AFFORDABLE NO YES 300 1994
BONAVENTURE FT. LAUDERDALE, FL 33326 954-389-1003
FERNANDO APTS. 901 SW 5 ST. SUBSIDIZED YES YES 32 1981
MIAMI, Fl33130 305-325-8136
GABLES GRAND 353 ARAGON AVE. MARKET YES NO 195 1998
PLAZA CORAL GABLES, FL 33134 (SOLD)
(plus 37,400 sq-ft. of retail)
GOLF VILLAS 5900 NW 46 TERR. MARKET YES YES 166 1986
TAMARAC, FL 33139 954-971-3565
GOLFSIDE VIlLAS 6850 NW 179TH STREET AFFORDABLE YES YES 194 1999
MIAMI, Fl
GRANADA GARDENS 2523 NW 136 ST. SUBSIDIZED NO YES 126 1983
OPA lOCKA, FL 33054 305--687-8055
HAINLIN Mill 10400 SW 216 ST. AFFORDABLE NO YES 144 1996
MIAMI, FL 33190 305-238-2620
HARBOR COURT 266 PENINSULA OR. #999 SUBSIDIZED YES YES 64 1983
HAINES CITY, FL 33844 941-422-4819 (SOLD)
ISLAND CLUB APTS 770 CLAUGHTON ISLAND DR MARKET NO NO 300 1991
MIAMI, FL 33131 305-371-7771 (SOLD)
KENDALL 1 PLAZA 8603 S. DIXIE HWY. MARKET NO NO N/A 1987
(119,000 sq-ft commercial/retail) (SOLD)
LA COSTA 801 NW 47 AVE. MARKET NO NO 352 1982
MIAMI, FL 33126 305-446-7995 (SOLD)
LA COSTA (NAPLES) 3105 LA COSTA CIRCLE MARKET NO NO 276 1998
NAPLES, FL 34108 941-435-4555 (SOLD
LAKES AT DEERFIELD 1100 S. MILITARY TRAIL MARKET YES YES 212 1993
DEERFIELD BCH., FL 33442 954-574-9969
LAKES AT JACARANDA 10789 CLEARY BLVD. MARKET NO NO 340 1990
PLANTATION, FL 33324 (SOLD)
LAKES AT PEMBROKE 9000 SHERIDAN MARKET NO NO 296 2002
PEMBROKE PINES, FL 33324 954-433-81 00 (SOLD)
THE RELATED GROUP OF FLORIDA
DEVELOPMENT SUMMARY
As of July 2006
PROPERTIES DEVELOPED THROUGH DECEMBER 1999
PROJECTS
LOCATION
PROPERTY RELATED RELATED YEAR
TYPE MANAGED OWNED # Units Completed
LAKES AT WELLEBY 7000 NOB HILL RD. MARKET NO NO 320 1989
SUNRISE, FL 33351 954-748-6059 (SOLD)
LAKESIDE VILLAS 15410 SW 75 CIRCLE LN. MARKET YES YES 224 1986
MIAMI, FL 33193 305-386-4344
LAUREL CLUB AT 10235 BOCA ENTRADA BLVD, MARKET NO NO 448 1990
BOCA ENTRADA BOCA RATON, FL 33428 561-488-1028 (SOLD)
LOS ALTOS 311 LOS ALTOS WAY MARKET NO NO 328 1990
AL TAMONTE SPRG, FL 32714 407-788-8778 (SOLD)
LUDLUM GARDENS 4450 SW 67 AVE. SUBSIDIZED NO YES 90 1987
MIAMI, FL 33164 305-325-8136 (SOLD)
MAR BELLA CLUB 7050 NW 179 ST. MARKET NO NO 504 1986
MIAMI, FL 33015 305-557-8485 (SOLD)
MEADOWGREEN 1955 WEST 54 ST. SUBSIDIZED YES YES 119 1981
HIALEAH, FL 33012 305-821-6341
MIAMI COURT 1442 NE MIAMI CT. SUBSIDIZED NO NO 30 1981
MIAMI, FL 33132 305-534-4489 (SOLD)
MIAMI RIVER YACHT 1725 NW N, RIVER DR MARKET YES YES 164 1987
CLUB MIAMI, FL 33125 305-326-8800
NEW HORIZONS 690 NW 60 ST. SUBSIDIZED YES YES 101 1980
MIAMI, FL 33127 305-687-8055
ORLANDO APTS. 458 NW 4 ST. SUBSIDIZED YES YES 24 1981
MIAMI, FL 33120 305-534-4489
PALM LAKE APTS. 2615 NW 115 ST. SUBSIDIZED YES YES 300 1983
MIAMI, FL 33167 305-687-8055
POLYNESIAN VILlAGE 50 NE 6 AVE. SUBSIDIZED NO YES 84 1988
HOMESTEAD, FL 33030 305-248-4958 (SOLD)
RENAISSANCE CENTER STATE RD 436 & HATTAWAY MARKET NO NO N1A 1990
(261,000 sq-ft commercial) (SOLD)
RIVERWALK I 330 NW 18 AVE. AFFORDABLE NO YES 123 1993
HOMESTEAD, FL 33033 305-245-7100
RIVERWALK II 330 NW 18 AVE. AFFORDABLE NO YES 112 1993
HOMESTEAD. FL 305-245-0700
THE RELATED GROUP OF FLORIDA
DEVELOPMENT SUMMARY
As of July 2006
PROPERTIES DEVELOPED THROUGH DECEMBER 1999
PROJECTS
LOCATION
PROPERTY RELATED RELATED YEAR
TYPE MANAGED OWNED # Units Completed
RONEY PLAZA 2301 COLLINS AVE. MARKET NO NO 1,162 1984
MIAMI BEACH, FL 305-531-8811 (SOLD)
(plus 101,000 sq-ft commercia/retail)
ROYAL COAST 9001 SW 156 ST. AFFORDABLE NO YES 174 1993
MIAMI, FL 33157 305-232-9494
RUSS ALLEN 1550 WEST 44 PL. SUBSIDIZED YES YES 74 1982
HIAlEAH. FL 33012 305-821-6341
S1. JAMES CLUB 3201 CLINT MOORE RD. MARKET NO NO 224 1992
BOCA RATON, FL 561-241-1224 (SOLD)
ST. ANDREWS AT BONAVENTURE BLVD. MARKET NO NO 208 1998
BONAVENTURE FT. LAUDERDALE, FL (SOLD)
ST. ANDREWS AT 2701 ROCK ISLAND DR. MARKET NO NO 208 1989
CAROLINA MARGA TE, FL 33063 954-344-9800 (SOLD)
ST. ANDREWS PLACE MARKET NO NO 332 1991
MIRAMAR, FL (SOLD)
ST. ANDREWS AT 1000 SW 46 AVE. MARKET NO NO 208 1996
PALM AIRE POMPANO BCH, FL 33069 954-972-1818 (SOLD)
ST. ANDREWS AT 1709 VILLAGE BOULEVARD MARKET NO NO 200 1992
PALM BEACH LAKES W. PALM BEACH, FL (SOLD)
ST. ANDREWS AT 11 NW 45 AVE. MARKET NO NO 200 1989
QUIET WATERS DEERFIELD BCH, FL 33442 954-360-7368 (SOLD)
S1. ANDREWS AT 5400 LYONS RD. MARKET NO NO 284 1996
WINSTON PARK COCONUT CREEK, FL 33063 954-426-0909 (SOLD)
SEAGRAPE 243 NE 12 AVE. SUBSIDIZED NO YES 112 1988
VILLAGE HOMESTEAD. FL 33030 305-248-4958 (SOLD)
SHEP DAVIS 220 23RD ST. SUBSIDIZED YES YES 49 1982
MIAMI BEACH. FL 33139 305-534-4489
SILVER BLUE lAKE 10601 NW 17 AVE. SUBSIDIZED NO YES 123 1986
MIAMI, FL 33147 305-821-6341 (SOLD)
STAR CREEK I 361 NE 191 ST. MARKET NO YES 144 1985
N. MIAMI, FL 33179 305-652-0206 (SOLD)
THE RELATED GROUP OF FLORIDA
DEVELOPMENT SUMMARY
As of July 2006
PROPERTIES DEVELOPED THROUGH DECEMBER 1999
PROJECTS
STAR CREEK II
LOCATION
361 NE 191 ST.
N. MIAMI, FL 33179
PROPERTY
TYPE
AFFORDABLE
30~52-0206
RELATED RELATED
MANAGED OWNED
NO YES
# Units
170
(SOLD)
YEAR
Completed
1987
SOUTH DADE VARIOUS ADDRESSES SUBSIDIZED NO YES 144 1992
DADE COUNTY, FL 305-248-4958
STRATFORD 9051 SW 122 AVE. MARKET NO NO 244 1993
MIAMI, FL 33186 305-271-1884 (SOLD)
SUNSET LANDINGS 7417 SW 152 AVE. MARKET YES YES 208 1986
MIAMI, FL 33193 305-386-5736
T M ALEXANDER 1400 NW 19 ST. SUBSIDIZED YES YES 151 1984
MIAMI, FL 33125 305-325-8136
TEAL POINTE 151 SE 8 ST. AFFORDABLE NO YES 45 1993
HOMESTEAD, FL 33030 305-245-6452
THE YACHT CLUB AT 19777 E COUNTRY CLUB DR MARKET NO NO 430 1996
AVENTURA AVENTURA, FL 33180 305-682-0404 (SOLD)
THE YACHT CLUB AT 3600 S. OCEAN BLVD MARKET NO NO 200 1998
HIGHLAND BEACH HIGHLAND BEACH, FL 561-274-3633 (SOLD)
THE YACHT CLUB AT 177 YACHT CLUB WAY MARKET NO NO 380 1996
HYPOLUXO HYPOLUXO, FL 33462 561-586-7368 (SOLD)
VILLAS OF CAPRI 7725 TARA CIRCLE AFFORDABLE YES YES 235 1998
NAPLES, FL 34104 941-4554600
WALDEN POND VILLAS 20880 NW 7 A VE~ AFFORDABLE NO YES 290 1995
MIAMI, FL 33169 305-653-4057
WEST BRICKELL APTS. 955 SW 2 AVE. AFFORDABLE YES YES 130 1996
MIAMI, FL 33130 305-250-9955
WINCHESTER GARDENS 16000 SW 304 ST. AFFORDABLE NO YES 117 1996
HOMESTEAD, FL 33030 305-248-9899
WOODLAKE 1749 JOG RD. AFFORDABLE YES YES 224 1998
WEST PALM BCH. FL 33411 561-471-5889
WOODSDALE OAKS 2573 NW 49 AVE. AFFORDABLE NO YES 172 1990
LAUDERDALE LAKES 33313 954-485-0392
THE RELATED GROUP OF FLORIDA
DEVELOPMENT SUMMARY
As of July 2006
PROPERTIES RECENTLY COMPLETED (2000 - 2005)
PROPERTY RELATED RELATED #OF YEAR
PROJECTS LOCATION TYPE/PHONE MANAGED OWNED UNITS Completed
AQUAZUL 1600 S. OCEAN DRIVE BLVD. CONDO YES YES 80
LAUDERDALE BY THE SEA, 2004
AVENTURA MARINA CONDO YES YES 126 2005
PHASE I AVENTURA,FL
BEACHWAlK 17200 COLLINS AVENUE CONDO YES YES 260 2005
SUNNY ISLES, FL
BOCA GRAND 59 S, FEDERAL HIGHWAY CONDO YES YES 164 2004
BOCA RATON, FL
(plus 20,000 sq-ft of retaiQ
CITYHOMES FLORIDA AVENUE TOWNHOMES YES YES 41
W. PALM BEACH, FL 2004
CITYPLACE TOWER OKEECHOBEE ROAD MARKET YES YES 314 2005
SOUTH W. PALM BEACH, FL
1800 CLUB CONDO YES YES 469 2005
MIAMI, FL
HALLANDALE BEACH 1820 S. OCEAN DRIVE CONDO YES YES 1253 2005
CLUB HALLANDALE BEACH, FL
(Tower 1-386 units I Tower 11-481 units I Tower 111.386 units)
HIBISCUS I EL PRADO CONDO YES YES 304 2005
W. PALM BEACH, FL
ICON 450 ALTON ROAD CONDO YES YES 289 2005
MIAMI BEACH, FL
LAS OLAS BEACH 101 S. FT, LAUD. BCH, BLVD CONDO YES YES 148 2005
CLUB FT. LAUDERDALE, FL
MARINA VILLAGE 743 NE 1 ST STRET CONDO YES YES 338 2005
@ BOYNTON BEACH BOYNTON BEACH, FL TOWNHOMES 11
(plus 25,600 sq, ft~ retaiV38 slip marina)
MURANO AT 1000 SOUTH POINTE DRIVE CONDO YES YES 189 2001
PORTOFINO MIAMI BEACH, FL
MURANO GRANDE 400 ALTON ROAD CONDO YES YES 270 2003
MIAMI BEACH, FL
NIGHTHAWK WHIPPORWHILL MARKET YES YES 218 N/A
NAPLES,FL
THE RELATED GROUP OF FLORIDA
DEVELOPMENT SUMMARY
As of July 2006
PROPERTIES RECENTLY COMPLETED (2000 - 2005)
PROPERTY RELATED RELATED #OF YEAR
PROJECTS LOCATION TYPE/PHONE MANAGED OWNED UNITS Completed
2080 OCEAN DRIVE 2065 S. OCEAN BLVD CONDO YES YES 233 2002
HALLANDALE BEACH, FL
OCEAN ONE 19250 COLLINS AVENUE CONDO YES YES 241 1999
N. MIAMI BEACH, FL
OCEAN TWO 191 ST & COLLINS AVE. CONDO YES YES 254 2001
N. MIAMI BEACH, FL
OCEAN THREE 189 COLLINS AVENUE CONDO YES YES 215 2003
MIAMI BEACH, FL
ONE MIAMI 100 CHOPIN PLAZA CONDO YES YES 900 2005
MIAMI, FL
(plus xxxx sq-ft retait I xxxx sq-ft office)
PORTOFINO TOWER SOUTH POINTE CONDO N/A NO 228 2000
MIAMI BEACH, FL
SANTA CLARA NW 12TH AVE & NW 20TH ST AFFORDABLE YES YES 208 2003
(METRORAIL STATION) MIAMI. FL
ST. ANDREWS AT 7800 SONOMA SPRINGS CIR MARKET YES YES 264 2000
BOYNTON BEACH BOYNTON BEACH, FL
ST. ANDREWS AT 3984 GOLDENROD ROAD MARKET YES YES 384 2002
JENSEN BEACH JENSEN BEACH, FL
ST. ANDREWS AT NOB HILL ROAD MARKET YES YES 300 2004
KINGSPOINT TAMARAC, FL
ST. ANDREWS AT THE 11700 ST. ANDREWS PLACE MARKET YES YES 200 2000
POLO CLUB WELLINGTON, FL (SOLD)
THE ENCLAVE AT 2001 RENAISSANCE PKWY MARKET YES YES 344 2000
MIRAMAR MIRAMAR, FL (SOLD)
THE ENCLAVE 1295 WILDWOOD LKS BLVD MARKET YES YES 380 2001
AT NAPLES NAPLES, FL (SOLD)
THE LOFTS 234 NE 3RD STREET CONDO YES YES 197 2005
MIAMI, FL
THE MARK AT 616 CLEARWATER PARK RD MARKET YES YES 186 2003
CITYPLACE W. PALM BEACH, FL 33401 (SOLD)
THE MARK ON 1155 BRICKELL BAY DRIVE CONDO YES YES 359 2001
BRICKELL MIAMI, FL
THE RELATED GROUP OF FLORIDA
DEVELOPMENT SUMMARY
As of July 2006
PROPERTIES RECENTLY COMPt-ETEO (2000 - 2Q05)
PROPERTY RELATED RELATED #OF YEAR
PROJECTS LOCATION TYPE/PHONE MANAGED OWNED UNITS Completed
THE MOORINGS 800 N. DIXIE HIGHWAY CONDO YES YES 378 2005
@ LANTANA LANTANA, FL
{plus 23,708 sq-ft commercial and retail}
THE PRESERVE AT 4804 N. STATE ROAD 7 MARKET YES YES 272 2000
COCONUT CREEK COCONUT CREEK, FL
THE PRESERVE AT 10720 N. PRESERVE WAY MARKET YES YES 344 2002
MIRAMAR LAKES MIRAMAR, FL
THE RESERVE AT 1140 RESERVE WAY MARKET YES YES 300 2002
NAPLES NAPLES, FL
THE RESIDENCES 720 SAPODILLA AVENUE MARKET YES YES 502 2000
@ CITYPLACE W. PALM BCH, FL TOWNHOMES 51
CONDO APARTMENTS 33
(plus 600,000 sq-ft retail/600,000 sq-ft office and 375 hotel units)
THE RESIDENCES AT 4250-4251 SALZEDO STREET MARKET YES YES 120 2003
THE VILLAGE OF CORAL GABLES, FL
MERRICK PARK (plus 35,000 sq-ft of re\aiU 500 space garage)
THE RESIDENCES AT MIRAMAR BOULEVARD MARKET YES YES 348 2004
MIRAMAR MIRAMAR, FL
THE SLADE 1551 W. FLAGLER DRIVE CONDO YES YES 194 2004
W. PALM BEACH, FL
VILLA LOFTS CONDO YES YES 38 2005
W. PALM BEACH, FL
THE VENTURE BISCAYNE BLVD/180TH ST. CONDO YES YES 500 2005
@ AVENTURA A VENTURA, FL
(plus +/- 18,000 sq-ft retaH)
THE YACHT CLUB AT 1111 BRICKELL BAY DR. MARKET YES YES 357 1999
BRICKELL MIAMI, FL 33131 305-373-7933 (SOLD)
THE YACHT CLUB AT 90 ALTON ROAD CONDO YES YES 361 1999
PORTOFINO MIAMI BEACH, FL 33139
THE RELATED GROUP OF FLORIDA
DEVELOPMENT SUMMARY
As of July 2006
PROPERTIES UNDER DEVELOPMENT
PROJECTS
APOGEE
AVENTURA MARINA
PHASE II
500 BRICKELL
BRICKELL STATION
HARBOUR HOUSE
ICON BRICKELL
TOWER I
ICON BRICKELL
TOWER II
ICON BRICKELL
TOWER III
ICON LAS OLAS
OASIS FT. MYERS
OASIS ON THE BAY
OCEAN FOUR
ST. REGIS
BAL HARBOUR
TOR
THE LOFTS-PHASE II
PROPERTY RELATED RELATED
TYPE MANAGED OWNED
LOCATION
800 SOUTH POINTE DRIVE
MIAMI BEACH, FL
CONDO
YES
CONDO
YES
AVENTURA, FL
500 BRICKELL AVENUE
MIAMI, FL
CONDO
YES
CONDO
YES
MIAMI, FL
CONDO
YES
MIAMI BEACH
495 BRICKELL AVENUE
MIAMI, FL
CONDO
YES
495 BRICKELL AVENUE
MIAMI, FL
CONDO
YES
495 BRICKELL AVENUE
MIAMI, FL
COND'O
YES
500 EAT LAS OLAS BLVD
FT. LAUDERDALE, FL
CONDO
YES
2901 FRIERSON STREET CONDO
FT. MYERS, FL
(plus 15.000 sq-ft retail plus XXX dry clock boat slips)
# UNITS
YES 67
(COMPLETION DATE 2007)
YES
252
YES 633
(COMPlETION DATE 20(6)
YES
232
YES
YES 560
(COMPLETION DATE 2008)
YES 560
(COMPLETION DATE 2009)
YES 507
(COMPLETION DATE 2004)
YES 272
(COMPLETION DATE 2(08)
YES YES 1079
(COMPLETION DATE 2007-2010)
79TH STREET CONDO
MIAMI, Fl
(South T OW1iIr - 217 units I East Tower - 258 units)
YES YES 475
(COMPLETION DATE 2008)
COLLINS AVE.
MIAMI BEACH. FL
CONDO
YES
9701 COLLINS AVENUE
BAL HARBOUR, FL
CONDO YES
HOTEUCONDO
FRACTIONAL
16001 COLLINS AVENUE CONDO
SUNNY ISLES BEACH, FL
(Tower 1 - 271 units I Tower 2.271 units I Tower 3 - 271 units)
YES
CONDO
YES
MIAMI, FL
YES
281
YES 271
222
18
(COMPlETION DATE 2009)
YES 813
(COMPlETION DATE 20(8)
YES 496
(COMPLETION DATE 20(6)
THE RELATED GROUP OF FLORIDA
DEVELOPMENT SUMMARY
As of July 2006
FOR SALE PROPERTIES DEVELOPED THROUGH DECEMBER 1998
PROPERTY RELATED RELATED YEAR
PROJECTS LOCATION TYPE MANAGED OWNED # Units Completed
BAREFOOT BEACH 601 TELY BEACH BLVD. CONDO NJA NO 318 1990
BONITA SPRG, FL 33923 (SOLD)
THE FOUNTAINS SINGLE FAMILY N/A NO 90 1992
MIAMI LAKES, FL (SOLD)
LA CROSSE HOMES 10520 PEBBLE COVE LN. SINGLE FAMILY N/A NO 52 1990
BOCA RATON, FL 33498 (SOLD)
RIVERBEND HOMES 199 N. NEW RIVER CIRCLE SINGLE FAMILY N/A NO 152 1990
SUNRISE, FL (SOLD)
THE SANCTUARY AT TAMPA, FL SINGLE FAMILY N/A NO 79 1990
TAMPA PALMS (SOLD)
PROJECTS DEVELOPED BY AFFILIATED COMPANIES (OUT OF STATE)
DEERWOOD CORONA, CA MARKET NO NO 316
(SOLD)
GLEN COVE VALLEJO, CA MARKET NO NO 256
(SOLD)
MONTEVISTA AUSTIN, TX MARKET NO NO 348
(SOLD)
RIVER OAKS SAN JOSE, CA MARKET NO NO 244
(SOLD)
ST. ANDREWS ARLINGTON, TX MARKET NO NO 226 1995
RIVER PARK - GREENOAKS (SOLD)
STRATFORD A TLANT A, GA MARKET NO NO 269
(SOLD)
THE DOMINION AT DALLAS, TX MARKET NO NO 150 1995
TURTLE CREEK - CARLISLE (SOLD)
WATERVIEW I UNIVERSITY OF TEXAS STUDENT HSG NO YES 200 1996
DALLAS, TX
WATERVIEW II UNVERSITY OF TEXAS STUDENT HSG NO YES 200 1996
DALLAS, TX
WATERVIEW III UNIVERSITY OF TEXAS STUDENT HSG NO YES 200 1996
DALLAS, TX
WATERVIEW IV UNIVERSITY OF TEXAS STUDENT HSG NO YES 96 1996
DALLAS, TX
STATE: New York
Site Name City State I of Units Pro-- Type
Armory Place Condo New York NY 3 Condo
Armory Plaza White Plains NY 52 Section 8-E
Astor Place New York NY 39 Market
Bradhurst Court New York NY 128 Co-op
Burt Farms I Apartments Warwick NY 51 Section 8-E
Burt Farms II Apartments Warwick NY 50 Section 8-E
Canal Lock Apartments Ellenville NY 52 Section 8
Carnegie Park New York NY 460 80/20 BOND; 20% Sect. 8
The Cedars Walden NY 89 Section 8
Cedarwood Apts. Rochester NY 200 L1HTC
The Chatham New York NY 94 Condo
Country Gardens Wood ridge NY 58 Section 8-E
East 53rd Street New York NY 22 Market
East 95th Street New York NY 19 L1HTC
Ebony Gardens Mt. Vernon NY 144 Section 8
The Edison New York NY 25 L1HTC
French Apartments New York NY 175 Section 8
The Gateways Far Rockaway NY 364 Section 8
Gerard Court Bronx NY 126 L1HTC
Green Acres Apartments Fredonia NY 101 Section 8
Haverstraw Place Haverstraw NY 89 L1HTC-E
The Highlands Geneseo NY 89 Section 8
John Crawford Apartments Monticello NY 96 Section 8-E
The Lyric New York NY 285 75/25 L1HTC
Machackemach Village Port Jervis NY 51 Section 8
Manhattan Plaza New York NY 1689 See 8/Mitchell Lama
Maplewood Gardens Spring Valley NY 51 Section 8
The Monterey New York NY 522 80/20 L1HTC
North Park Apartments New York NY 123 Section 8
Ocean Park Apartments Far Rockaway NY 602 L1HTC/Sec 236
One Central Park New York NY 134 Condo
One Carnegie Hill New York NY 264 80/20 L1HTC
One Carnegie Hill New York NY 200 Coop
Overlook Apartments Middletown NY 100 Section 8
Park Imperial New York NY 130 Condo
Pine Harbor Apartments Buffalo NY 208 Section 236
River Court Bronx NY 126 LlHTC
River Pointe Apartments Riverhead NY 135 Section 8
Riverwalk Place Roosevelt Island NY 230 Condo
STATE: New York (can't)
South East Towers Middletown NY 107 Section 236-E
Southport Mews Apartments Portchester NY 65 Section 8
Southtown #2 Roosevelt Island NY 136 MARKET
Spring Creek Gardens Brooklyn NY 582 L1HTC
The Strathmore New York NY 180 80/20 L1HTC
Sycamore Green Rochester NY 195 Section 8
Tall Oaks Apartments Middletown NY 150 Section 236
The Tate New York NY 313 80120 L1HTC
Terrific Tenements New York NY 88 Section 8
Tiffany Mews Brooklyn NY 70 L1HTC
Tribeca Park New York NY 396 80/20 L1HTC
Tribeca Tower New York NY 440 80/20 L1HTC
Tribeca Green New York NY 274 80/20 Bond
Union Square New York NY 240 80/20 L1HTC
Ventura Apartments New York NY 246 MARKET
Walnut Hill Apartments West Haverstraw NY 180 Section 236/L1HTC
Warren Knolls Haverstraw NY 97 Section 8-E
West Haverstraw West Haverstraw NY 100 Section 8-E
The Westminster New York NY 254 80/20 lIHTC
The Westport New York NY 371 80/20 L1HTC
West 45th Street New York NY 8 MARKET
West 105th Street New York NY 11 L1HTC
West 135th Street New York NY 9 L1HTC
Number of Sites: 65
Number of Units: 12,760
STATE: Pennsylvania
Site Name
C
Pittsburgh
1
97
State
PA
t# of Units
97
Section 8
Hazelwood Towers
Number of Sites:
Number of Units:
STATE: Texas
Site Name CitY State # of Units Program Type
Northgate Apartments Dallas TX 168 Section 8
Shiloh Apartments Dallas TX 168 Section 8
Number of Sites: 2
Number of Units: 336
I____a ...
STATE: Michigan
Site Name City State # of Units Program Type
Lansing Manor Lansing MI 100 Section 8
Number of Sites: 1
Number of Units: 100
STATE: New Jersey
Site Name City State ## of Units P Type
Centennial Courts Wharton NJ 101 L1HTC-E
Essex Phoenix Mills Apartments Paterson NJ 145 Section 8
Hampshire House Apartments East Orange NJ 116 Section 8
Heritage House East Orange NJ 205 Section 8-E
Highgate Apartments Atlantic City NJ 162 L1HTC
Irvington Garden Apartments Irvington NJ 39 Section 8
Lakeside Apartments Woodbury NJ 96 Section 8
Livingston Homes Newark NJ 82 Section 8
Marina Club Atlantic City NJ 218 Condo
Oak Park Apartments Roselle NJ 254 Section 8
Somerset Homes Newark NJ 38 Section 8
Wood lake Apartments Woodbury NJ 148 Section 8
Number of Sites: 12
Number of Units: 1,604
STATE: Florida
Site Name City State I '# of Units Program Type
Hainlin Mills Miami FL 144 L1HTC
Royal Coast Miami FL 174 L1HTC
Walden Pond Miami FL 290 L1HTC
Winchester Gardens Homestead FL 117 L1HTC
Woodsdale Oaks Fort Lauderdale FL 172 L1HTC
Number of Sites: 5
Number of Units: 897
STATE: Georgia
SIte Name City State .. of Units Program Type
Orchard Mills Apartments Austell GA 238 80/20 L1HTC
Clarkston Station Clarkston GA 356 L1HTC
Number of Sites: 2
Number of Units: 594
STATE: Illinois
Site Name City State ., of Units Program Type
Amber Manor De Kalb IL 228 L1HTC
Campbell Terrace Chicago IL 249 Section 8
Highlands Tudor Manor Chicago IL 87 L1HTC-E
Humboldt Ridge I Chicago IL 50 L1HTC
Humboldt Ridge II Chicago IL 50 L1HTC
Lake Lane Apartments Chicago IL 93 L1HTC
Madison Park Place Springfield IL 150 L1HTC/HOPE VI
Madison Renaissance Chicago IL 30 L1HTC
Marquise Apartments Chicago IL 66 L1HTC
Orlando Apartments Decatur IL 87 Section 8
Poplar Place Springfield IL 282 L1HTC
River West Peoria IL 153 L1HTCIHOPE VI
Roosevelt Square Chicago IL 184 L1HTC
Sandwich Manor Sandwich IL 90 Housing Authority of the
f n~k;:tlb 0)
Sheridan Park Chicago IL 102 L1HTC
Southem Hills Decatur IL 125 Section 8
Universal City Chicago IL 160 Section 8/LIHTC
Number of Sites: 17
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Related Management
Residential Sites by State
STATE: California
Site Name City State # of Units Program Type
Alice Court Laguna Beach CA 27 L1HTC
Coronado Terrace San Diego CA 312 L1HTC
EI Rancho Verde San Jose CA 700 L1HTC
Fillmore Marketplace San Francisco CA 120 lIHTC
Harbor Village Apartments Los Angeles CA 400 L1HTC
Hermosa Village Anaheim CA 463 LlHTC
Hillview Glen Apartments San Jose CA 138 L1HTC
Jean C. McKinney Manor San Diego CA 50 L1HTC
Las Brisas Apartments Cudahy CA 100 L1HTC
Lion Creek Crossing Oakland CA 115 L1HTC
Linden Manor Riverside CA 192 L1HTC
Bayview Landing Newport Beach CA 120 L1HTC
Noble Tower Oakland CA 195 Section 8/LIHTC
Northpointe Apts. Long Beach CA 528 L1HTC
Oak Village Oakland CA 117 SECTION 8/L1HTC
Parkside Glen San Jose CA 180 L1HTC
Paseo Village Anaheim CA 176 L1HTC
Summercrest Apts. National City CA 372 SECTION 8/LIHTC
Somerset Glen La Mirada CA 161 L1HTC-E
The Paramount San Francisco CA 486 80/20 BOND
Village Heights Santa Ana Heights CA 75 L1HTC
Vista Alicante Los Angeles CA 100 L1HTC-E
Vista Angelina Los Angeles CA 108 L1HTC
Vista Terrace San Ysidro CA 262 SECTION 8/LIHTC
Willow Glen San Jose CA 135 L1HTC
Windsor Court/Stratford Place Westminster CA 86 L1HTC
Number of Sites: 26
Number of Units: 5,718
STATE: Connecticut
Site Name City State # of Units Program Type
Augustus Manor Stamford CT 105 Section 8 - E
Casa Nueva Apartments Hartford CT 79 Section 8
Mapleview Towers Apartments Stamford CT 101 Section 8 - E
Market Square Apartments Newington CT 76 Section 8 - E
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