a oWn Presented by the Frenchtown Rede - . ment Partners, LLC. THE CONTENTS HEREIN ARE THE EXCLUSIVE INTELLECTUAL PROPERTY OF THE FRENCHTOWN REDEVELOPMENT PARTNERS, LLC. NO PERMISSION, EXPRESSED OR OTHERWISE, IS GRANTED TO ANY THIRD PARTY TO USE, FORWARD, COPY OR RE-ENGINEER THE BUSINESS CONSTRUCTS DEPICTIONS CONTAINED WITHIN THIS COMMERCIALLY SENSITIVE DOCUMENT. Master Planning and Urban Design: Table of Contents 04 Project Background 10 Frenchtown Redevelopment Initiative 12 Project Elements 24 Mobilizing Capital for the Frenchtown Revitalization 26 The Bethel Story 31 Frenchtown Redevelopment Project Approach 32 Frenchtown Redevelopment Project Area 33 Frenchtown Redevelopment Partners, LLC. Leadership Team 38 Frenchtown Redevelopment Professional Project Staff Frenchtown is central in Tallahassee Geographically it’s a short walk to Downtown and a short bike-ride to Midtown and the universities. Historically its establishment can be traced back to the antebellum period. And functionally it was and will be a mixed-use hub for the benefit of the greater community. Daddy Twofoot, “Free Bill Johnson” rally, 1971 Robinson Trueblood Swimming Pool, 1950s Tennessee and Copeland Streets, 1959 Project Background The Frenchtown area of Tallahassee was originally settled in 1831 by settlers who moved to Florida from France and established one of the first true neighborhoods in Tallahassee. The French settlers’ relocation to Frenchtown was driven in large measure by a 1825 Lafayette Land Grant which gave Gilbert du Motier (Marquis de Lafayette), a major-general in the Continental Army under George Washington during the American Revolutionary War, a township in the U.S. of his choice for his help in the war. After the Civil War, Frenchtown became a residential area mainly inhabited by newly emancipated slaves. Economic distress in inner-city areas such as Frenchtown and South City is one of the most pervasive issues facing our nation. A dearth of viable businesses and jobs in disadvantaged urban areas fuels not only a devastating cycle of poverty but also other crippling and seemingly intractable social problems, such as drug abuse, violence and crime. Throughout the years of segregation, Frenchtown evolved into a self-contained neighborhood that housed flourishing grocery stores, retail facilities, professional service providers, and schools. It engendered a cohesive community and quickly became the focal point of African-American culture in North Florida. In its heyday from 1940 through 1960, Frenchtown became the economic, social and commercial “hub” for blacks in the region. As racial desegregation became the law of the land in the 1960’s, African American schools closed and the Frenchtown community experienced significant urban flight. It began to swiftly spiral downward as long-time residents moved out of the community and took their financial base to other areas. Businesses withered and died and the once-bustling social and economic epicenter became a haven for poverty, crime, and despair. Frenchtown’s resurgence began in 2005, with the construction and location of the Tallahassee-Leon County Renaissance Service Center in Frenchtown and has followed a path of economic revitalization since. 2005 also witnessed the groundbreaking for Carolina Oaks, a 25-unit single-family subdivision in the heart of Frenchtown. Carolina Oaks resulted from a public-private collaboration between the City of Tallahassee and Bethel Missionary Baptist Church: the first designed mixed income subdivision in Tallahassee. And, as the inner cities continue to deteriorate, the debate on how to produce sustainable growth and economic vitality grows increasingly acrimonious. Despite Frenchtown’s obvious assets (centralized location, etc.), many obstacles continue to impede redevelopment of the area:  decaying physical conditions;  poor customer and investor perceptions of the neighborhood;  difficulties in coordinating the actions of property owners, businesses, and local government;  a business environment that is sometimes more costly and complex than in other locations;  limited capacity and quality of businesses serving the area; and  limited access to capital. The efforts of the past to comprehensively revitalize Frenchtown have produced mixed results, at best. The establishment of a sustainable economic base—along with employment opportunities, wealth creation, role models, and improved local infrastructure—still eludes it as a community, despite the investment of substantial public resources. Past efforts have been directed by a social model built around meeting the needs of individuals. “Aid” to inner cities has largely come in the form of relief programs such as income assistance, housing subsidies and repairs, business façade improvements, sidewalks and lighting, all of which address highly evident—and real—social needs. However, programs aimed more directly at economic development have been disjointed and mostly ineffective. These piecemeal approaches have usually taken the form of subsidies, preference programs, or expensive efforts to stimulate economic activity in peripheral fields such as housing, real estate, and neighborhood development. Absent an overall strategy, such programs have treated Frenchtown as an island isolated from the surrounding economy and subject to its own unique laws of competition. They have encouraged and supported small businesses designed to serve the Frenchtown or South City communities exclusively, but ill equipped to harness even those communities’ own spending power, much less export it. Otherwise stated, this social model has inadvertently undermined the creation of economically viable businesses. Without such businesses and the jobs they create, the social problems will persist and possibly even worsen. It is now time to accept the fact that revitalizing Frenchtown will require a fundamentally different approach. While social programs will continue to play a critical role in meeting human needs and improving education, they must support—and not undermine—a coherent economic strategy. The question we should be asking is how inner-city-based businesses and nearby employment opportunities for inner city residents can truly proliferate and grow. A sustainable economic base can be created in Frenchtown, but only if it is created as created elsewhere in Tallahassee: through private, for-profit initiatives and investment based on economic self-interest and genuine competitive advantage, not through artificial inducements, charity, or governmental mandates. The time has also come to stop trying to cure Frenchtown’s ills by perpetually increasing social investment and expecting economic activity to follow. In its place, an economic model must begin with the premise that Frenchtown businesses should be profitable and positioned to compete on a local or even larger scale. These businesses should be capable not only of serving the Frenchtown community, but also capable of exporting goods and services to the surrounding economy or otherwise give outsiders a reason to come to Frenchtown. The cornerstone of such a model is to identify and exploit the competitive advantages (e.g., strategic location, proximity to the downtown business district and universities, and external and internal market demand) of an inner city community like Frenchtown that will translate into truly profitable businesses and wealth transfers. Even though average incomes of inner city communities such as Frenchtown and South City are relatively low, high population density translates into an immense market with substantial purchasing power. At a time when most other markets are saturated, inner city markets remain poorly served—especially in retailing, financial services, healthy food options and personal services. There can be little doubt that once a few forward-thinking entrepreneurs begin to recognize and understand the profit potential of this large underdeveloped, underserved, untapped market, businesses will incubate and multiply rapidly. These communities will represent a major growth market of the future, for those businesses with sufficient business knowledge to understand and embrace market segmentation directed at effectively integrating such communities into the broader local economy. Increasingly, cities across America are beginning to recognize that sprawling growth patterns, which have shaped the American landscape for the past several decades, are neither sustainable nor desirable. Lengthy commutes, over-utilized public facilities, increasing infrastructure costs, loss of open space and other valued community resources, and even reduced physical activity and community health are typically associated with such patterns. More and more, cities are focusing on developing “passed-over” parcels within developed areas and maximizing use of existing public facilities and urban spaces. Many communities have adopted urban growth boundaries that restrict the amount of land outside of urban centers that is available for urban development. The reduced land supply has created new interest in redevelopment opportunities in central and suburban cities alike. Redevelopment is the process of developing vacant or underutilized parcels within existing urban areas that are already largely developed which, for various reasons, have been passed over in the normal course of urbanization. Ideally, redevelopment involves more than the piecemeal development of individual lots. Instead, a successful redevelopment initiative should focus on crafting complete, well-functioning neighborhoods. Successful infill redevelopment is characterized by overall residential densities high enough to support improved transportation choices and a wider variety of convenience services and amenities. It can return cultural, social, recreational and entertainment opportunities, gathering places, and vitality to older centers and neighborhoods. Attention to design of the redevelopment is essential to ensure that the new development fits the existing context, and gains community acceptance. A cooperative partnership between government, the development community, financial institutions, non-profit organizations, neighborhood organizations and other resources is essential to achieve infill success. In the long run, the public and private costs of continuing to favor sprawling development patterns will far exceed the resources needed to facilitate infill development. Historic Frenchtown is ripe for the type of urban redevelopment discussed above. In the not-too-distant past, it represented the prototypical example of urban decay and its precursors: unemployment, crime, flight, visual blight, political disenfranchisement, isolation, benign neglect and related socioeconomic stressors. In 2000, local governmental officials began to take a more proactive approach towards ameliorating some of the societal “ills” afflicting the Frenchtown area, through the adoption of the Greater Frenchtown / Southside Community Redevelopment Plan. This insightful, community-wide collaborative document along with the community vision and guiding principles it enunciates form the foundation of the Frenchtown redevelopment platform that the Frenchtown Redevelopment Partners aim to advance. Parking Existing Small Frenchtown Housing - Mixed-income, owner- Qarage . BUSIHGSS GS Cornmons' occupied townhomes, Paid and reserved dedicated Phased to avond unnecessary Extensrve landscaping, apartments and lofts parking for business invitees displacement of any existing terraced 0_Utd0?T courtyard directed to young and residents Frenchtown businesses and amphitheater professionals and families Business Incubator Small business catalyst and support center Urgent Care ECility The only convenient walk- in clinic in Frenchtown Banking Economy Grocery Store Multi?moclal Solar Power Center Central access to grocer/ Rooftop photovoltaic solar panel I k' d' Drugstore . super market with fresh, [1131.18an Hub farm locate covering the Loca branch ban 't busrness ff bl Bus routes, bike and vehicular - bl 'ld' union center and of?ces in continuous existence in ea y,-majontyo eusa u: Ing food options pa rng, car stations, roof area Frenchtown and bike share hubs Frenchtown Redevelopment Initiative All too often developers and governments view themselves as opponents, working in polar-opposition to one another. Unlike past developments, the Frenchtown Redevelopment Initiative assumes the existence of a coordinated (and structured) synergistic partnership between the development community and local government, designed to achieve the balanced and measured economic growth that all community stakeholders view as optimal and desirable. This Initiative will mirror the trend towards “New American Urbanism”: a practical mix of shopping, residential and commercial uses, clustered near schools and other civic amenities, essentially with everything within walking (or short public transportation travelling) distance. The architectural sensibilities of the “new” Frenchtown will be shaped and inspired by the historical natural beauty of the area, transforming it into an active, imaginative and inspiring place. Transforming the “Village of Frenchtown” will first require recognition of the obvious “resources" that surround it. The first and most obvious resource is the land itself and its unique location in the heart of Tallahassee, blocks from downtown and the Capitol, one block away from Florida State University and less than a mile away from Florida A & M University. Both universities produce thousands of graduates each year, creating a competitive, highly skilled, diverse, technologically proficient and well-educated work force base that finds Tallahassee a desirable place to live, work, play and stay. Other resources include a burgeoning multi-modal transportation system; an emerging commerce-friendly environment and lower cost of living; and, last, but perhaps most importantly, a changing progressive, business-ready political atmosphere. By tapping this vast reservoir of human and financial “capital,” the Frenchtown Redevelopment Initiative can be the catalyst for transformative change in the Greater Frenchtown area. This Initiative is designed to maximize strengths of both the governmental and private sectors to reduce development risk; reduce public capital investment while simultaneously increasing private sector capital investment; mobilize access to underutilized community assets; improve efficiencies leading to quicker completion of projects and better environmental compliance; improve service to the community and cost-effectiveness; share resources between government and private entrepreneurs to realize mutual gains and rewards. Its strategic priorities are: Economic Development To preserve existing businesses while creating and expanding economic opportunities, encouraging new business investment and development, creating and sustaining jobs, increasing the tax base, and improving the quality of life in the community. Financial Viability To demonstrate to all stakeholders that the Project meets the needs of the residents of the area and, indeed, all of Leon County, while simultaneously showing that the Project is financially viable across time. Conservation To utilize best practices in environmental stewardship and conservation. Long Range Planning To enhance community standards and propose solutions for managing growth and planning for future development. Garage Parking Of?ces 700 parking spaces; 25 000 5 level parking garage; 4 stories 1 level below the Lobby entry at Virginia, Commons Macomb and surface parking Apartments] Condos 195,000 sf; 4 stories above retail/ grocery store; 600-1200 SF units; 250 units 'Ibwnhomes 1200 - 2000 SF unit; 20 units facing Virginia; Personal parking garage at each unit 20,000 80? wide; Pedestrian passageway between Tennessee and Virginia Surfac Parking Accessible parking spaces near entry; Roadway connection Retail between Tennessee and 37,600 Virginia Street facing retail at Tennessee, Macomb, and Grocery Virginia Store 20,000 Pedestrian entry at Tennessee; Loading dock drive access at Macomb Project Elements Economy Drugstore The mainstay of the Frenchtown Redevelopment Initiative is the Economy Drugstore, the oldest business in continuous existence remaining in Frenchtown, established in the 1950’s by two African-American pharmacists, Geraldine Douglas Roberts and her husband, Howard A. Roberts. Mrs. Roberts’ BS in Pharmacy was one of two awarded to women in the first Florida A&M University's (FAMU) School of Pharmacy graduating class in 1954. Upon Mr. Roberts’ demise, CoOwner Mrs. Roberts assumed ownership of the business and she, along with the second and third generation of Roberts family pharmacists, continue to manage this sixty plus year old community institution to this day. Existing Small Businesses Construction of the Project will be conducted in phases to avoid dislocation of existing Frenchtown businesses, (now consisting largely of beauty salons and barber shops) wherever possible. A rental rate structure will be established for the existing businesses which will be market driven, but guided by a business model designed to insure their financial viability and sustainability into the future. Grocery Store / Supermarket “Food deserts” are defined as urban neighborhoods and rural towns without ready access to fresh, healthy and affordable food options. Instead of supermarkets and grocery stores, these communities may have no food access or be served only by fast food restaurants and convenience stores that offer few healthy, affordable food choices. This lack of access contributes to poor life-long dietary choices and can lead to higher levels of obesity and other diet-related diseases, such as diabetes and heart disease. Frenchtown will have exceptional appeal to the grocery store / supermarket industry given its centralized location and proximity to the ever-expanding population of Tallahassee residents choosing to live downtown. A supermarket here will also benefit from its adjacency to the large student population at Florida State University and the significant traffic counts along Tennessee Street, Tallahassee’ most well–traveled east-west traffic artery. Most supermarket food chains like Publix, Trader Joe’s, Earth Fare, and Fresh Market now feature stores sized for urban neighborhoods. New Market Tax Credits are readily available to food chains willing to build stores in areas characterized as “food deserts.” Tallahassee to locate in Frenchtown. Opened in the fall of 2016, this new and innovative community resource is located in the Bethel Shopping Mall, on the north side of Tennessee Street directly across the street from the Bethel Church sanctuary. As an added incentive to locate in Frenchtown, Bethel has fully furnished and out-fitted the Center’s offices’ bank lobby, vault and night depository. In addition, Bethel will be offering the premises at rental rates well below current market rates. This banking facility will enable businesses and residents in the Frenchtown area to have banking and other financial services readily accessible and within convenient walking or driving distance. Small / Micro-Business Incubation and Support Center Small businesses are the true jobs creators in America. Firms with one to four employees, known as micro-businesses, are stronger than other sized businesses when it comes to job creation. Yet most, if not all, job creation efforts are focused on incentives that help large businesses create jobs. In a time when income inequality is at its highest level, the need to support efforts that truly create jobs is more self-evident than ever. The project team will direct its efforts at the most granular enterprise level in the U.S. economy: the small and microsized business. Business assistance programs teach business owners how to create a viable business model, write a well thought out business plan, identify target markets, create a marketing plan and find new customers. When business owners receive business assistance, they have an 80 percent success rate and create two permanent new jobs on average over three-to-five years. According to the Association for Enterprise Opportunity, these businesses generate $2.4 trillion in receipts and account for 17 percent of GDP and employ more than 31 million people. Florida A&M University is the host institution for the Federally-Funded Small Business Development Center in Northwest Florida. Frenchtown Financial Opportunity Center The Small Business Development Center at Florida A&M University (FAMU SBDC) works with existing and startup small businesses to help them grow and compete in today’s global economy. FAMU’s SBDC provides assistance during every phase of the business life cycle. The improvements that result from its direct support of its clients’ activities lead to job creation, private investment, and economic growth for communities throughout northwest Florida. Bethel Missionary Baptist Church, the Florida State University Credit Union and the Envision Credit Union have joined forces to form the Frenchtown Financial Opportunity Center, which will be the first financial institution in the history of FAMU’s SBDC’s professional staff of consultants and trainers provide comprehensive, confidential business consulting services at no cost to the client. It will place an on-site branch office in the Frenchtown development to directly QEOUGE Ucm Hm 1 . . . 5E3 Saritio?l) a. .--. . its g2?! . X. .- 3} Virginia Staget SW Aerial Perspective Tennessee and Macomb Streets Aerial at Amenity Decks Tennessee Street Aerial at Grocery and Office Virginia and Macomb Streets facilitate incubation of new businesses, focusing primarily on small, “pop-up” and micro-businesses that want to locate in the development and elsewhere in the vicinity of Frenchtown. SBDC will also provide technical assistance to businesses through shared resources (centralized accounting, business planning services, common meeting and office spaces, shared technology and IT services, shared staff, and shared office equipment). In this way, the services will be immediately available to the start-up business owner at a significantly more affordable price point, based on economies of scale. The types of street level, small and micro-businesses the project team will focus on incubating and attracting, include:    Housing The housing choices we propose will satisfy demand for a dynamic adult living space in the rapidly growing Frenchtown and downtown corridor. Unlike many Tallahassee developments designed to accommodate students in multibed units, our offerings will be comprised of a balanced mix of unit types and sizes, creating a variety of living opportunities. Housing will consist of mixed-income, owner-occupied condominiums, rental apartments and lofts directed to young professionals and families (with financial preferences and incentives, where possible, provided to veterans, teachers and first responders). These uses will all be vertically integrated into 5-6 story buildings. The proposed residential offerings are as follows: The Lofts on Tennessee Grocery Store / Supermarket (e.g., Publix, Trader Joe’s, Fresh Market, etc.) Beauty Salons and Barbershops Commercial / Residential Cleaning & Handyman Services  Dry Cleaning & Laundry Services  Bike Rental & Storage facility  Fitness Club  Bistro / Gastropub  Coffee Shop  Shoe Repair Shop  Kiosks in the Courtyard The market for lofts and studio-style dwellings that tend to make optimal use of available living space is growing in popularity. While they have traditionally been located in major cities, lofts are increasingly popular in areas outside the urban core because they fit in better with the new urban way of life. There is an evolving and diverse group of Tallahassee residents looking to “down-size” their lives and lifestyles, ranging from artisans to young professionals to “empty-nesters.” 321 North Macomb Community Art Gallery (shared by multiple artists and artisans) Mixed income rental apartments will cater to the casual and chic adult urban lifestyle. Aimed at providing modern, efficient housing with sustainable objectives in mind, 321 North Macomb will integrate contextual materials, cutting edge technology and thoughtful aesthetics into a design that is both respectful of the area’s existing conditions and mindful of the city’s future.  Pet Daycare and Grooming The El Dorado  Small Professional Services Offices  Children’s Evening and Night-Care Center  Restaurants (featuring unique ethnic cuisines)  Small Apparel Shops & Boutiques These residences will be mixed income, owneroccupied condominiums located above the street level retail businesses with access to all of the energy that downtown life has to offer, including convenient walkability to amenities in the area. The El Dorado will be a sophisticated urban residence with a high level of finish and service, including convenient parking, a fitness club, club room with an open kitchen/bar area, library, business/meeting facilities, bike storage area, multiple outdoor terrace areas and a ground level outdoor landscaped promenade. With its diverse mix of uses, high-quality design and sophisticated urban planning, this portion of the Project will demonstrate Innovative, sustainable development, exemplifying a commitment to principles of Smart Growth, New Urbanism, and Green Building.   Neighborhood Hardware) Hardware Store (e.g.,  Craft Brewery  Small and Medium-Sized Meeting Spaces  Electric Vehicle Recharging Station Ace . /Economy Drug i West View at Drugstore Macomb Street I West View at Corner Clinic Virginia Street The Brownstones of Frenchtown The Brownstones of Frenchtown offer an unparalleled opportunity to live in new, in-town luxury town-homes, located just minutes from downtown Tallahassee. The goal is to achieve a distinctive style by integrating contemporary aesthetics with traditional materials: creating a home with modern day amenities and living spaces, in the shell of an historic Greek-revival townhouse. The Brownstones will offer easy access to an eclectic mix of shops, restaurants, grocery stores and similar amenities --- the best that Tallahassee has to offer. Solar Technology Solar technology is environmentally friendly and does not require direct sunlight to produce energy. The development team intends to construct a full scale roof-top photovoltaic solar farm on the roof-tops of Project structures to harness energy from the sun and in return generate and distribute (back-up) electricity throughout the development, thereby driving another revenue stream for the Project, and reducing the Project’s environmental footprint. Downtown Digital Canopy In today’s evolving world of technology innovation, Internet access has become a basic utility. Notwithstanding this fact, the so-called “digital divide” still persists. The National Digital Inclusion Alliance opined as recently as 2013 that one in five Americans (mostly from lower-income households) had no home access to the Internet due to the cost of the service. As a critical component of the Frenchtown Redevelopment Initiative, the City of Tallahassee will be asked to expand to the Frenchtown project site its free wireless Internet (“the Digital Canopy”), now available downtown and at the Tallahassee International Airport. The service will not only significantly enhance area students’ learning environment by providing access to online educational resources, it can help adults seeking job opportunities and information about available community services, as well as assist small or micro businesses avoid the inequality of access to information technology. capacity. Leon County and the City of Tallahassee are currently perfecting a Multimodal Transportation District for the central area of the City, with an eye towards facilitating the use of multiple modes of transportation, resulting in a reduction in automobile usage and vehicle miles traveled. Introduction of a multimodal transportation node into the development will enhance both pedestrian and vehicular traffic entering and exiting the development, while also decreasing the Project’s environmental footprint. Community School To attract and serve new families relocating to the Frenchtown area, Bethel Christian Academy, a 25-year private school staple in the area located 1 block from the Project site, will be converted to a more expansive “Community School” concept. The Community School model encompasses not just children and their families but all community members and provides a place where, for example, pressing community matters such as health disparities can be addressed more directly. The key strategy is to provide wraparound support for at-risk youth and their families by integrating a focus on academics, health and social services, youth and community development, and community engagement. As a community hub, the school will be open all year, all day, evenings and weekends. Models vary from community to community, based on that community’s needs, but all are organized around the goal of student success. Typical program components include after-school and summer enrichment programs, as well as support services such as onsite health care clinics, including medical, dental and mental health services, early childhood learning, adult education and training. The latter can provide needed job skills and further residents’ job opportunities. Adults can attend classes and earn their GEDs. Community involvement is an important program component. Parents and other community members are involved in school planning. Models include partnerships with colleges and universities (e.g., TCC, FAMU, FSU), law enforcement and local business mentoring and internship programs. There is empirical evidence to show this concept leads to improved student learning, stronger families and healthier communities. Parking Garage/ Deck Given the compactness of the project site, it is likely that two (2) parking decks will have to be constructed to accommodate tenants, employees and business invitees, generating additional project revenues to support the development. Multimodal Transportation Node Electric Vehicle Recharging Station A multimodal transportation district is intended to be a planning tool which a community may use to systematically reinforce community design elements that support walking, bicycling and transit use. It also enables a community to advance transportation concurrency—a policy requirement that transportation facilities be available concurrent with the impacts of development— through development of a high quality multimodal environment, rather than the typical approach involving road widening for increased automobile An electric vehicle charging station, also called EV charging station, electric recharging point, charging point, charge point and EVSE (Electric Vehicle Supply Equipment), is an infrastructure amenity that supplies electric energy for the recharging of plug-in electric vehicles, including all-electric cars, neighborhood electric vehicles and plug-in hybrids. The charging process may be slow or higher speed, but encourages EV owners to recharge their car while they take advantage of amenities located within the development. Macomb-Tennessee Street Elevated Overhead Walkway InterConnector Tennessee Street isolates Frenchtown and the merchants on its north side from Downtown Tallahassee and Florida State University. The six lanes of high-speed traffic creates manmade impediments, in effect, to pedestrians wanting to move from these busy, vibrant areas into Frenchtown. The Florida Department of Transportation (DOT) has recognized the danger to pedestrians for some time. Based on the various traffic studies it has commissioned over the years, it has increased pedestrian barriers, further isolating Frenchtown. Markings and signage have been increased and rails installed in the middle of the street to discourage pedestrians from jaywalking. The resurfacing of Tennessee Street increases the speed of automobile traffic and further discourages foot North Elevation Tennessee Street traffic. These solutions do not contribute to improving the walkability of the area. The intersection of Tennessee Street and Macomb Street is the gateway to Frenchtown, but this gateway is poorly defined due to the layout of the intersection. Installation of an Elevated Overhead Walkway Inter-Connector Bridge, Observation and Retail Area will make Frenchtown more visible, will enhance pedestrian safety, and will create a neighborhood amenity in support of the neighborhood’s revitalization. The Elevated Overhead Walkway Interconnector Bridge will not only make a statement but also provide a visual, economic and cultural tie between Frenchtown, downtown, and the State University System. A brick bridge will have an observation area and space for small retailers (kiosks). The observation and retail space should increase as the pedestrian traffic increases and the area will become self-policing due to the large number of people expected to use it. Urgent Care Facility Urgent care facilities have evolved into a $10 billion a year business, and range from retail health clinics to convenient care clinics to late hour urgent care centers. These are the clinics in drugstore chains and grocery stores that are open 7 days a week with extended hours and no appointment needed. As the primary care physician shortage grows and the Affordable Care Act reaches full implementation, these retail health clinics will begin to provide greater convenience and care for minor ailments which are significantly less costly than a visit to the emergency room. As the first and only urgent care facility located in the Frenchtown area, this facility will be convenient to passing walk-in traffic from downtown and elsewhere, considering its location on well-traveled Tennessee Street and its close proximity to downtown and Florida State University. Community Policing Substation With greater emphasis being placed on community policing locally, the project development team proposes to establish a police substation on the project site in a very conspicuous location. Community Oriented Policing and Problem Solving (COPPS) is a departmental wide philosophy which the Tallahassee Police Department has been working toward for many years, basically addressing neighborhood problems unique to the various districts it serves. By directly placing the substation in the community, it will inexorably become a natural part of the Frenchtown tapestry. Response times to community problems will be significantly shortened, and positive and sustainable relationships will be formed to deal with complex long-term problems (e.g., gangs, gun violence, drugs, crime, traffic offenses, nuisance and noise abatement, etc.), and routine follow-up law by the Department will become a regular part of the new community policing paradigm. In addition, where possible, financial incentives will be offered to veterans, police officers, teachers and first responders to live in the development. Mobilizing Capital for the Frenchtown Revitalization The Frenchtown Redevelopment Partners anticipate financing the various capital improvements discussed above through a combination of (i) tax-exempt revenue bond financing issued through local government; (ii) tax–favored financing through bank loans and the Community Reinvestment Act; (iii) “bridge” loans; (iv) new market tax credits; (v) private philanthropy; (vi) partnerships with developers, using applicable design-build-finance techniques: (vii) direct private equity investment; and (viii) grants from the state and federal governments. The team will utilize one or more of the foregoing types of financings in combination with one another, or separately, depending upon the phase or aspect of the project needing to be financed. The type and availability of financing will depend on market conditions at the time funds are needed for construction. . .LXJ sigh I The Bethel Story Bethel Missionary Baptist Church, a 145-year iconic presence in the Greater Frenchtown Community, in association with the Frenchtown business and property owners and the City of Tallahassee Community – Leon County Community Redevelopment Agency (CRA), has established an innovative public-private alliance to guide the redevelopment of the area through what is being termed the “Frenchtown Redevelopment Initiative.” Bethel has always provided unparalleled spiritual, economic, and social direction for Tallahassee and, indeed for the North Florida region. Although Bethel pinpoints the completion of its first church building in 1870 as the moment of its official origin, its actual origins as a church body may be traced to the early 1830’s. At that time, enslaved blacks worshipped on John Parkhill’s Leon County plantation without the convenience of a physical structure. Early church members received little, if any, income for their hard labor, but thanks to great faith, dedication and devotion, by the end of the 1840’s they managed to meet regularly in an old building on the 2,290-acre plantation. One of the Parkhill bondsmen, James Page, led those services, as well as others on plantations elsewhere in Leon, Jefferson, and Madison counties from 1835 to the Civil War’s end in 1865. Following emancipation at the Civil War’s conclusion in 1865, many congregants attending these itinerant services wanted to establish a church of their own. With assistance from his wife, Elizabeth Page, and other faithful members, James Page negotiated the purchase of land in Tallahassee’s northwest section. The real estate cost $250.00, with the transaction being finalized on March 24, 1869. By late 1870, Bethel Missionary Baptist Church had opened its doors for worship to a congregation of some 200 faithful men, women and children. Even from its earliest days, Bethel represented more than a religious institution. Under the direction of its founder, “Father” Page, Bethel became the focal point of economic and community life. It served not only religious purposes but also became a meeting place for black educators, Masons, Odd Fellows, Knights of Pythias, and other fraternal organizations. One of the earliest fraternal orders for black women, Eastern Star, and other civic groups found solace within its walls. Although Bethel aided in the development of black educational institutions, even when controlled primarily by whites, it constituted an educational institution within itself, serving to educate freedmen and freedwomen in the church’s early years. As a social institution, Bethel provided a facility for weddings, graduation exercises, and conferences of educators and religious organizations. In the 1950’s and 1960’s Bethel and Rev. C. K. Steele gave heroic and significant leadership to the civil rights movement. Pastor Steele, Tallahassee’s “version” of Dr. Martin Luther King, Jr., stood out as one of the founders of the Southern Christian Leadership Conference (SCLC) and as an active leader of the National Association for the Advancement of Colored People (NAACP). The historical record abounds with instances that reveal, true to its founding purposes, the spiritual growth of the Church continues even to this day. Blessed with a membership of several thousand, the Church exists as a nucleus of activity providing an opportunity for all to serve and others to benefit from such services. For the past thirty (30) years, Dr. R. B. Holmes, Jr. has provided purposeful and powerful pastoral leadership to Bethel, validating time and time again its commitment to economic vitality and prosperity in the Frenchtown community. Historically, this investment and reinvestment in economic empowerment has taken many forms, often times financial, sometimes not, but always impactful. BETHEL TIMELINE: THE PAST THREE DECADES 1987 1991 1992 1993 1994 Establishment of the C. K. Steele Summer Camp for at-risk children in the Tallahassee and Leon County communities. Purchase of the former Western Sizzler Steak House on West Tennessee Street and repurposing it initially as the first schoolhouse for Bethel Christian Academy and later the Steele – Collins Charter Middle School (paying off the 32-year mortgage debt of $542,000.00 in 2 years). Now used to house the Bethel Veterans Assistance Center. Founding of Bethel Christian Academy, creating innumerable permanent new jobs in Frenchtown across time with an aggregate payroll since its inception of $10,805,000.00. Establishment of Project C.R.E.A.T.E., Inc., a summer enrichment and employment program with a financial investment by Bethel of $525,000.00 since its inception. Acquisition of two (2) parking lots for church services and community activities at a cost of $248,000.00. Construction and dedication of a water well for the Village of Caliquesse in Guinea Bissau, West Africa. Purchase and acquisition of the city block (“Heritage Property”) in front of the current church sanctuary (at a cost of $2,800,000.00) for future use and construction of a new sanctuary and faith-based campus. 1995 1996 1997 1998 2000 Purchase and acquisition of Bethel Family Restaurant at a cost to Bethel of $285,000.00, creating multiple permanent new jobs across time and an aggregate payroll of $1,004,000.00 initially paid by Bethel. Facility is now being leased to a tenant specializing in Filipino cuisine: the tenant has created six (6) new permanent jobs in the Frenchtown community. Establishment of Herbert C. Alexander Baseball Camp for at –risk children Establishment of Bethel Television Ministry. Founding of SteeleCollins Community Charter School (the second charter school established in the State of Florida), creating a significant number of permanent new jobs in Frenchtown with an aggregate payroll across time of $2,850,000.00. Acquisition and purchase of Bethel Strip Mall at a cost of $1,800,000.00. Construction of the “Bethel House” through Habitat for Humanity. Construction and completion of Bethel Towers, an elder care independent-living facility at a cost of $3,200,000.00 with an aggregate payroll across time of $1,270,000.00 and currently employing three (3) permanent full -time in-house employees. Opening of Bethel Floral and Designs and Bethel Christian Bookstore. Construction and completion of the Bethel Family Life Center, at a cost of $4,500,000.00 (including classrooms, a gymnasium, swimming pool and administrative office space for church outreach and auxiliary services), creating multiple permanent new jobs in Frenchtown with an aggregate payroll across time of $1,170,000.00. BETHEL TIMELINE: THE PAST THREE DECADES 2002 2003 2004 2005 2006 Establishment of the Bethel Homeless Ministry, which provided free meals to residents of the Homeless Shelter every Saturday from 2002 to closure of The Shelter in 2015. Purchase and acquisition of the Bethel Annex, at a cost to Bethel of $245,000.00, creating multiple permanent new jobs and an aggregate payroll across time of $2,960,000.00 paid for exclusively by Bethel. This facility now houses Bethel’s Family Counseling and Outreach Services Center and currently employs five (5) permanent full-time employees and ten (10) contract professionals. Establishment of Mission to Haiti, which provided on-site relief to the Haitian people following the earthquake of 2010. Creation of Bethel Archives and Media Center. Construction of the Carolina Place Subdivision, a 25-home single family, mixed-income, affordable housing infill development in Frenchtown, constructed at an aggregate cost of $4,175,000.00. 2009 2015 2016 Establishment of Africare Mission to Ghana. Implementation of the Frenchtown Redevelopment Initiative, intended to bring jobs, new businesses, professional offices, retail stores, mixed income housing and a national brand grocer to Frenchtown. Spear-headed and led a successful campaign to raise $100,000.00 for the local Second Harvest organization, of which $20,000.00 was donated by the membership of Bethel. Perhaps Bethel’s most innovative and pioneering achievement in recent times has been its engagement with the local financial community in establishing the Frenchtown Financial Opportunity Center, a public-private- faith-based initiative with the Florida State University Credit Union and the Envision Credit Union which offers a full complement of financial services (e.g., accounts, loans, brokerage and investment products, financial literacy services, etc.) to the Frenchtown community and environs. Construction and dedication of the Eva C. Wanton School Library to compliment the schoolhouse previously built by Bethel in Ghana. 2017 Legacy Banquet raised $225,000 for FAMU Athletics Frenchtown Redevelopment Project Approach In our approach to reconstruction of the structures similar to the one’s which formerly “dotted” the Frenchtown landscape, we aim to preserve as much of the tradition and heritage of the Frenchtown “brand” as feasible. We view our mission as direct stakeholders to deliver a project that will create a memorable living and engaging visitor experience, while at the same time fostering the community’s vision of sustainability and economic vitality. The development team has retained experienced development professionals to implement this project. Our hand-selected team (along with our City, County, and CRA collaborative partners) represents an assemblage of some of the most luminous thinkers in the local planning, growth management and development arenas. We will likewise bring to the table some of the brightest minds in the fields of architecture, construction technology, real estate marketing, finance and private philanthropy. We believe that an admixture of perspectives is a source of strength and we will strive to pursue an approach that values diversity and inclusion. It is our belief that a range of viewpoints, as reflected in our team and our public partners, creates an environment that fosters and facilitates creativity and better decision-making. Our team hails from all walks of life, reflecting the diverse community in which we live. In furtherance of our commitment to diversity and inclusion, we will manage this project in a manner that will be sensitive to the cultural linguistics of Frenchtown and insure that local residents, property owners and businesses alike are given adequate and ample opportunity to learn about the Project and provide input and/or services to the various activities associated with the Project. Frenchtown Redevelopment Project Area In spite of its unparalleled record of accomplishment in Frenchtown, Bethel Missionary Baptist Church’s leadership understands and realizes that it would not be prudent to undertake such a formidable initiative without the support of other community stakeholders. In recognition of this guiding precept, Bethel has formed a limited liability company, Frenchtown Redevelopment Partners, LLC, comprised of the Church, along with business and property owners in the initial Frenchtown target area (a city block in Tallahassee, bounded on the east by North Martin Luther King, Jr. Boulevard, on the south by West Tennessee Street, on the west by North Macomb Street, on the north by West Virginia Street). Carolina Oaks N. Macomb Street Bethel Towers W. Tennessee Street Bethel Church N. Martin Luther King Jr. Blvd W. Virginia Street Frenchtown Redevelopment Partners, LLC, Leadership Team Dr. R.B. Holmes, Jr. Pastor, Bethel Missionary Baptist Church Dr. R. B. Holmes, Jr., is the pastor of the Bethel Missionary Baptist Church, located in the heart of downtown Tallahassee in Frenchtown community. Twenty-nine of his nearly four decades in pastoral leadership have been dedicated to Bethel Missionary Baptist Church. Throughout his professional career, Rev. Holmes has built an impressive resume of community service. He is a long-time proponent of a multi- point local action blueprint which provides the framework for the Frenchtown Revitalization Initiative and includes emphasizing the importance of business ownership, the significance of marriage and family, evangelism, renewable energy and preservation, restoration of voting rights for ex-offenders, social justice, advocating for veterans, health care support, focusing on individual initiative, personal accountability and economic self-sufficiency. Member of Frenchtown Redevelopment Initiative A well-respected figure in the Big Bend, Pastor Holmes has been closely involved with education issues in our state. He served as director of the University of North Florida’s Downtown Campus and founded the C.K. Steele-Collins Community Charter School and the Bethel Christian Academy in Tallahassee. His civic and business affiliations include: Bethel Ready4Work Ex-Offender Re-entry Program; Casey Family Programs Community of Hope; President and founder of the National Save the Family Now Movement, Inc; Chairperson, National Anti-Hazing/Anti-Violence Task Force; Chairperson, Tallahassee Chapter, National Action Network; Florida Education Commission; Florida President, One Church, One Child; current President and CEO of Live Communications, Inc. (parent company of the Capital Outlook Newspaper) and Radio Station Owner of WTAL 1450 AM & WOCY FM 106.5 FM; Past President of Region Two/Southeast of the National Newspaper Publishers Association /NNPA (includes the states of Florida, Virginia, Mississippi, North Carolina, South Carolina, Tennessee, and Alabama); Big Bend United Way Board of Directors; Big Bend Hospice Board of Directors; Past- President of the National Baptist Congress of Christian Education (1999-2009), an Auxiliary of the 7.5 million-member National Baptist Convention, USA, Inc.; Alpha Phi Alpha Fraternity; former and current Member, Board of Trustees of three Historically Black Colleges and Universities (Florida Memorial University, Miami Gardens, Florida; Edward Waters College, Jacksonville, Florida and Florida A&M University, Tallahassee, Florida). Dr. Holmes received his B.A. from Malone College, his M.A. from Methodist Theological Seminary and his Doctorate of Ministry from Virginia Union University. He is married to Dr. Gloria Price Holmes, his wife of over 30 years, who currently teaches the adult Sunday School class, leads the women’s ministry and serves as the Administrator for the Bethel Christian Academy. Geraldine Roberts & Alexis McMillan Frenchtown Property & Business Owners Geraldine Douglass Roberts, a native Floridian, was reared by her parents Mr. Phillip and Mrs. Alma Douglass in Jacksonville. She is a graduate of Boylan Haven Girls School in Jacksonville. She was awarded a BS Degree in Pharmacy in 1954 by Florida A & M University (FAMU), as one of two women in the first School of Pharmacy graduating class. Mrs. Roberts has been the recipient of a Kellogg Fellowship in pursuing further study in the Doctorate of Pharmacy program at FAMU. After thirty plus years of service to Florida A& M University's College of Pharmacy and Pharmaceutical Sciences Faculty and the FAMU Hospital's Pharmacy she retired. While a faculty member she was also a charter member of the Alpha Xi chapter of Kappa Epsilon Fraternity for Women in Pharmacy. Mrs. Roberts has been a member of the Community of Neighborhoods Association(CONA); The Apalachee Ridge Girl Scout Board of Directors and troop leader; President of the Leon County Pharmacy Association Auxiliary; President of the Florida Medical Dental and Pharmacy Association; the Leon County Pharmacy Association; William Gunn Medical, Dental and Pharmacy Association & Auxiliary; Frenchtown Merchants Association; National Pharmacy Association; Jack & Jill of America; Frontiers International Auxiliary; Phi Beta Sigma Fraternity Auxiliary; Sigma Pi Phi Boule' Auxiliary; Mt. Holyoke College Parents Association; Delta Sigma Theta Sorority, Incorporated; and The Tallahassee Chapter of The Links, Incorporated. She is now serving a second term on the vestry of St. Michael and All Angels Episcopal church, President of the St. Monica Chapter, Daughters of The King, Altar Guild Adviser ; and Episcopal Church Women, all representing her service, duty and ministry. Members of Frenchtown Redevelopment Initiative Upon the demise of her husband, Howard A. Roberts, then co-owner of the Economy Drugstore, Mrs. Roberts assumed full ownership of business in 1990. She, along with her eldest daughter Alexis Roberts McMillan, also a licensed pharmacist and second generation Roberts’s family member, continue to manage the 60 plus year-old pharmacy. Third generation family members are now trained and poised to carry on the Roberts business legacy in Frenchtown into the New Millennium. Sylvester Davis Frenchtown Property Owner Sylvester Davis is a fourth generation Tallahassean, reared in the Bond Subdivision and Frenchtown Communities. He attended Leon County Schools, graduating from the original Lincoln High School (then located in Frenchtown). After graduation, Mr. Davis enlisted in the U.S. Army where he served as a Communications Specialist with the 25th Infantry Division. During his military tour of duty, he served as a decorated combat infantryman, having received the Vietnam Service Medal; the Combat Infantryman Badge; The National Defense Service Medal, and the Vietnam Campaign Medal. After his honorable discharge from the military, Mr. Davis attended the University of the District of Columbia (formerly Federal City College) in Washington, D.C., where he majored in Communications. Member of Frenchtown Redevelopment Initiative In 1975, he returned home to Tallahassee where he began training to become a Firefighter. He received training at the Florida State Fire College, Ocala, Florida; the National Fire College, Emitsburg, Maryland, and the Executive Development Institute, Florida A&M University. After a twenty-five year career with the Tallahassee Fire Department, Mr. Davis retired, subsequently achieving the rank of Division Fire Chief serving the City of Tallahassee and Leon County. While serving at the Division Fire Chief level, Mr. Davis planned, organized, staffed, directed, and evaluated the activities of a major division of the Fire Department, and commanded department operations during major emergencies. At present, Mr. Davis owns and operates Loblolly and Slash Pine Tree Farms in Jefferson and Gadsden Counties. He is married to the former Addie Wilford, a native of Quincy, Florida. They have 3 children: Ava, Aaron and Steven. John O. Williams, Jr. Frenchtown Property & Business Owner John Williams has been a Frenchtown property and business owner since 1988. An attorney who has practiced in Tallahassee since 1981, Mr. Williams has been a member of the Florida Bar and the United States Supreme Court Bar for decades, and is a licensed real estate broker. For nearly a decade he represented the City of Midway, Florida as city attorney. He is board certified in marital and family law, is a mediator approved by the Florida Supreme Court, and parent coordinator. He has served as an editor for the Florida Bar and continues to author articles for that organization. Member of Frenchtown Redevelopment Initiative Prior to attending law school, Mr. Williams was a property manager and before that an industrial electrician. He has extensive knowledge of all aspects of real estate, from the perspective of government, advocacy, lending, construction, and as an owner of real estate himself. His many years of experience in dealing with real estate transactions, from development to zoning, construction litigation, title issues, financing, buying and selling, has proven invaluable to the Frenchtown Redevelopment team. With his expertise and background in real estate sales, management, construction, and finance, he has held many community service positions. He spent several years on the local Board of Adjustment and Appeals considering variances to local codes, during which time he served as the chair. Mr. Williams’ civic affiliations include serving as a mentor in Project Thunder Dome, membership on the Community Improvement Advisory Council and the Boards of Directors of the Downtown Business Association and Tallahassee Strategy. He has owned and continues to own small businesses in the Tallahassee community and has established a local charitable organization as a tribute to his father. Mr. Williams’ son, Jake, is a senior at Florida State University and provides advice and counsel to his father in real estate development, and various entrepreneurial matters. T. Keith Bowers Regional Director, FAMU Small Business Development Center Member, Bethel Church Economic Empowerment Ministry Keith Bowers is the Regional Director of the Florida Small Business Development Center (FSBDC) at Florida A & M University (FAMU) and has served in this capacity for over 5 years. Prior to his appointment as Regional Director, Mr. Bowers founded and operated the Bowers Group, a consulting firm specializing in community development, affordable housing and economic development. He graduated from Florida A&M University in 1989. Upon graduating, he was commissioned as a Second Lieutenant in the U.S. Army and served in the United States Army Reserves as Captain and Adjutant General of the Joint Detention Operations Group in Guantanamo Bay, Cuba, and also Captain and Commander of U.S. Army Postal Operations in Bosnia. Member of Frenchtown Redevelopment Initiative Mr. Bowers has held various positions in the corporate arena including, Community ReInvestment Act Officer for Peoples First Community Bank, where he directed the communitybased re-investment activities of a $600 million financial institution. He also developed and implemented that institution’s Affordable Housing Program and directed an $18 million Federal Small Business Lending portfolio. Mr. Bowers also served the Florida Housing Finance Corporation as Single Family Administrator and Planning Manager. He structured and managed Single Family Mortgage Revenue Bond Programs with an average annual portfolio in excess of $180 million. In addition, he coordinated training and marketing activities among a network of more than 60 lenders and builders throughout Florida, administered the HUD HOME Homeownership Program which provided over $8 million in direct loans to developers of affordable housing, managed down payment and purchase assistance programs with a $15 million annual budget, and directed HUD sponsored counseling and outreach programs implemented in major Florida cities. Mr. Bowers is actively engaged in a number of community-based organizations and currently serves on the Board of Governors for the Leon County Research Development Authority, Board of Commissioners for the Leon County-Tallahassee Enterprise Zone, Board of Directors of Elder Care Services, Northwest Florida Black Business Investment and Citizens’ Advisory Council for the Frenchtown/Southside Community Revitalization Area. He is married to his wife of 10 years Valerie Scoon, a Film Maker in Residence and Screenwriting and Production professor at Florida State University and they have a nine-year old son, Wynton. Mr. Bowers is an ardent jazz aficionado, collects vintage jazz recordings and memorabilia, enjoys cooking, travel and volunteering in the community. Harold M. Knowles Law Offices of Knowles & Randolph, P.A. Member, Bethel Church Economic Empowerment Ministry Harold Knowles is the managing shareholder of Knowles & Randolph, P.A., the oldest AfricanAmerican law firm in continuous existence in Florida. He is responsible for the firm's contracts, complex real estate transactions, probate and bond finance practices. Mr. Knowles attended Leon County public schools where he, along with two other black students, integrated its schools in 1963. Following graduation from Leon High School, he attended Florida State University and the Florida State University College of Law, where he was awarded the Herbert H. Lehman Foundation Scholarship for three years. Upon receipt of his Juris Doctorate he was employed as an Assistant Attorney General by the Florida Department of Legal Affairs. Member of Frenchtown Redevelopment Initiative In 1974 he opened his law practice and has been engaged in the private practice of law since. He has served as the City Attorney for the City of Gretna, Florida for almost 40 years and is also the General Counsel for the Florida A&M University Foundation, Inc. and Bond Community Health Center, Inc., a local Federally Qualified Health Center (FQHC). His past and present civic affiliations include service on the Board of Directors of Capital City Bank, the Tallahassee-Leon County Civic Center Authority, the Tallahassee Downtown Improvement Authority, the Northwest Florida Black Business Investment Board and the Big Bend Minority Chamber of Commerce. In 1999 he was appointed by Governor Jeb Bush to serve on the State of Florida Lottery Commission; in 2001, he was appointed by Governor Bush to serve on the Florida Federal Judicial Nominating Commission and, subsequently, to the Board of Trustees of Florida State University, where he served for two four-year terms. In 2010, Mr. Knowles was appointed by Florida’s Chief Financial Officer Alex Sink to the Board of Governors of Citizens Property Insurance Corporation, one of the largest property and casualty insurance companies in the nation and the largest property insurer in Florida. He is admitted to practice before the Florida Supreme Court, the U.S. Eleventh Circuit Court of Appeals, the U.S. District Court for the Northern District of Florida and practices law with his son, Clayton, one of his three law partners. Mr. Knowles is married to local realtor Anne Knowles, his wife of 43 years. Frenchtown Redevelopment Professional Project Staff Roger Godwin, AIA, LEED AP Fitzgerald Collaborative Group, LLC Roger Godwin is a principal and shareholder in the Fitzgerald Collaborative Group, LLC, the lead architectural firm for the Frenchtown Redevelopment Project. A graduate of Auburn University with a Bachelor of Arts in Architecture, a Bachelor of Arts in Interior Design and a Bachelor of Arts in Environmental Design, he comes from a background of leadership with other architectural firms, including DAG Architects and Gensler Atlanta, one of the largest architectural and interior design firms in the country. He is a registered architect and previously served as Managing Director of Gensler Atlanta, one of the largest architectural and interior design firms in the country. Mr. Godwin will be providing preliminary design and architectural services for the project. While with Gensler, Mr. Godwin had the opportunity to work with some of the leading corporations and real estate professionals in the southeast, including Bank of America, Towers Perrin, King & Spaulding, Newell Rubbermaid, and UPS, among others. He is perhaps best known for his years as head of Godwin & Associates of Atlanta, a firm he began when he was only 26 years old, and grew over the next 20 years to be one of the premier interior architectural firms in the region, specializing in corporate and health care interiors, and worked with clients including Hewlett Packard, IBM, the Coca-Cola Company, Northside Hospital, Georgia Pacific, and Dun & Bradstreet. He is also nationally-recognized as a speaker and a leader in strategic issues facing the design professions, serving as a Senior Fellow on the Design Futures Council. His professional registrations include: architectural licenses in Georgia, Florida, Louisiana, North Carolina; National Council of Architectural Registration Boards (NCARB); and LEED Accredited Professional, U.S. Green Buildings Council. In addition to the Design Futures Council, his professional affiliations include the American Institute of Architects and Senior Fellow, GSA National Design Peer Review. Donald Gray, Jr. Fitzgerald Collaborative Group, LLC Donald Gray is an urban designer, principal and majority shareholder in the architecture firm Fitzgerald Collaborative Group, LLC. His body of project experience spans design research, urban design and architecture. He graduated summa cum laude from Florida A & M University in 2001 and earned a Master’s Degree in Architecture from the University of Michigan in 2003. Mr. Gray will be providing preliminary design and master planning services for the project. After conducting design and research work with architectural firms in North Florida, he earned a Master’s degree in Urban Design at Harvard University in 2012. His research has included elderly social environmental issues in city redevelopment, eastern city formation, and vernacular housing typology of Florida. While serving as research director for HyperBina, Inc., a boutique real estate consulting and design firm, he led design analysis and development strategy assessment for greenfield and urban renewal development proposals in Western and Central China. His prior research included studies in vernacular housing typology for several community development initiatives in North Florida, including the St. Joe Company’s SouthWood and SummerCamp developments. He has also managed the design and production efforts for architecture projects spanning single and multi-family residential, commercial, higher learning, and mixed-use building programs. His current projects include master plan and building design work on the award winning Hub park and retail development on Florida panhandle’s scenic route 30A, and the Fire Station 40 at the Hartsfield-Jackson Atlanta International Airport, a recent recipient of two AIA merit awards for design. Mr. Gray is active in advocacy for his profession, the local business community and mentorship initiatives for youths. He has served with the American Institute of Architects on the national Housing Knowledge Communities task force on the AIA-Florida Advocacy Committee, and as the 2015 AIA-Florida Citizen Intern Architect in Residence, where he joined in advocating the AIA legislative platforms at the Florida capitol. He is a graduate of the Leadership Tallahassee Class 31, a recent graduate catalyst of the Knight Creative Comminutes Initiative (KCCI) program in Tallahassee, and serves on the board for the TLH! Tallahassee Music Week Festival. Mr. Gray helped develop design awareness outreaches to middle and high school students in disenfranchised communities with the Harvard Graduate School of Design, the Florida A & M University School of Architecture, and the Gadsden County Schools after-school program. Mr. Gray is married to Dr. Shayla Gray, a practicing family medicine physician and graduate of the inaugural class of the Florida State University Medical School. They reside in Tallahassee, Florida with their seven children. JoLinda Herring Bryant, Miller & Olive JoLinda Herring is an experienced public finance attorney and Co-Chair of the Public Finance Group whose practice is dedicated to municipal law, governmental tax-exempt financings and blue sky securities law. Ms. Herring has served as bond counsel, disclosure counsel and underwriter's counsel to numerous governmental entities across the State of Florida as well as governmental entities in the State of Connecticut and State of Louisiana. She is a member of the National Association of Bond Lawyers and serves on the Bond Attorneys Workshop Steering Committee. She is also listed in the Municipal Bond Attorneys’ section of The Bond Buyer’s Municipal Marketplace. Over the past five years, she has completed 145 transactions totaling over $5 billion. As a member of the National Association of Bond Lawyers (“NABL”), she serves on the Steering Committee for NABL’s Bond Attorney’s Workshop and served as the Chair of NABL’s 2011 Fundamentals of Municipal Bond Law Seminar. Additionally, she is a frequent speaker at NABL workshops and Florida Government Finance Officers Association conferences. Ms. Herring will be providing legal, bond and tax-exempt financing services for the project. Ms. Herring graduated from Florida State University College of Law and also received an M.B.A. in Finance with honors from Vanderbilt. She is involved in her community and serves as the First Vice-Chair of the Board of Trustees of Florida Memorial University, Graduate of Leadership Tallahassee Class XVIII and Chairs the Finance Committee of the Hamptons West Condominium Association. She has won numerous awards for both her legal and volunteer work. Rick Moore Moore Bass Consulting Rick Moore is an owner and partner in Moore Bass Consulting, a Tallahassee civil engineering and land planning firm specializing in land development consulting, with offices in Tallahassee, Florida, Panama City, Florida and McDonough, Georgia. Mr. Moore has over 30 years of experience in civil engineering including experience working within the technical and regulatory framework related to land use planning and land development projects with a primary focus of roadway, drainage, utility, and site design. His professional affiliations and designations include professional licensure in Florida, Georgia and Colorado. He has performed work on some of the larger development projects in Tallahassee including work for Florida State University, the Piney Z Community Development District, Tallahassee Memorial Hospital, Killearn Estates and Golden Eagle Residential Development. He has served two terms on the Greater Tallahassee Chamber of Commerce Board and is its current Chair. Mr. Moore will be providing preliminary roadway, drainage, utility infrastructure and site design services for the project. His civic engagements include serving on the Contractor’s Licensing Board, the Association of Florida Community Developers, the Urban Land Institute, the Leon County Code Enforcement Board, Tallahassee Community College Foundation Board, the Tallahassee - Leon County Economic Development Council, the City of Tallahassee Architectural Review Board as well as being Past President of the Capital Rotary Club. Mr. Moore currently serves on the Tallahassee Memorial Health Care (TMH) Board of Directors, Leadership Tallahassee and Leadership Florida. E. Edward Murray, Jr. NAI TALCOR Ed Murray is founder of NAI TALCOR Commercial Real Estate Services, Inc. and a 32-year veteran of the commercial real estate industry in the Tallahassee area specializing in real estate brokerage, expert witness consultation, asset management, landlord-tenant representation and receivership services. As President and Designated Broker of TALCOR, Mr. Murray oversees all of its operations and its 70 employees in management and/or leasing of approximately 2,600,000 square feet of retail, office and industrial space in North Florida & South Georgia. Mr. Murray will be providing preliminary brokerage services (identifying, selecting and attracting suitable tenants, owners and businesses) for the project. He is active in the Tallahassee civic affairs having recently served as Chair of the Greater Tallahassee Chamber of Commerce and as a member of the Leon County Sales Tax Committee. His civic engagements include: Board of Directors for the Tallahassee Community College Housing, Inc., the Technical Advisory Committee for the Tallahassee Airport, Chair, Gaines Street Revitalization Committee, Urban Land Institute, technical advisory committee for the Tallahassee International Airport, Knight Creative Communities Institute, Habitat for Humanity, lecturer for the Florida State University College of Business, Midtown Merchant’s Association and the Tallahassee Downtown Improvement Authority. Mr. Murray was a Leadership Tallahassee 2012 Leader of the Year Nominee. He is a graduate of Leadership Tallahassee and Leadership Florida. He is also the past Senior Warden at St. Peter’s Anglican Church and has been involved with a variety of other organizations in Tallahassee. His professional affiliations and designations include the National Association of Realtors, CCIM (Certified Commercial Investment Member) Florida Association of Realtors, Tallahassee Board of Realtors, International Council of Shopping Centers (ICSC), Building Owners & Managers Association (BOMA), Commercial Council, and Society of Industrial and Office Realtors (SIOR) Candidate. He has served as a court-appointed receiver for lenders on distressed assets through the foreclosure process, as well as an expert witness in trials involving complex commercial transactions. Mr. Murray was awarded a Bachelor of Science Degree in Real Estate & Finance from Florida State University and holds brokerage licensure in the states of Florida, Georgia and Alabama. His most recent transactions include bringing the following upscale retailers to the Tallahassee market: Whole Foods Market, Urban Outfitters, Zoes Kitchen, Burger Fi, Island Wings, Miracle Plaza, Brooklyn Water Bagel, Francesca’s and Barberitos. I Tawny11:15:19: 51mm Master Planning and Urban Design: we: FITZGERALD COLLABORATIVE ARCHITECTURE URBAN DESIGN INTERIORS May 2017