Escolar Documentos
Profissional Documentos
Cultura Documentos
Downtown Greenville, SC
RFP# 45-03/31/2017
April 2017
University Ridge | 1
EXECUTIVE SUMMARY
The Armada Hoffler Properties / CitiSculpt team is pleased to provide our response to the Request for Proposals for
the County’s University Ridge Development project. Within the following response, we provide detailed information as
to our team’s local and national experience and expertise, our background, qualifications and financial capacity to execute
the proposed plan. Beyond our resumes and portfolios, our team is committed to being your partner in providing modern
and efficient facilities for County Staff and your constituents and a continuation of the economic development of the
region through the redevelopment of the County Square site.
In summary, we believe our team is the right partner for Greenville County based upon the following:
1. Our development team has a resume that includes several vertically inte-
grated mixed-use developments ranging in size up to $600 million. Armada
Hoffler has been involved in dense urban mixed-use for nearly two decades and
knows first-hand the complexities of large-scale development and the long-term
horizons required to complete these projects. Collectively, we have successfully
developed and constructed 26 public-private partnership projects.
2. Our team includes the nationally recognized design firms Gensler and
LandDesign as well as local firms McMillan Pazdan Smith and Thomas & Hutton.
McMillan Pazdan Smith has detailed knowledge of the County Square site
and first-hand experience with the County as the programmers and space
planners for the new County facility. They also have experience working with
County Staff on a recently completed Summary Court facility, the Main County
Courthouse Building, the County Library system and various other feasibility
studies. This unique combination of national design talent and local knowledge
and expertise will result in a dynamic project that provides the County with
a home for the next 50 years and is the catalyst for the next chapter in the
development of Greenville.
3. As a publicly-traded REIT, Armada Hoffler brings nearly four decades of
experience coupled with the financial strength that comes with access to
capital markets. As a NYSE listed company, we provide transparency and corpo-
rate controls as required by the Federal Government. Additionally, we have the
reliability and experience to develop each of the proposed product types required
to create an extension of Greenville’s vibrant downtown.
4. Our team also has the in-house capability of providing construction services
through our subsidiary, Armada Hoffler Construction Company, which has
experience successfully designing and building a replacement County
Administrative Complex for the City of Suffolk, as well as currently providing
the same design-build services to Dinwiddie County, Virginia. This allows us to
control costs and schedule, as well as provide delivery of financial commit-
ments earlier than other developers.
TABLE of CONTENTS
Section 1: Letter of Transmittal
Section 2: Development Team
a. Joint Team Overview
b. Organizational Chart
c. Key Personnel
d. Points of Contact
Section 6: Qualifications
a. Municipal Center Experience
b. Project-Related Experience
c. Letters of Reference
SECTION 1:
LETTER of
TRANSMITTAL
6
University Ridge Development
301 University Ridge, Suite 2400
Greenville, SC 29601
SECTION 2:
DEVELOPMENT
TEAM
a. Joint Team Overview
b. Organizational Chart
c. Key Personnel
d. Points of Contact
10 | University Ridge: Section 2A
DEVELOPMENT TEAM
Joint Team Overview
MASTER DEVELOPER Among the Company’s unique development capabilities
Armada Hoffler Properties, Inc. (NYSE: AHH) and are public-private partnerships with municipalities, states,
CitiSculpt, LLC, will form a joint venture to serve as master public and private universities, the federal government,
developer for redevelopment of the University Ridge site. and other sovereign nations. This capability has been the
The joint venture brings an unsurpassed record of tackling catalyst for over two dozen transformational projects with
difficult, large-scale, public-private mixed-use projects of public partners throughout the Company's history. Armada
enduring success and landmark status. A description of the Hoffler’s experience and success are evidenced by the Town
master developer members is below. Center of Virginia Beach, a $600 million mixed-use project
the Company developed in partnership with the City of
TEAM MEMBER DESCRIPTIONS Virginia Beach, Virginia. This project successfully created a
LEAD DEVELOPMENT FIRM vibrant central business district for the City since breaking
ground in 2000 and is a cornerstone of the Company’s
Armada Hoffler Properties stable portfolio.
Founded in 1979, Armada Hoffler Properties is a full service
real estate company that develops, constructs, acquires and Partnerships can take many forms – the important
manages institutional-grade office, retail, and multifamily point being that solutions can be tailored to meet
properties in the Mid-Atlantic and Southeastern United the needs of our partners based on Armada Hoffler
States. The Company also provides general contracting Properties/CitiSculpt's unique capabilities and wide
and development services to third-party clients throughout range of experience.
these regions and beyond.
For nearly four decades the Company has developed in JV DEVELOPMENT PARTNER
excess of $2 billion of diverse product types for its own CitiSculpt
portfolio as well as its clients, making it one of the premier CitiSculpt seeks to shape cities by creating real estate
developers on the East Coast. While the Company’s developments that will improve lives. Its primary focus
development experience spans almost every product type is on place-making of dynamic spaces that both adapt to
including office, retail, multifamily, hospitality, and industrial, and enhance their environments. The CitiSculpt team has
Armada Hoffler Properties now predominately focuses managed over $5 billion in all aspects of development
on developing and acquiring office, retail, and multifamily and redevelopment of real estate projects. The company
assets for placement in its own stabilized portfolio. brings a proven history of successful development
throughout the southeast in retail, multifamily, office, and
mixed-use projects, including medical offices, senior-care
facilities, hospitality complexes, and student housing.
Essential skills CitiSculpt offers include creative design,
asset recovery, financial structuring, and comprehensive
site planning. Most importantly, through the expertise
of its principals and key team members, CitiSculpt uses
its unique vision to shape a vision of the capabilities of
the project, in order to deliver both immediate and long-
term positive impacts to its community.
Notable projects include an interconnected and active
mixed-use property in downtown Durham featuring over
1,000,000 square feet of office, retail, hotel, and multifamily
space and the revitalization of an historic business district in
Charlotte into a mixed-use center of residential, retail, and
commercial activity.
CONSULTING PARNTER
The Furman Co.
The Furman Co. has provided comprehensive solutions
in real estate for over 125 years. In 1888, the founders
of our company paved the way for local development,
University Ridge: Section 2A | 11
Thomas & Hutton has a rich history of building strong CBRE offers a broad range of integrated services, including
client relationships and designing award-winning projects. facilities, transaction and project management; property
Our passion continues to be creating the highest quality management; investment management; appraisal and
designs and making client needs our foremost priority. valuation; property leasing; strategic consulting; property
sales; mortgage services and development services.
With diverse and talented employees, Thomas & Hutton
has the unique ability to take your project from concept
through construction approval and beyond. With offices in
Georgia and South Carolina, we have intimate knowledge
of specific design and permitting requirements of the
Southeast. In addition, our expertise allows us to design
projects across the globe.
LEGAL
Wyche Firm
Wyche has a rare sense of collegiality among our attorneys.
We have a unique structure that ensures we are focused on
the best result for the client. We are not focused on the
billable hour, and our model fosters collaboration. Because
of this, we do not operate like most law firms where
attorneys work in silos and adopt an "eat-what-you-kill"
mentality. Instead, our attorneys are rewarded for teamwork,
finding innovative solutions, and service to our clients and
the community.
ENVIRONMENTAL CONSULTANT
Hart & Hickman
Hart & Hickman, PC is an environmental engineering and
consulting firm established in 1995 and headquartered
in Charlotte, NC. Hart & Hickman’s tag line Smarter
Environmental Solutions describes the innovative, project-
specific solutions we provide. We are particularly expert
in Brownfields redevelopment where making the site
environmentally safe for re-use is truly unique for every
project. Our goal is to ensure the solutions we derive for
your environmental challenges fit your specific needs,
objectives, and cost considerations.
University Ridge: Section 2B | 13
OWNERSHIP &
ORGANIZATIONAL
STRUCTURE
Private Development
MASTER DEVELOPERS
OWNERSHIP &
ORGANIZATIONAL
STRUCTURE
Greenville County Administrative Complex
CONSTRUCTION
Interior Design
DESIGN
Landscape/
Hardscape
Structural
CIVIL ENGINEERING
M/E/P + F/P
16 | University Ridge: Section 2C
Key Personnel
CHRISTOPHER ODLE ERIC APPERSON
Executive Vice President President, Armada Hoffler
of Development, Construction
Armada Hoffler Properties Mr. Apperson began his career with
Mr. Odle joined Armada Hoffler in Armada Hoffler in 1987 and held
1995 as a Senior Pre-Construction various positions prior to becoming
Manager. With over 25 years of President of Goodman Segar Hogan
experience in planning, estimating Hoffler Construction (a subsidiary
and construction, his well-rounded of Armada Hoffler) in 1997. Due
resume allows him the ability to to his wide range of experience
tackle problems from all angles. In his present capacity as in management, he was appointed President of Armada
Executive Vice President of Development, Mr. Odle oversees Hoffler Construction Company in 2000. In addition to being
activities that relate to company and entity ownership of responsible for the overall management, strategic growth and
development projects and supervises property acquisitions. financial health of the Construction Company, he focuses on
He works closely with management to ensure that project developing and cultivating relationships with new and existing
development is economically feasible, financially viable and clients, subcontractors and employees.
completed within the stated objectives.
ERIC SMITH
Chief Investment Officer,
SHELLY HAMPTON Armada Hoffler Properties
President of Asset
Management, Since joining Armada Hoffler
Armada Hoffler Properties in 2005, Mr. Smith’s roles have
spanned finance, asset manage-
Ms. Hampton started her career ment, development and operations.
with Armada Hoffler in 1999 as the Named Chief Investment Officer
Director of Asset Management. Ms. in 2015, he focuses on evaluating
Hampton was promoted to Vice and managing the investments of
President in 2009 and has served Armada Hoffler’s capital and resources across the compa-
as President of Asset Management ny’s portfolio of existing assets, acquisitions and develop-
since 2011. Under her guidance, the Asset Management ment projects.
division focuses on the long-term financial health of the orga-
nization by overseeing property performance, maximizing His experience prior to joining Armada Hoffler includes
returns and aiding in the decision-making process regarding providing quantitative-based strategic solutions to the
potential acquisitions and dispositions. executive management teams of Fortune 100 corporations
as a management consultant with Booz Allen Hamilton,
Ms. Hampton has worked in a number of capacities throughout international corporate finance and pricing for Federal
her career having over 25 years experience in accounting, Express, and financial derivative trading on the New York
finance, administration, operations and management. Futures Exchange.
University Ridge: Section 2C | 17
ERIC APPLEFIELD
Counsel, CitiSculpt
As the Counsel-Development Associate
for CitiSculpt, Eric Applefield is
responsible for drafting and reviewing
operating agreements, purchase and
sale agreements, leases, master decla-
rations, titles, and other legal docu-
ments. He is also involved in research,
due diligence, and management for
developments, from acquisition to
entitlement to debt and equity financing.
Applefield brings analytical and problem solving skills to each
project and has the ability to decipher complex legal processes.
18 | University Ridge: Section 2C
MICHAEL L. BREARLEY
Associate, Wyche
Michael concentrates his practice
at Wyche on transactional matters,
with an emphasis on commercial real
estate and economic incentives. As
a Greenville native, Michael enjoys
helping clients navigate a wide-range
of real estate transactions as they
further their business objectives in
South Carolina.
Michael graduated cum laude with a B.A. in Political Science from
Furman University, where he was a recipient of the prestigious
John D. Hollingsworth Scholarship. After Furman, he attended
Vanderbilt University Law School as a Dean’s Scholar. While at
Vanderbilt, Michael engaged his interest regarding the effect of
new technologies on the delivery of legal services. He co-founded
the Vanderbilt Legal Technology Society and actively participated
in Vanderbilt’s Program on Law and Innovation. Michael strives
to utilize his passion in these emerging fields as a tool to maximize
JEFF HALLIBURTON, efficient solutions for his clients.
PE, LEED® AP BD+C
Civil Engineer,
Thomas & Hutton MAURIE LAWRENCE
Member, Wyche
Jeff Halliburton has 29 years
of design and project manage- Maurie enjoys working as a strategic
ment experience throughout the partner with a diverse set of clients
Southeast. Typical projects include on sophisticated real estate transac-
higher educational, K-12 education, tions. She represents private compa-
criminal justice, healthcare facil- nies across many industries, including
ities, institutional, residential housing, commercial, DOD manufacturing, healthcare, and trans-
MILCON, and roadway transportation design for public and portation. She also represents signif-
private clients. Specific project design tasks have included icant non-profits and governmental
land planning and layout, erosion control, water distribution entities.
systems, sanitary sewer collection and transportation systems, Maurie primarily works on large-scale mergers and acquisi-
stormwater management systems, grading and paving design tions and significant leasing projects including ground leases
for roadways, parking facilities, athletic fields, structural system and build-to-suit leases. She enjoys working on emerging real
design including timber and concrete bridges, retaining walls, property legal matters such as solar farms and the evolution
marinas, tanks and various other structures associated with of brownfield developments. Maurie incorporates into her
site development. Jeff is a LEED accredited professional practice work with sustainable real estate practices, including
and was recognized as a participant in developing the initial green leasing, land preservation and conservation easements.
EarthCraft Community Guidelines and is a past member of
the EarthCraft Communities Regional Council.
DOYLE KELLEY, PE
Transportation Engineer,
Thomas & Hutton
Doyle Kelley has 23 years of
experience in project manage-
ment and design of transpor-
tation and drainage projects in
South Carolina and Georgia. His
design experience is multi-disci-
plined and includes all aspects
of roadway design, pathway planning and design, and
drainage evaluation and design including large-scale flood
plain analysis.
University Ridge: Section 2C | 21
POINTS of CONTACT
Christopher Odle Richard Petersheim
Armada Hoffler Properties LandDesign
222 Central Park Avenue, Suite 2100 223 North Graham St.
Virginia Beach, Virginia 23462 Charlotte, NC 28202
codle@armadahoffler.com rpetersheim@landdesign.com
757.366.4000 704.333.0325
Charles L. McAlpine Kevin Shoemake
CitiSculpt Thomas & Hutton
10 Academy St., Suite 395 304 N Church St.
Greenville, SC 29601 Greenville, SC 29601
lmcalpine@CitiSculpt.com shoemake.k@thomasandhutton.com
864.940.0705 843.708.7908
Steve Navarro Michael Brearley
The Furman Co. Wyche Firm
703 East North St., Suite A 44 E. Camperdown Way
Greenville, SC 29601 Greenville, SC 29601
snavarro@furmanco.com mbrearley@wyche.com
864.242.5151 864.242.8320
KJ Jacobs Matt Bramblett
McMillan Pazdan Smith Hart & Hickman
400 Augusta St. #200 2923 South Tryon St., Suite 100
Greenville, SC 29601 Charlotte, NC 28203
kjjacobs@McMillanpazdansmith.com mbramblett@harthickman.com
864.978.4399 704.586.0373
Carolyn Sponza
Gensler
214 N Tryon St., Suite 2320
Charlotte, NC 28202
carolyn_sponza@gensler.com
202.263.5442
24
University Ridge: Section 3 | 25
SECTION 3:
MARKET PLAN
& FEASIBILITY
26 | University Ridge: Section 3
consists of over 440,000 sq. ft. At its height, Fluor occupied Historically, downtown Greenville has experienced success
almost 30% of the property. They completely vacated the with three types of retail: ground-level, market demand, and
property in Q4 2014. Five quarters later, tenants eagerly destination. The scope of this project can facilitate all three.
absorbed space at the property stabilizing the vacancy of Ground-level retail is the easiest type to strategize. In order
the property. New tenants at the property include Gordian to help attract and sustain vibrancy, it is common practice
Group, Level One, Patriot and Raytheon. to provide ground-level retail in urban settings. The lack
These three properties demonstrate a trend of leasing large of ground-level activity is a significant reason why active
amounts of Class A space in the Greenville office market. development on Main Street has not migrated north beyond
For landlords, that filling of space has been coupled with Beattie Place. As such, in order to maximize the potential
a remarkable rise in asking rents. In 2015, Greenville was of this development, ground-level retail should be actively
one of six markets in the country that exhibited rent growth encouraged.
higher than 10%. In 2016, the rate of rent growth was The provision of ground-level retail is a delicate strategy
sustained. What makes the growth exceptional is that for that should not be undertaken lightly, as without ancillary
the previous ten years, rental rates had remained stable. development to ensure its success, an over-supply of ground
In the last seven years, the Greenville CBD has had an level retail can lead to a series of empty storefronts, which
average vacancy rate of 13.7% and an annual absorption can negatively impact the brand of the larger development.
rate of 99,000 sq. ft. Given that vacancy is currently To help address this concern, it is important to understand
11.1% amid a period of rapid growth, landlords are able to market demand. Currently, the office tenants in the area are
leverage market conditions at the negotiation table which underserved from a retail perspective. Unlike the majority
helps provide context for the dramatic rise in rents. Simply of downtown, the area surrounding County Square has few
put, it is a difficult market for tenants to secure space and a pedestrian-oriented dining options, forcing tenants in the
lack of product will limit the opportunities for the market’s area to drive to nearby restaurants. Nearby office tenants
economic growth in the future. To help balance the health as well as new government office space could accommodate
of the office market and bring the market back to its historic retail on an immediate basis.
vacancy rate of 13.7%, there is an immediate need for an
additional 95,000 sq. ft. of space. CBRE tracks 3.7 million sq. ft. of leasable office space in
downtown Greenville which includes all properties 20,000
Despite strong growth and rising rents, there is minimal new sq. ft. of greater. If you include owned-offices as well as
product under development. Slated to begin construction smaller office projects, there is a total of 5.3 million sq. ft.
soon is Camperdown, a project that will bring with it 110,000 of office space in Greenville’s downtown. Conversely there
sq. ft of office space by Q1 2019 at the earliest. Until then, is 1.3 million sq. ft. of retail space in the same area. This
tenants will be forced to work with what is available in the roughly equates to a 4 to 1 ratio of office to retail space, all
market. Upon completion, we expect the market to absorb other things being equal. This suggests an initial phase of
office space at Camperdown in a similar fashion to previous development which includes up to 420,000 sq. ft. of office
large Class A availabilities. space could also include an additional 87,000 sq. ft. of retail
This raises the question as to what is possible at County space. It is worth noting that retail is undergoing a revolu-
Square. Given the site’s size, it is possible for a development tion so a simple straight-line parallel between historic and
to usher in multiple large office buildings to the market. future performance is not sufficient.
If we assume the presence of a captive tenant in existing The provision of retail space should be carefully considered.
governmental offices, which will account for approximately There are types of retail better suited to do well than others.
220,000 sq. ft. of space, coupled with existing growth trends The grocery and restaurant sectors as a whole appears to be
and lack of competing product, we believe it is not unrea- somewhat insulated from the e-commerce trends that are
sonable to expect the project to absorb 90,000 to 100,000 slowing down development for most retail sectors.
sq. ft. of additional space annually. Given that a develop-
ment timeframe of new office space is approximately two Downtown Greenville has a regional grocery chain in
years, we would recommend leveraging the 220,000 sq. ft. of Publix operating in the market. The store is perfomring
government offices to accommodate two years of market very well and after evaluating the market, it is easy to see
growth, or up to an additional 200,000 sq. ft. of speculative why. Nationally, the ratio of population to grocery store
office space in an initial development phase. is approximately 8,000 to 1. Geographically, the Publix in
downtown Greenville is the closest grocery store for over
RETAIL 19,000 residents in the market as well as the closest store to
Downtown Greenville is home to over 3 million sq. ft. of the work location of over 39,000 employees. Additionally,
office space and over 15,000 residents. While the area lacks while there is little office development underway, over 2,500
of the density of similar downtown environments in larger multifamily units in various stages of the development pipe-
markets, the area is growing rapidly, which opens the door line are likely to prompt additional demand.
to new retail opportunities.
28 | University Ridge: Section 3
SECTION 4:
DEVELOPER
FEASIBILITY STUDY
a. Vision
b. Design Principles
c. Site Context
d. Conceptual Site Plan
1. Zoning & Design Guidelines
2. Land Uses
3. Roadway Network
4. Parking Strategy
5. Other Modes of Transit
6. Green Space/Open Space
7. Retail and Shopping Experience
e. Development Statistics
f. Massing Strategy
g. Phasing Approach
h. Infrastructure
1. Preliminary Traffic Review
1. Existing Conditions
2. Redevelopment
3. Background (No-Build) Conditions
4. Future (Build) Conditions
5. Proposed Improvements
2. Proposed Roadway Infrastructure Improvements
3. Existing Utility Infrastructure
4. Proposed Utility Infrastructure
32 | University Ridge: Section 4A
VISION
University Ridge is a brilliant addition to Greenville’s
already great assemblage of places. Continuing the street
grid and pedestrian experience of Downtown’s Main Street,
University Ridge will provide an anchor at the south end
of town, one that extends space for Greenville’s festivals,
celebrates the culinary culture of the city and region, and
expands connections to the green and blue network of the
Reedy River.
34 | University Ridge: Section 4B
DESIGN PRINCIPLES
At the outset of the RFP process, the development and design UNIVERSITY RIDGE…
team conducted a charrette to define a shared vision for acts as an engine of economic development
University Ridge. The team established a series of placemaking for the City and region.
principles that guided development of the conceptual site plan. Office, hotel, and retail facilities will provide an expanded
These included a series of statements about what University and diverse employment base that will help to grow regional
Ridge should aspire to in the future. talent. The lively streets and convenient mix of uses will
establish University Ridge as an attractive environment that
will attract new employers to the City.
UNIVERSITY RIDGE…
establishes the County’s new Administrative
Complex as a landmark for Greenville.
Located to evoke the position and prominence of the
bell tower at the historic Furman campus, the County
Adminstrative Complex will have excellent views to and
from downtown, and will be the hub around which retail
and entertainment uses on the site begin to take shape.
University Ridge: Section 4B | 35
SITE CONTEXT
The design principles developed for the future of University Based on aerial imagery, it appears that much of the
Ridge are anchored in regional, local and neighborhood campus's original grade was filled to create a level elevation
context. The University Ridge site is at a unique location, for the one-story shopping mall, movie theater and surface
between the bustle of Downtown and quieter low-density parking that was constructed once the Furman Campus was
neighborhoods to the south of town. In many ways, relocated.
development of the the University Ridge site will need to Currently the University Ridge campus is home to County
address this transition, while providing additional connections Administrative Offices, Family Court, Health Department,
to Greenville's natural network along the Reedy River. and some State government social services. Referred to
today as County Square, the site has the advantage of being
UNIVERSITY RIDGE NEIGHBORHOOD CONTEXT the highest elevation overlooking the Reedy River, and has
the potential to act as the southern bookend for the Main
To the north, the University Ridge site is bordered by the Street promenade.
South Carolina Governor’s School for Arts and Humanities
and the natural retreat of the Reedy River. Swamp Rabbit
Trail, Liberty Bridge, and the soon-to-be Cancer Survivors'
Park are all located to the site's north and east. One goal
of the development plan for University Ridge is to provide
enhanced connections to the natural amenities located along
the Reedy River, both for users of the site and for neighbors
to the south.
To the east of the University Ridge site is well-traveled Church
Street. Most recently, a number of five-story, multifamily
developments have been planned or constructed along this
thoroughfare. Residents of these new developments will
look to the University Ridge site for shopping and dining
options, as well as a way to conveniently access Main Street
by foot.
To the south of the site is the Haynie-Sirrine neighborhood.
There is an existing master plan for Haynie-Sirrine which
includes the University Ridge site as part of its boundaries.
Given the unique nature of the University Ridge site, it is
understood that new development controls will be required
in the future to address the context and scale of the Haynie-
Sirrine neighborhood, while allowing for office, retail and
other uses on the University Ridge site.
Lastly, to the immediate west is a small neighbohood with
existing low-density construction. A number of buildings
in this neighborhood have been been converted to business
uses. This two-block area is at the immediate edge of
Downtown.
HERITAGE
GREEN
MCPHERSON
PARK
SPRINGWOOD
CEMETERY
BON SECOURS
WELLNESS ARENA
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SOUTH CAROLINA
FLUOR GOVERNOR'S SCHOOL
FIELD FOR THE ARTS & HUMANITIES
PROJECT
REEDY RIVER
SITE
CANCER SURVIVOR'S
GREENVILLE PARK
HIGH SCHOOL
KEY
HAYNIE-SIRRINE NEIGHBORHOOD
GREEN ALLEY
ENTERTAINMENT RE RESIDENTIAL
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UNIVERSITY RIDG
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40 | University Ridge: Section 4D
LAND USE
UN
IV
ER
SI
TY
ST
RE
ET
BLOCK 9
BLOCK 10
BLOCK 11A
BLOCK 11B
EE T
BLOCK
STR
4
WE
HO
BLOCK 5
BLOCK 6
BLOCK 7 BLOCK 8
BR ADSH
EE T
AW
STRE E T
STR
CH
BLOCK 1A
HUR
BLOCK 1B
BLOCK 2 BLOCK 3
S. C
UN IVERSIT Y RID
T GE
EE
S STR
RR I
HA [FUTURE DEVELOPMENT]
PRESIDENT STREET
ET
S TRE
ON
UST
THR
KEY
OFFICE
RETAIL
HOTEL
ENTERTAINMENT
MULTIFAMILY
STRUCTURED PARKING
FUTURE DEVELOPMENT
ROADWAY NETWORK
A finer-grained internal street network has been planned Street type C is a series of shared-use streets, where
to facilitate movement of vehicles and bicycles through pedestrian and vehicular movements will blend more
and within the site. While this network will be sized to seamlessly. These streets include drop-offs between blocks
effectively move cars to their destinations within the site, at the north side of the site, as well as a retail street between
the street sections will also be planned to be attractive to residential buildings on Blocks 6 and 7. These streets are
pedestrians. By planning for a streetscape that encourages envisioned as having narrower lanes, featuring pavement
walking, overall traffic volume within the site will decrease with zero curbs and potentially bollards to control traffic.
as workers, residents, and shoppers will be more likely to
park their cars and walk to second destinations, like coffee
shops and lunch spots. Street type D is University Ridge, which has been
re-envisioned as an urban boulevard with bike lanes and a
A conceptual street hierarchy has been identified, which planted median. The existing curb lines of this road will be
establishes the character and feel of primary and secondary maintained, with improvements occurring with the existing
streets. All of the streets are anticipated to have two right-of-ways.
traffic lanes, with one-way traffic in each direction. In
some locations, additional turn lanes will be provided at
intersections to provide additional network capacity and Street type E is the green alleyway that will run on the
improve movement. north end of the development. This alleyway will provide
access for emergency vehicles, in addition to providing a
shared-use path for bikes and pedestrians connecting to the
Street type A connects Downtown with University Ridge, Swamp Rabbit Trail.
acting as an extension of University Street. This street is the
major circulator through the site. It has two on-street bike
lanes (one in each direction) with an inboard parallel parking The street sections plan for an on-street, protected bike lane
lane, separated by a buffer zone. This street type is also used network along street types A and D. The bike network will
at the eastern most curb cut along University Ridge, where continue from the traffic circle in the northwest corner of
higher volumes of traffic are expected in and out of the the site across the site and down to University Ridge, where
retail parking garage in Block 3. it will continue east and west. The bike lane on University
Ridge reflects continuation of the City’s 2011 Bicycle
Master Plan and ties into overall planned bike route network
Street type B1 characterizes the primary shopping improvements.
experience of the site. With diagonal parking similar to
downtown, this street has sidewalks that will accommodate
a higher volume of pedestrian movement and sidewalk
seating for restaurants and cafes.
STREET NETWORK
UN
IV
ER
SI
TY
ST
RE
ET
BLOCK 9
BLOCK 10
BLOCK 11A
BLOCK 11B
EE T
BLOCK
STR
4
WE
HO
BLOCK 5
BLOCK 6
BLOCK 7
BLOCK 8
BR ADSH
EE T
AW
STRE E T
STR
CH
BLOCK 1A
HUR
BLOCK 1B
BLOCK 2 BLOCK 3
S. C
UN IVERSIT Y RID
T GE
EE
S STR
RR I
HA
PRESIDENT STREET
ET
S TRE
ON
UST
THR
KEY
STREET TYPE B1
STREET TYPE B2
University Ridge: Section 4D | 47
STREET TYPE C
TRANSIT MODES
UN
IV
ER
SI
TY
ST
RE
ET
BLOCK 9
BLOCK 10
BLOCK 11A
BLOCK 11B
EE T
BLOCK
STR
4
WE
HO
BLOCK 5
BLOCK 6
BLOCK 7
BLOCK 8
BR ADSH
AW
EE T
STRE E T TROLLEY
STR
STOP
CH
BLOCK 1A
HUR
BLOCK 1B
BLOCK 2 BLOCK 3
S. C
ET UN IVERSIT Y RID
SS TRE GE
RR I
HA
PRESIDENT STREET
ET
S TRE
ON
UST
THR
KEY
GREEN SPACE/ OPEN SPACE The Green Alley. Along the north side of the site, a
At the heart of the University Ridge plan is a series of new green alleyway system will help provide a buffer between
public and open spaces that complement and connect to the new residential buildings and the Governor’s School. This
existing natural network of Greenville. alley can be accessed from the turnaround between Blocks
9 and 10, and on foot between the buildings along the north
side of the side. This alley system will feature a narrow
The Commons. At the southern extension of University impervious strip, which will provide access for fire trucks
Street is The Commons, an open space of approximately and emergency vehicles. It will also include a pervious
one acre. The Commons is envisioned as a gathering space paving strip that will serve as a mixed-use pedestrian bike
with a lawn and outdoor plaza. Bordered by trees at its east pathway, leading to the Swamp Rabbit Trail. Linear wetlands
and west sides, The Commons will be a welcome place for will be created in this area with water retaining plantings and
individuals and small groups to lunch, and can also transform bioswales to help with stormwater retention.
to accommodate larger events on nights and weekends. By
closing the streets along the west and south sides of the
park, the plaza can increase in size and be reconfigured as a Green Streescapes. All of the new on-site roadways
place where parades and fun runs can start. will include street trees and planted tree pits. In addition, one
of the roadways will be designed as a green streetscape, with
The design of The Commons incorporates anticipated curbside rain gardens that will retain stormwater runoff and
natural walking paths from Downtown and could include improve water quality
a water feature, which ties back to the history of the Reedy
River and Greenville’s riverfront redevelopment. A shade
structure at the southern side of the plaza could provide a Pocket Parks. In addition, a series of pocket parks,
backdrop for small performances. terraces and courtyards will be created along the eastern
edge of the site on Church Street.
Veterans Plaza. At the northeast corner of Block 1B,
immediately next to the County Adminstrative Complex,
will be Veteran’s Plaza. Existing monuments to the Armed
Forces, currently located at County Square, will be relocated
and highlighted here.
SIDEWALK SEATING
OPEN SPACE
UN
IV
ER
SI
TY DOG PARK
ST PLAYGROUND
RE GREEN ALLEY
ET
STORMWATER BMP
GARDEN TERRACE
OVERLOOK
TRAIL
PRIMARY CONNECTION
EE T
VEHICULAR SPINE
STR
WE
HO
THE
STORMWATER
COMMONS
BMP
GREEN EDGE
BR ADSH
AW
STRE E T DINING TERRACE
CENTRAL NODE
VETERANS'
PLAZA
UN IVERSIT Y RID
T GE
EE
EE T
S STR
RR I
STR
HA
CH
HUR
PRESIDENT STREET
S. C
FALLS PARK
REE
DY
RIVE
RT
RA
IL
VETERANS PLAZA
52 | University Ridge: Section 4D
CONNECTION TO
CANCER SURVIVORS' PARK
SOUTH CAROLINA
GOVERNOR'S
SCHOOL FOR THE
ARTS & HUMANITIES
THE COMMONS
54 | University Ridge: Section 4D
SECONDARY RETAIL
EXPERIENCE
ENTERTAINMENT
ANCHOR
PRIMARY RETA
IL EXPERIENCE
DINING GROCER/RETAIL
ANCHOR ANCHOR
RETAIL LOCATIONS
RETAIL STREET
56 | University Ridge: Section 4E
DEVELOPMENT
STATISTICS
Development statistics, including land uses and areas,
unit counts and parking statistics are shown below. Total
development (exclusive of parking) is anticipated at
approximately 2 million square feet.
Parking Phasing
Cultural Open Space Block Total Parking Parking
Phase
(gsf) (gsf) (gsf) (gsf) (# of spaces)
0 0 71,900 397,400 1,200 1
0 0 220,000 - - 1
0 0 256,700 224,500 748 2
0 0 72,000 135,900 453 2
0 0 202,700 - - 4
46,000 0 46,600 - - 4
0 0 280,150 205,900 686 4
0 0 221,200 43,200 144 4
0 0 149,000 - - 5
0 26,600 26,600 - - 3
0 0 245,000 118,400 395 3
0 0 120,000 - - 5
0 0 117,000 110,000 367 5
KEY PLAN
BLOCK
9
BLOCK
10 BLOCK
BLOCK
11A
BLOCK 11B
4
BLOCK 5 BLOCK 6 BLOCK 7
BLOCK 8
BLOCK BLOCK BLOCK BLOCK
1A 1B 2 3
58 | University Ridge: Section 4F
MASSING STRATEGY
Each block has been sized so that it may be reconfigured to Build-to-Lines and Architectural Controls. The
accommodate different building configurations or uses as University Ridge development is intended to extend the
the market may change over the duration of the buildout. urban fabric of downtown, so emphasis will be made on
providing a consistent street edge that defines the space
between buildings. Surface parking will not be allowed,
Building Heights. Building heights in University Ridge and the façades of structured parking will be treated with
will range from one to two stories (for retail, entertainment architectural treatments or artwork.
and cultural buildings) to nine or ten stories (for office). It
is anticipated that the site will have a variety of heights, with
lower-height residential anticipated to step down along the
site’s north side. It is expected that building heights will be
controlled by construction type and market demand; for
instance, stick-framed multifamily construction will not
exceed five stories over a podium base.
STR EET
H OWE
SC GOVERNOR'S
SCHOOL FOR THE
ARTS & HUMANITIES
UN
IV
ER
SI
TY
RI
D
G
E
H ST REET
S. C HURC
VIEW 2
KEY PLAN
VIEW 1
KEY
OFFICE
RETAIL
RESIDENTIAL
ENTERTAINMENT/CULTURAL
HOTEL
STREET
HU RCH
S. C
UNI
VER
SITY
RID
GE
SC GOVERNOR'S EET
SCHOOL FOR THE E STR
W
ARTS & HUMANITIES HO
PHASING APPROACH
A five phase approach to build-out of University Ridge Phase 3 will occur along the northern edge of the site,
is anticipated for Parcel A. The narrative below explains precisely in its northwest corner. It will consist of the
conceptual phasing strategy for development parcels. It cultural/food venue and residential with retail and parking
is intended that the infrastructure will be developed in a as accessory functions.
phased manner, similar to the parcels. As this plan becomes
more created, a detailed infrastructure phasing plan will be
developed to address roadway and utility required to service Phase 4 will connect development along the northern and
each phase. southern sides of the site and will include the entertainment
venue, hotel, office and residential.
Parcels B and C have been identified as "future phase" to be
determined.
Phase 5 of development will be along S. Church Street.
Since phase 5 will be the last to come online, these have
Phase 1 will consist of County Adminstrative Complex been identified as parcels that have the largest potential to
and County Parking, along with a small residential wrapper change use.
building. This phase will occur at the southwest corner of
the site at the intersection of Howe Street and University
Ridge. The location of phase 1 construction is outside of
the footprint of the existing County building. This will
allow the new facilities to be constructed while the existing
building is still in use, ensuring a continuity of services.
PHASING
UN
IV
ER
SI
TY
ST
RE
ET
BLOCK 9
BLOCK 10
BLOCK 11A
EE T
BLOCK 11B
STR
BLOCK
4
WE
BLOCK 5
BLOCK 6 BLOCK 7
HO
BLOCK 8
BR ADSH
EE T
AW
STRE E T
BLOCK 1A BLOCK 1B
STR
BLOCK 2 BLOCK 3
CH
HUR
S. C
UN IVERSIT Y RID
T GE
EE
S STR
RR I
HA
[FUTURE PHASE]
PRESIDENT STREET
EE T
STR
ON
UST
THR
KEY
PHASE 1
PHASE 2
PHASE 3
PHASE 4
PHASE 5
FUTURE PHASE
INFRASTRUCTURE
PRELIMINARY TRAFFIC REVIEW University Ridge (Parcels C and B). This preliminary analysis
is only a comparison between the existing and proposed
Existing Conditions conditions for Parcel A. Existing traffic for Parcels B and C
As stated in Proposal #45-03/31/2017, the existing 301 are included in the existing traffic shown on the surrounding
University Ridge – Parcel A currently occupies 30.443 acres roadways and grown for the no-build condition. As more
and is comprised of three buildings with approximately information becomes available, or a plan is developed for
400,000 square feet of space surrounded by 1,565 parking these two parcels, additional evaluation will be needed.
spaces. The site is currently served by six existing access Verification was performed, for the trip generation derived
points: three full accesses to the south along University above, utilizing the current personnel numbers and the
Ridge, a right-in/right-out access to the east on Church annual visitor numbers provided in the RFP. Based on
Street just north of University Ridge, full access west on this evaluation, we calculated the trips per day to be
Howe Street just north of University Ridge, and full access approximately 4,600. This seems to be consistent with the
via an existing roundabout in the northwest corner of the calculations above, but again more information is needed
site to University Street. to complete the analysis once the project moves forward.
The existing land uses are 358,000 sq. ft. General Office Figure 1: Current Traffic Volumes and LOS shows the
(710), 32,000 sq. ft. Government Office Complex (733) and current traffic counts on some of the adjacent roads as
10,000 sq. ft. Automotive Service Center (942). These uses available from SCDOT for the area along with the current
generate approximately 4,410 trips per day, 900 trips per day, lane configurations and corridor level-of-service (LOS).
and 100 trips per day respectively for a total of approximately Currently all roads function at acceptable levels-of-service
5,410 trips per day. There are approximately 700 morning (LOS), that is LOS D or better, for the number lanes and
peak hour trips and 710 evening peak hour trips associated functional classification. It is important to note the analysis
with the existing development. Refer to Table 1: Pre- and only considers the corridor or roadway LOS and does
Post-Development Traffic Summary for a summary of not consider the intersections’ LOS. More detailed traffic
the existing traffic. Please note these existing conditions counts and analysis will be needed to conduct this analysis
do not include existing trips generated by 300 and 302 and would be performed as the project progresses.
The proposed trips generated, less the internal capture, would allow for traffic to utilize either Academy, Main or
pass-by trips and the trips via alternative modes of Church to travel south to the site and back north from the
transportation, were distributed to the adjacent roadways as site. It would also allow Academy to be utilized as a westerly
discussed above. The net trips generated were analyzed connection as well.
for the following design years with the associated block The roadways also need to be able to accommodate
development as shown in the figure provided with the build other modes of transportation to take full advantage of
year for each block: the reductions created by utilizing these other modes of
2020 Blocks 1A and 1B transportation. All of the connections would need to be
evaluated in more detail based on their benefit/cost to the
2022 Blocks 2 and 3
project as the project moves forward.
2023 Blocks 9 and 10
Below is a list of improvements to be considered and
2025 Blocks 4, 5,6 and 7 approximate timing for the improvements. Many of these
2028 Blocks 8, 11A and 11B improvements extend well beyond the site and would need
further study and coordination with the City and SCDOT
The generated trips were added to the background trips prior to determining the appropriate improvement needed
for that design year to get the proposed future volumes for as well as the limits of the improvements. As such, our
each of the build years. The analysis results indicated most economic model does not anticipate funding or financing
of the roads will continue to function at acceptable LOS any of the improvements listed below:
into the design year 2028 with or without the project. It
also indicated Academy and Church Streets will operate • Improve University Ridge as the Boulevard section
at unacceptable LOS with or without the project and shown in the proposal;
push the need for improvements of Church south of the • Widen Church Street from August to University from
development up to 2021 from 2027, Academy to 2023 from 4 to 6 lanes in 2021 with development and 2027 without
2025, and Church Street north of the development up to development;
2025 from 2031. Figure 3: 2028 Build Volumes and
• Widen Academy from 4 to 6 lanes in 2023 with
LOS show the proposed volumes and LOS for the entire
development and 2025 without development;
build-out in the design year 2028. As mentioned previously,
this analysis does not consider the operational conditions • Widen Church Street north of development in 2025
of the intersections, but as the roadways struggle to handle with development and 2031 without development;
the traffic so will the intersections. • Maintain dual lefts on eastbound University Ridge
onto Church St southbound;
Proposed Long-Term Improvements to Offsite • Add dual left for northbound Church Street onto
Road Network westbound University Ridge prior to build out;
Currently the site’s proposed main access points are to • Realign Vardry Street with University Ridge;
University Ridge to the south. Anyone who would like to • New connection from University Street to Main at Oneal;
travel to the County Administrative Complex from the west
or north must take a somewhat circuitous route to get there. • Other intersection improvements, such as left or right
To better accommodate the travel from the north and west turn lanes and signals, will be needed as the development
to and from the site, more direct connectivity is needed. progresses.
University Ridge is still going to be the main access to and Signal timings and coordination will also help extend
from the south. Intersection and driveway spacing along the life of intersections and corridors while other
University Ridge needs to be planned carefully to maximize improvements are implemented.
efficiency in that section of roadway. Detailed analysis will
be needed to determine the appropriate configuration.
To help improve connectivity to the west and north,
consideration should be given to constructing some
new roadway connections or realign existing roadways.
Realigning Vardry Street with University Ridge could
provide a better connection to the west. Another option
may be to realign Vardry and University Ridge to the existing
Bradshaw. In the northwest area of the site, there may be
an opportunity to create better connectivity to the north as
well as access to Main Street all the way over to Academy
Street with the extension of University Street over to Main
Street at its intersection with Oneal Street. This connection
FIGURE 3: 2028 BUILD TRAFFIC VOLUMES AND LOS
Existing Streets
68 | University Ridge: Section 4H
Existing Site
Proposed Development
Summary
Existing - Total
Average Daily Flow = 20,644 gpd
14 gpm
Peaking Factor = 3
Peak Flow = 43 gpm
Proposed - Total
Average Daily Flow = 301,617 gpd
209 gpm
Peaking Factor = 3
Peak Flow = 628 gpm
SECTION 5:
PUBLIC/PRIVATE
PARTNERSHIP
EXPERIENCE
a. PPP Experience Chart
74 | University Ridge: Section 5
PUBLIC-PRIVATE
PARTNERSHIP EXPERIENCE
Public-Private Partnership CitiSculpt
The Development Team has had an extensive history of In spite of CitiSculpt’s relatively short history, the Company
working within a public-private partnership relationship. has embarked on a goal to create lasting communities and
Whether working within the economic development sphere, engaging spaces. In order to create these unique locals, it is
submitting and answering a request for proposal for a necessary to engage in a program and process of community
municipal site, or entering into a municipal development engagement. Through the community engagement and
agreement to construct infrastructure or vertical outreach process, the unifying stakeholder always turns out
construction, the Team is uniquely positioned to work in a to be the municipality representing the city, county, or state.
joint venture setting allowing all parties to deliver using their In that vein, CitiSculpt has formed a strong partnership with
areas of expertise. In our collective experience, the lessons the Cities of Charlotte, Davidson, Pineville, Huntersville,
learned have been centered upon patience and flexibility, Denver, and Durham. CitiSculpt has experience negotiating
and the following excerpts and projects highlight those and entering into environmental agreements and
central tenets. infrastructure agreements with these municipalities and is
currently in the process of negotiating an economic impact
Armada Hoffler Properties grant, a redevelopment proposal for an affordable housing
Among Armada Hoffler’s unique development capabilities structure wrapping a deck, and reimaging and redesigning
are public-private partnerships with municipalities, states, a downtown ward. The following are specific examples
public and private universities, the federal government, and of CitiSculpt’s willingness to work and engage in public
other public entities. By completing over 25 successful relationships:
public-private partnerships, Armada Hoffler has shown true
staying power and flexibility. The cornerstone of Armada • Environmental Investigation Grants (multiple sites)
Hoffler’s public-private portfolio is the $600+ million Town • North Carolina Brownfield Agreements
Center of Virginia Beach. This extremely successful public- (multiple sites)
private partnership currently contains over 800 residences,
two hotels, over 750,000 square feet of office space, over • Infrastructure Development Agreements
250,000 square feet of retail space, a regional performing arts (multiple sites)
theater, and various public gathering areas. Over the last 17 • Affordable Housing complex (Charlotte)
years, Armada Hoffler worked in a strategic alliance with the
• Economic Incentive Grant/ Synthetic TIF agreement
City of Virginia Beach to fund the public infrastructure and
(Durham)
parking needed to support this large private investment that
has generated millions of dollars in tax revenue for the City. • Affordable Housing/ Small Business development
The following are several more notable specific examples of
Armada Hoffler’s willingness to work and engage in public
relationships:
• Developed and Constructed over 2,000,000 square feet
of conference and hospitality space in Baltimore, MD
• Developed and Constructed a 527,000 square foot
shipbuilding apprentice school complex in Newport
News, VA
• Developed and Constructed a 200,000 square
foot, mixed-use government center and law office in
Richmond, VA
• Developed and Constructed over 230,000 square feet of
conference and hospitality space in Newport News, VA
• Developed and Constructed over 520,000 square feet of
conference and hospitality space in Washington, DC
University Ridge: Section 5A | 75
Public-Private Partner
EXPERIENCE CHART
PROJECT LOCATION SQUARE FEET Cost of Project
Town Center of Virginia Beach
Virginia Beach, VA 3,857,500 sq. ft. $600 Million
6 Phases/Public-Private Agreements
Four Seasons Hotel & Residences/Legg
Baltimore, MD 1,000,000 sq. ft. $440 Million
Mason World HQ
Mandarin Oriental Hotel Washington, D.C. 520,000 sq. ft. $165 Million
Marriott Waterfront Hotel &
Baltimore, MD 1,100,000 sq. ft. $120 Million
Conference Center
Newport News Shipbuilding/
Newport News, VA 527,000 sq. ft. $70 Million
Apprentice School Complex
Williams Mullen Center Richmond, VA 200,000 sq. ft. $68 Million
Norfolk Waterside Marriott Hotel &
Norfolk, VA 390,000 sq. ft. $65 Million
Conference Center
Newport News Marriott Hotel &
Newport News, VA 220,050 sq. ft. $62 Million
Conference Center
Renaissance Portsmouth Hotel &
Portsmouth, VA 160,000 sq. ft. $48 Million
Conference Center
Harbor East Courtyard by Marriott Baltimore, MD 110,000 sq. ft. $41 Million
Norfolk Public Health Center Norfolk, VA 196,000 sq. ft. $29 Million
Emory Conference Center Hotel Atlanta, GA 180,000 sq. ft. $25 Million
Oceaneering Chesapeake, VA 160,000 sq. ft. $25 Million
Harbour Centre Hampton, VA 175,000 sq. ft. $22 Million
Brastown Valley Resort Young Harris, GA 60,000 sq. ft. $21 Million
Brooks Crossing - Phase 1 Portsmouth, VA 60,000 sq. ft. $12 Million
Chesapeake Conference Center Chesapeake, VA 48,000 sq. ft. $11 Million
Port Centre One Portsmouth, VA 100,000 sq. ft. $9 Million
House of Sweden Washington, D.C. 87,300 sq. ft. $36 Million
Durham Gateway Durham, NC 1,000,000 sq. ft. $400 Million
76
University Ridge: Section 6 | 77
SECTION 6:
QUALIFICATIONS
a. Municipal Center Experience
b.Mixed-Use Development/Project-Related Experience
c. Letters of Reference
78 | University Ridge: Section 6A
Services Provided:
Architectural Design
Interior Architectural Design
Site and Landscape Design
Completed In:
2009
Project Size:
14,000 Square Feet
University Ridge: Section 6A | 79
Services Provided:
Architectural Design
Interior Architectural Design
Master Planning
Completed In:
2013
Project Size:
45,000 Square Feet
145 Acre Master Plan
80 | University Ridge: Section 6A
Our partnership with the City of Suffolk consisted of The facility is a two-story building located in the Suffolk
designing and building their new Municipal Center which Historic & Cultural Conservation Overlay District.
was completed in 2014. The $23.5 million project was a The project complies with the Historic District Design
combined Municipal Building and E-911 Call Center, which Guidelines and is LEED Silver “Certifiable”, incorporating
consolidated many of the city’s departments previously sustainable design features. Last year, the project won the
in other locations into one building. Some of the main 2015 Award of Merit in the category of Best Institutional /
components include E-911 Call Center, City Manager’s Public Building, as well as the Hampton Roads Association
offices, Council Chambers, large public lobbies and meeting for Commercial Real Estate’s Excellence in Development
spaces, and office space for municipal departments. Design Award.
Services Provided:
Design/Build
Completed In:
2014
Project Size:
115,000 Square Feet
University Ridge: Section 6A | 81
DINWIDDIE COUNTY
Dinwiddie County, VA
Services Provided:
Design/Build
Scheduled Groundbreaking:
April 2017
Project Size:
77,000 Square Feet
82 | University Ridge: Section #
AIKEN COUNTY
GOVERNMENT CENTER
Aiken County, SC
Services Provided:
Design
Completed In:
??
Project Size:
134,000 Square Feet
University Ridge: Section 6B | 83
MIXED-USE
DEVELOPMENT/
PROJECT-RELATED
EXPERIENCE
84 | University Ridge: Section 6B
The Town Center of Virginia Beach is an on-going, residential, dining options and entertainment venues.
$600 million public-private partnership between the City The sixth phase of development is currently underway
of Virginia Beach and Armada Hoffler Properties. The and, upon completion in 2018, will add to Town Center
multi-phase, mixed-use development, which had its first 38,000 square feet of retail space, more than 130 luxury
groundbreaking in the summer of 2000, has become the apartment homes, and a 17,000 square foot performing
city’s emerging downtown core. Town Center spans 17 arts theater. The new development will also feature an
pedestrian-friendly blocks over 25 acres and features a open-air public plaza and a pedestrian bridge connecting
vibrant mix of upscale retail, Class A office space, luxury to the adjacent parking garage.
3
1
4
1. Future 2-Acre Development 3. Retail Center with Potential for 5-Acre Re-Development
2. $42M Development Currently Under Construction 4. Retail Center with Potential for 7-Acre Re-Development
Product Type:
Mixed-Used
University Ridge: Section 6B | 85
The 4525 Main Street project was the fifth phase of the
public-private partnership between Armada Hoffler Properties
and the City of Virginia Beach. The mixed-use development
encompasses a 15-story office tower with 238,000 square feet
of Class A space, as well as 286 luxury apartment homes,
approximately 950 parking spaces in a structured garage, and
23,000 square feet of ground-level retail which is 100% leased
to Anthropologie, West Elm and Tupelo Honey Café.
4525 Main Street, currently the newest office tower in the
Town Center of Virginia Beach, was recently awarded LEED
Silver certification, while the Clark Nexsen office space within
the tower is LEED Gold certified per the standards established
by the U.S. Green Building Council (USGBC).
Services Provided:
Develop/Construct
Product Type:
Mixed-Use
Completed In:
2014
Project Size:
238,000 Square Feet & 286 Units
86 | University Ridge: Section 6B
The James K. Spore Town Center Fountain Plaza is the focal Town Center, was made using white, Turkish marble and its
point of the ongoing, public-private partnership between decorative centerpiece is a 14 foot wide fountain with a bronze
Armada Hoffler Properties and the City of Virginia Beach. sculpture of three herons atop a round pedestal of dripping
Located in the Town Center, the Fountain Plaza is comprised water.
of 36,000 square feet of retail space as well as 13,000 square As for the retail component, major tenants include Ruth’s
feet of public space. It was renamed in 2016 to honor the City Chris, Bravo! Cucina Italiana and Funny Bone Comedy Club &
Manager who helped shape the Town Center of Virginia Beach Restaurant as well as retailers Ann Taylor Loft and IT’SUGAR.
over nearly 25 years of service, has become a central gathering
area for citizens and visitors who come to enjoy the events and
entertainment acts that are held there throughout the year.
The $1.7 million plaza, developed during the second phase of
Public Partner:
City of Virginia Beach
Services Provided:
Develop/Construct
Product Type:
Retail & Public Plaza
Completed In:
2004
Project Size:
49,000 Square Feet
University Ridge: Section 6B | 87
The 249 Central Park Retail project was also included in the
second phase of development of Town Center. The 3-story
building features 91,000 square feet of street-level retail which
includes The Cheesecake Factory, Brooks Brothers, and
Gordon Biersch Brewery Restaurant, among others, as well
as two floors of Class A office space. Major tenants include
Strayer University, Armada Hoffler Construction Company,
HDR Engineering, Ameriprise Holdings, and more.
Services Provided:
Develop/Construct
Product Type:
Mixed-Use
Completed In:
2004
Project Size:
912,000 Square Feet
88 | University Ridge: Section 6B
HARBOR EAST
Baltimore, MD
Services Provided:
Construct
Product Type:
Mixed-Use
Completed In:
2017
Project Size:
5.5 Million Square Feet
University Ridge: Section 6B | 89
HARBOR POINT
Baltimore, MD
Office:
1.6 Million Square Feet
Residential:
±1,000 Units
Retail:
±250,000 Square Feet
Hotel:
500+ Rooms
Parking:
±3,200 Spaces
Located between Harbor East and historic Fells Point,
Harbor Point will be a vibrant, highly integrated
neighborhood with a focus on sustainability and innovation.
As the City’s largest downtown, waterfront site yet to be
developed, Harbor Point will be composed of 3 million
square feet of mixed-use space on 27 acres and will be
the leading development showcasing Baltimore’s urban
renaissance. The neighborhood will feature thoughtfully
designed public space including 9.5 acres of waterfront
parks and a promenade along the water’s edge.
Beatty Development Group is the lead developer of the
site, which is currently slated for three million square feet
of mixed-use development, and Armada Hoffler Properties
acts as investment partner, co-developer, and general
contractor. Harbor Point will be strategically developed in
three phases, and with the second phase of development
currently underway, full build-out is projected by 2022.
University Ridge: Section 6B | 89
HARBOR POINT
Baltimore, MD
Office:
1.6 Million Square Feet
Residential:
±1,000 Units
Retail:
±250,000 Square Feet
Hotel:
500+ Rooms
Parking:
±3,200 Spaces
Located between Harbor East and historic Fells Point,
Harbor Point will be a vibrant, highly integrated
neighborhood with a focus on sustainability and innovation.
As the City’s largest downtown, waterfront site yet to be
developed, Harbor Point will be composed of 3 million
square feet of mixed-use space on 27 acres and will be
the leading development showcasing Baltimore’s urban
renaissance. The neighborhood will feature thoughtfully
designed public space including 9.5 acres of waterfront
parks and a promenade along the water’s edge.
Beatty Development Group is the lead developer of the
site, which is currently slated for three million square feet
of mixed-use development, and Armada Hoffler Properties
acts as investment partner, co-developer, and general
contractor. Harbor Point will be strategically developed in
three phases, and with the second phase of development
currently underway, full build-out is projected by 2022.
90 | University Ridge: Section 6B
Located on the corner of 10th and Canal Streets in downtown development challenges, Armada Hoffler focused on what
Richmond, this office tower features a precast and glass exterior they do best: enhancing the City's Central Business District
with 200,000 square feet of office space stacked atop 5,500 with a new office tower and keeping an important law firm
square feet of first-floor retail and a three-story, 49,000 square downtown.
foot parking garage. Within the tower, the Williams Mullen The initial schedule for the project included approximately ten
Center comprises approximately 147,000 square feet of Class months to complete tenant improvements after design and costs
A office space built for one of the Mid-Atlantic region’s most were approved. Roughly two months after commencement
prominent law firms. of interior construction work, the client placed three of their
Developing office space requires in-depth planning. floors on hold do accommodate a late change in spatial plan
Understanding entitlements, utility requirements, and traffic requirements. This change ultimately caused the total redesign
impacts are just the basis for approvals. When looking to of one floor as well as a partial redesign of the other two floors.
construct a top-of-the-line building in downtown Richmond, Armada Hoffler worked closely with the client to mitigate
Armada Hoffler worked with local partners with knowledge of cost and delay impacts to the overall schedule and a “work
the site and entitled driveway connections between the existing around” plan was developed to facilitate the re-deployment of
parking deck and the future office tower which facilitated construction efforts. Although revised design documents were
negotiations between Armada Hoffler, the parking deck owner, received four months into the original ten-month construction
and the City of Richmond. This enabled the development schedule, Armada Hoffler delivered the tower in June 2010,
agreements to be completed quickly and the building built per the original schedule.
on-time. By delivering practical solutions to complex urban
Services Provided:
Develop/Construct
Product Type:
Office
Completed In:
2010
Project Size:
254,500 Square Feet
University Ridge: Section 6B | 91
HOUSE OF SWEDEN
Washington, D.C.
Services Provided:
Develop/Construct
Product Type:
Office
Completed In:
2006
Project Size:
87,300 Square Feet
92 | University Ridge: Section 6B
Newport News Shipbuilding – a division of Huntington Ingalls programs of study. The school provides 13 percent of Newport
Industries (NYSE:HII) – is the sole designer, builder and refueler News Shipbuilding's 23,000 employees, and 44 percent of the
of U.S. Navy aircraft carriers and one of the two providers of waterfront leadership.
U.S. Navy Submarines. With approximately $4 billion in revenues
and more that 20,000 employees, Newport News Shipbuilding The Apprentice School Complex is a $72 million mixed-use
is the largest industrial employer in Virginia and the largest development that was born out of a public-private partnership
shipbuilding company in the United States. between the City of Newport News, the Commonwealth
of Virginia and Armada Hoffler Properties. The complex in
The Apprentice School, which was founded in 1919 at Newport anchored be the nearly 81,000 square-foot school and includes
News Shipbuilding, is the preeminent apprenticeship program in approximately 200 apartments units, more that 28,000 square feet
the nation and offers four-, five-, and eight-year apprenticeships of retail space and a 380-car parking garage on approximately 6
in nineteen shipbuilding disciplines and eight advanced acres of land.
Services Provided:
Develop/Construct
Product Type:
Mixed-Use
Completed In:
2013
Project Size:
110,000 Square Feet
University Ridge: Section 6B | 93
The Newport News Marriott at City Center is an eleven- Suite located on the 10th floor that offers breathtaking vistas.
story hotel and conference facility that includes 256 deluxe Additional amenities include an on-site restaurant, an indoor
guestrooms, a concierge guest level, and over 25,000 square pool, sauna and whirlpool, fitness center, business center, as
feet of elegant and dramatic meeting and banquet space. The well as a structured parking garage.
hotel was designed and built in partnership with the City of The Newport News Marriott at City Center is the focal
Newport News and features a 12,000 square foot ballroom, point of City Center at Oyster Point, a 52-acre, high-density
a 4,400 square foot junior ballroom, and a 6,500 square foot urbanist mixed-use development featuring 230,000 square feet
rotunda, which is a glass encased atrium, offering a unique of retail shops and restaurants and 1,000,000 square feet of
setting for gatherings. There is extensive pre-function space Class A office space. It is inspired by the maritime history of
throughout the conference area. In addition, the 10th floor the city and has been touted as the new "downtown" because
Concierge Level features an executive Board Room with of its geographic centrality on the Virginia Peninsula and its
sweeping views of the fountains in City Center. The guest proximity to the retail and business nucleus of the city.
rooms are warm and welcoming, and there is a Presidential
Services Provided:
Develop/Construct
Product Type:
Hospitality
Completed In:
2006
Project Size:
200,000 Square Feet
94 | University Ridge: Section 6B
DURHAM GATEWAY
Durham, NC
CitiSculpt is currently developing a mixed-use project in first phase will consist of 300 units of multifamily housing. The
downtown Durham with over one million square feet of class second phase will showcase class A office facilities expected to
A office, retail, hotel, and multifamily housing space. The provide space for national and local tenants. Future plans also
development is also expected to include a park and public art. include recruiting a corporate headquarters and the addition
The site sits on 12.1 acres near the Durham Bulls stadium and of one or more hotels. The site will feature secured and public
the Durham Performing Arts Center. parking, as well as public art, and a new park. This project is
The unprecedented mixed-use project in the heart of Durham being developed to fully integrate with public transit and future
will be developed in phases over the next five to eight years. The light rail.
Services Provided:
Development
Product Type:
Mixed-Use
Scheduled Groundbreaking:
2006
Project Size:
1,000,000 Square Feet
University Ridge: Section 6C | 95
LETTERS of
REFERENCE
96 | University Ridge: Section #
95 | University Ridge: Section #
98 | University Ridge: Section #
CITY OF SUFFOLK
P.O. BOX 1858, SUFFOL� VA 23439 (757) 514-4030 FACSIMILE (757) 514-4035
Capital Programs
and Buildings
Annada Hoffler Construction Company designed and built our new E-911 / Municipal
Center building in Downtown Suffolk, which contains our state of the art E911 Dispatch
Center, and office space for key departments within the City, including the office of the
Mayor, City Manager, City Attorney, City Treasurer, Commissioner of the Revenue,
Capital Programs and Buildings, Public Utilities, Public Works, Human Resources,
Planning and Community Development, Economic Development, City Clerk, Media and
Community Relations, Information Technology, Finance and Budget, City Assessor, and
the City Council Chamber.
The project was complicated by the fact that the new building was built on the same
block as the existing Municipal Building, a building which had to remain open and fully
functional until the new E-911 / Municipal Center building was completed and occupied.
This scenario necessitated a two phased construction schedule. Phase 1 consisted of site
and utility work necessary to support the construction of the new building and all of its
many functions. Phase 2 consisted of moving all of our departments into the new
building, followed by the demolition of the old building, the old E911 communications
tower, and construction of a new parking lot and courtyard in the space previously
occupied by the old building. There were also major roadwork and utilities
improvements on three of the four streets surrounding the existing and new buildings.
Annada Hoffler maintained the safe flow of pedestrian traffic to the existing and new
buildings while this work proceeded, and kept vehicular traffic on the impacted streets
flowing smoothly throughout the entire process. At our request, the street improvements
spanned across both Phases of construction, installing street curbing and base surface in
Phase 1, with the final asphalt surface installation in Phase 2.
The E911 / Municipal Center project was a fixed price contract, and Annada Hoffler
completed the project with no claims for added costs other than responses to changes
requested by the City, and change orders issued for unforeseen underground conditions.
The overall project was completed on time, with some areas of the project actually
completed ahead of schedule. Annada Hoffler also coordinated with the many contractors
and vendors that we had under separate contract for HVAC equipment, security systems,
information technology, furniture, audio/video systems, etc., to prepare the new building
University Ridge: Section # | 99
for our move into it. We provided Armada Hoffler with a schedule of move in dates for
the various departments within the City, and Armada Hoffler used that schedule to create
a plan for early phased turnover of the pertinent sections of the building, which allowed
our furniture vendor to get an early start on delivery and setup of the new office furniture.
This coordination and cooperation facilitated a very seamless move from the old building
to the new facility, allowing services for the public to continue uninterrupted.
Armada Hoffler set a very high standard in coordinating and constructing our E-911 /
Municipal Center building, which was a project that had many unique challenges. They
always handled these challenges with exceptional professionalism and competence, with
a project management team that's the best that I've ever had the opportunity to work
with. I can only wish that all of our projects went as smoothly and as efficiently as this
one did. Armada Hoffler Construction Company has delivered a high quality project to
the City of Suffolk that we're very proud of. They get my highest recommendation to
anyone seeking a high quality construction company!
Gerry L. Jo , RA
Director, Capital Programs & Buildings
City of Suffolk
100
University Ridge: Section 7 | 101
SECTION 7:
CAPABILITY
& CAPACITY
a. Financial Capacity
b. Summary of Outstanding Debt
c. Reference Letter
102 | University Ridge: Section 7A
FINANCIAL
CAPACITY
The Armada Hoffler Properties/CitiSculpt team brings Armada Hoffler Properties manages our credit line and
very strong financial capabilities to the University Ridge capital on an ongoing basis as we forecast potential projects
project. As evidenced in our public filings, we have access and acquisitions and how they will be funded. As a public-
to a revolving line of credit and are currently listed on the ly-traded REIT, Armada Hoffler Properties has the ability to
New York Stock Exchange (NYSE:AHH)) as a $767 million raise equity on the capital markets as dictated by project and
market cap REIT. Our access to capital through the stock corporate metrics. Additionally, we maintain banking rela-
market, along with our long standing relationships with tionships with several large lenders such as Bank of America,
many traditional banks, allow for our team to capitalize and Regions Bank, M&T Bank, Wells Fargo, and others. We will
finance the project development much quicker than most be able to provide competitive financing on all aspects of
traditional developers. this development through these relationships.
CONFIDENTIAL
This letter will serve as a financial and bank reference for Armada Hoffler Properties.
Bank of America Merrill Lynch has a 20+ year relationship with Armada Hoffler Properties and its executive team.
The Bank has provided hundreds of millions of dollars in loans to the company over the years. Armada Hoffler
Properties has excellent credit and has always handled their obligations as agreed.
Bank of America Merrill Lynch is also Agent Bank for the Armada Hoffler Properties $275 million revolving line of
credit. We also serve as their primary treasury and depository bank. They maintain approximately $25 million in
liquid cash balances with Bank of America on an ongoing basis.
Armada Hoffler Properties is one of Bank of America's very best clients. We are actively seeking to expand and
grow our relationship with them. If you have any questions, please feel free to contact me directly at 703-761-
8134. We would ask you keep this letter confidential. Thank you.
Sincerely,
Paul Kinyon
Senior Vice President
703-761-8134
University Ridge: Section 8 | 105
SECTION 8:
INFRASTRUCTURE
& PARKING
a. Parking Garage Analysis & Estimated Cost
b. Estimated Parking Income
c. Public Infrastructure Estimate
d. Estimated Private Real Estate Tax Assessments
e. Public Infrastructure and Garage Financing
106 |University Ridge: Section 8A
There is a safety factor of approximately 5% in our parking matrix due to the fact that we will provide “on-street” parking
within our infrastructure design, which for conservancy is not included in the supply required to meet demand.
Based upon our experience developing and constructing both Precast and Cast In Place garages, we believe the total cost
of the parking garage program needed here is $112,718,795. Removing the 1,200 car garage referenced as a part of the
new County Administration Complex, the net garage car cost is reduced to $89,556,925.
While we would like to see University Ridge re-defined into a more contemporary street design with landscaped medians and
bike paths and streetscape, we have not included that within our scope. Additionally we have not included the long-term road
improvements referenced in Section 4. We would hope that the City and/or County would work towards achieving our vision
for University Ridge and the surrounding road network.
110 | University Ridge: Section 8E
Total $204,008 $1,137,619 $283,089 $965,712 $0 $1,135,988 $873,673 $652,155 $95,430 $729,244 $684,406 $6,761,324
Second, the County is purchasing assets, not just • Inflation – we have not applied an inflation factor
giving away dollars to a private developer in hopes to construction or income projections as we are
that they will perform. Also, by purchasing the assets assuming rents will keep pace with cost increases. We
and paying the debt off with new taxes not currently in have allowed for a 10% contingency on costs to absorb
the County budget, the transaction is “budget neutral”. In inflation of public component costs not offset by rent;
other words, no funds allocated in the County budget or • Tax Rates – we have used currently published real
current sources of revenue are diverted to this property. estate tax rates and assessment factors as shown on
Finally, by using new real estate taxes generated by the County website. We are using the 6% assessment
this property to purchase parking garages, the County factor;
will eventually own, debt free, parking structures that • Reassessments – we have assumed an average of one
have a revenue stream, which will continue to put percent (1%) annual assessment increases over the life of
dollars back into the County revenue model or can the model;
be used on Economic Development opportunities in
the future. We have worked with several municipalities • Parking Rate Increases – we have allowed for
that use their revenue generated from parking structures parking net revenue (per Section 8D) and adjusted for
that are no longer encumbered by debt as a source for a one-time rate increase at year 2028 over the life of
Economic Development Incentives. the model;
We have demonstrated in previous sections of this proposal the • Bond Rate and Term – we have assumed the County
estimated cost of public infrastructure and parking structures. will secure bonds using a 20-year amortization and a
We have also provided an estimated timeline for development four and one half percent (4.5%) interest rate.
of the property. It should be noted that we have simplified the model to
On the following page is a summary of the Total show net income and debt service over a twenty-year
Development Cost. period. However, in reality, as each phase is delivered the
County will issue new 20-year bonds for that phase and thus
Excluding the County Administration Complex and asso- the total model is really a +/-35-year model. The key take-
ciated garage, the total development cost is $511,782,741. away to be derived from our simplified model is that, while
The total public dollars being invested over the life of this some years show a net deficit in income, overall the model
project is estimated to be $107,709,182. The total private does support and does provide more than enough revenue
dollars being invested over the same period is $404,073,563. to support the debt proposed.
The ratio of private to public investment is 4 to 1 (excluding
the Administration Complex which is a standalone trans- We understand that every phase will need to be evaluated in
action). This is similar to the ratios we have achieved in detail prior to County authorization of debt, and we stand
Virginia Beach, Durham, and Baltimore, and considered a ready to work with Greenville County, just as we have with
solid investment by for the municipality. other municipalities to provide that each phase of develop-
ment will be economically acceptable to all parties.
Armada Hoffler Properties/CitiSculpt have drafted
a rough model to demonstrate the validity of this We also understand that the County may wish to incor-
approach to funding the public infrastructure and porate land sale proceeds into the MCBP model and/or
garages. We are assuming the County will use land sale sell-leaseback the land or other creative financing solutions.
proceeds from Armada Hoffler Properties/CitiSculpt to We are ready to investigate any such alternatives the County
pay down the debt on the new Administration Complex may deem beneficial and believe we are best qualified to
and garage and therefore have excluded land sales from our find the right model for all involved.
tax and revenue model. Please refer to the model at the end
of this section.
While we are confident in our ability to deliver a first-class,
quality development at University Ridge, we are making
several assumptions which will have been used to create a
public tax and revenue financing model for consideration
by the County.
The following are some of our assumptions:
• Schedule – as previously mentioned, we are assuming
a new phase delivering in approximately two year cycles;
• Cost – we are using cost estimates for both public and
private facilities based on cost histories and assumed
densities as shown in our master plan;
TOTAL DEVELOPMENT VALUE
University Ridge- Phase 1 Phase 2 Phase 3 Phase 4 Phase 5 Total
Project Summary Block 1 Blocks- 2,3 Block-9,10 Block- 4,5,6,7 Block- 8,11
Land
Office 0 5,275,000 0 3,462,500 3,725,000 12,462,500
Retail 112,500 5,296,500 1,432,000 2,822,750 0 9,663,750
Residential 1,320,000 0 4,280,000 4,915,000 4,500,000 15,015,000
Garage 0 0 0 0 0 0
Hotel 5,000,000 5,000,000
TOTAL LAND 1,432,500 10,571,500 5,712,000 16,200,250 8,225,000 42,141,250
Public Investment
Infrastructure (Acres) 5.29 7.89 9.09 4.09 2.31 28.67
Hard Costs 2,489,570 4,941,519 4,171,636 1,993,453 1,075,152 14,671,330
Soft Costs 259,574 411,647 352,909 187,813 119,095 1,331,039
Contingency 274,914 535,317 452,455 218,127 78,076 1,558,888
Interest 120,000 156,000 120,000 120,000 75,000 591,000
Total Infrastructure 3,144,059 6,044,483 5,097,000 2,519,392 1,347,323 18,152,257
Parking Garage (Spaces) 1201 395 830 367 2,793
Land 0 0 0 0 0
Hard Costs 34,229,799 6,289,438 24,424,048 10,568,194 75,511,478
Soft Costs 3,271,467 699,720 2,459,685 1,052,217 7,483,089
Contingency 2,020,325 571,250 1,468,650 784,625 4,844,850
Interest 821,117 162,900 575,117 158,375 1,717,508
Total Parking Garage 40,342,707 7,723,308 28,927,499 12,563,411 89,556,925
Total Public Investment 3,144,059 46,387,190 12,820,308 31,446,891 13,910,733 107,709,182
Private Investment
Residential (APTS) 66 214 332 225 837
Land 1,320,000 4280000 4,915,000 4500000 15,015,000
Hard Costs 8,184,000 27556226 54,845,000 29287813 119,873,039
Soft Costs 423,253 1274950 2,302,136 1361589 5,361,928
Contingency 901,225 2989667.6 5938713.6 3211740.2 13,041,347
Interest 405,000 1065500 2,240,000 1468000 5,178,500
Total Residential 11,233,479 37,166,344 70,240,850 39,829,142 158,469,814
Office (SF) 211,000 138,500 149,000 498,500
Land 5,275,000 3,462,500 3,725,000 12,462,500
Hard Costs 39,862,020 25,519,359 27,282,365 92,663,745
Soft Costs 9,504,393 6,174,850 6,957,470 22,636,714
Contingency 1,950,143 1,243,024 1,406,135 4,599,303
Interest 1,894,104 1,220,112 1,347,738 4,461,955
Total Office 58,485,661 37,619,846 40,718,709 136,824,216
Hotel 250
Land 5,000,000 5,000,000
Hard Costs 32,000,000
Soft Costs 4,300,000
Contingency 3,500,000
Interest 1,800,000
Total Office 46,600,000
Retail (SF) 2,500 117,700 46,600 87,450 254,250
Land 112,500 5,296,500 1,432,000 2,822,750 9,663,750
Hard Costs 455,000 17,374,016 7,201,356 13,735,621 38,765,993
Soft Costs 105,000 4,592,300 1,981,548 3,449,176 10,128,024
Contingency 22,065 916,258 107,520 696,034 1,741,877
Interest 21,250 878,998 332,573 647,068 1,879,889
Total Retail 715,815 29,058,072 11,054,997 21,350,649 62,179,533
Total Private Investment 11,949,294 87,543,733 48,221,340 175,811,345 80,547,851 404,073,563
Total Land Only 1,432,500 10,571,500 5,712,000 16,200,250 8,225,000 42,141,250
Without Municipal Building
and Garage
Total Public Investment/
3,144,059 46,387,190 12,820,308 31,446,891 13,910,733 107,709,182
Inc Land
Total Private Investment/
11,949,294 87,543,733 48,221,340 175,811,345 80,547,851 404,073,563
Inc Land
Total Development Cost 15,093,353 133,930,923 61,041,648 207,258,236 94,458,585 511,782,745
INFRASTRUCTURE &
PARKING GARAGE
FINANCING MODEL
Tax Revenue $204,008 $206,048 $1,628,816 $4,620,478 $4,666,683 $5,538,023 $5,593,404 $5,649,338 $7,042,392 $7,112,816 $7,157,079 $7,228,650 $7,300,936 $7,373,946 $7,447,685 $7,522,162 $7,597,384 $7,673,358 $7,750,091 $7,827,592
Parking Income $402,000 $402,000 $402,000 $402,000 $804,000 $804,000 $1,237,500 $1,237,500 $1,237,500 $1,237,500 $1,237,500 $1,237,500 $1,237,500 $1,237,500 $1,237,500 $1,237,500 $1,237,500 $1,237,500
Hotel Income $109,500 $109,500 $109,500 $109,500 $109,500 $109,500 $111,690 $111,690 $111,690 $111,690 $111,690 $111,690 $111,690 $111,690 $111,690 $111,690 $111,690
Total Revenue $204,008 $206,048 $2,030,816 $5,131,978 $5,178,183 $6,049,523 $6,506,904 $6,562,838 $8,389,392 $8,462,006 $8,506,269 $8,577,840 $8,650,126 $8,723,136 $8,796,875 $8,871,352 $8,946,574 $9,022,548 $9,099,281 $9,176,782
TIF Loan
$3,144,059 $3,144,059 $49,531,249 $62,351,557 $62,351,557 $93,798,448 $93,798,448 $93,798,448 $107,709,182 $107,709,182 $107,709,182 $107,709,182 $107,709,182 $107,709,182 $107,709,182 $107,709,182 $107,709,182 $107,709,182 $107,709,182 $107,709,182
Balance
Debt Service
$238,690 $238,690 $3,760,310 $4,733,601 $4,733,601 $7,120,984 $7,120,984 $7,120,984 $8,177,058 $8,177,058 $8,177,058 $8,177,058 $8,177,058 $8,177,058 $8,177,058 $8,177,058 $8,177,058 $8,177,058 $8,177,058 $8,177,058
Payment
($34,682.14) ($32,642.06) ($1,729,493.35) $398,376.93 $444,581.71 ($1,071,460.11) ($614,079.88) ($558,145.84) $212,334.36 $284,948.28 $329,211.57 $400,782.36 $473,068.86 $546,078.22 $619,817.68 $694,294.53 $769,516.15 $845,489.99 $922,223.57 $999,724.48
Cumulative ($34,682.14) ($67,324.19) ($1,796,817.55) ($1,398,440.62) ($953,858.91) ($2,025,319.02) ($2,639,398.90) ($3,197,544.74) ($2,985,210.37) ($2,700,262.09) ($2,371,050.53) ($1,970,268.17) ($1,497,199.31) ($951,121.09) ($331,303.41) $362,991.12 $1,132,507.27 $1,977,997.26 $2,900,220.83 $3,899,945.31
114 | University Ridge: Section #
University Ridge: Section 9 | 115
SECTION 9:
LAND VALUATION
& OFFER TO PURCHASE
116 | University Ridge: Section 9
As mentioned earlier, there are other factors that can while this is real value to the County, the net land value for
reduce value of land such as existing structures that the private development components is:
need to be demolished, environmental contamination,
unusable or unbuildable land. In the case of County Armada Hoffler Properties/CitiSculpt will purchase the
Square, we have allocated land for public streets, trails, land for private use at a 2017 value of $40,141,250. Note:
and parks (unbuildable land). Additionally, we will have the value is based upon a building density we believe will
to demolish the existing County Municipal Complex,
as well as deal with what we expect will be hazardous NET LAND-BASED VALUATION TABLE (2017 $)
materials within the existing structure. Also, the auto
Entity Units Rate Total
service center site in the front corner of the site will
certainly have contaminated soils to deal with. Based on 722 $20,000/unit $14,440,000
all these factors we are using density (FAR) rather than (lowrise)
Apartments
acreage to establish price but have offset the land value 115 $5,000/unit $575,000
$2.0 million dollars as an allowance for demolition and (highrise)
hazardous materials removal. We have not reduced the Office 718,500 $25.00/GSF $17,962,500
land value for any soils conditions which may affect the of bldg
cost of construction such as soft materials, buried debris, Retail/Cultural
Center 183,150 $45.00/GSF $8,241,750
rock, etc. Once we perform Geotechnical Studies, any
new factors will be discussed with the County. Thus, our Cultural Center 26,600 $20.00/GSF $532,000
current land value is :
Entertainment 44,500 $20.00/GSF $890,000
LAND-BASED VALUATION TABLE (2017 $) Hotel 250 $20,000/key $5,000,000
Entity Units Rate Total Parking 3,993 $3,000/car $11,979,000
$20,000/unit Public Streets/
722 $14,440,000 Open Space $0/row $0
(lowrise)
Apartments
$5,000/unit $59,620,250
115 $575,000
(highrise)
County &
Office 718,500
$25.00/GSF
$17,962,500 Garage Land ($17,479,000)
of bldg
Demo and ($2,000,000)
Retail/Cultural Abatement
183,150 $45.00/GSF $8,241,750
Center Public Streets/
Open Space $0
Cultural Center 26,600 $20.00/GSF $532,000
Land in $40,141,250
Entertainment 44,500 $20.00/GSF $890,000 2017 Dollars
Hotel 250 $20,000/key $5,000,000 be accepted at a rezoning and absorbed into the market. A
Parking 3,993 $3,000/car $11,979,000 higher density could provide for increased proceeds.
Public Streets/ We would expect the County to “land bank” the property,
$0/row $0 and participate in a rezoning to allow for the planned
Open Space
development. Armada Hoffler Properties/CitiSculpt
$59,620,250 would purchase each block as the development plan
Less Demo and schedule progress, with streets, greenspace and
($2,000,000) trails being dedicated back to the City of Greenville for
and Abate
ownership and maintenance.
Gross Value: $57,620,250
Since the County is "land banking" the property, Armada
Hoffler Properties/CitiSculpt will pay an adjusted land
This includes the land associated with the new County price for each block based on the initial 2017 valuation
Administrative Complex and associated Shared Use Garages. for each block multiplied by a Concumer Price Index
It does not make sense for Armada Hoffler Properties/ adjustment, not to exceed three percent (3%) per year.
CitiSculpt to purchase land for the County Complex and The maximum adjusted sale price for the land is
public garages just to sell it back to the County. Therefore, $48,839,840.
118
University Ridge: Section 10 | 119
SECTION 10:
COUNTY
ADMINISTRATIVE
COMPLEX
PROPOSAL
a. County Administrative Complex Proposed Transaction
b.County Administrative Complex Design Narrative
1. Project Background
2. Proposed Master Plan and Building Siting
3. Building Design Features
4. Interaction With Constituents
5. Phasing and Site Logistics
c. County Administrative Complex Proposed Schedule
120 | University Ridge: Section 10A
The planning team created preliminary blocking and stacking PROPOSED MASTER PLAN AND
diagrams for the proposed building to provide the County
with information regarding possible building location(s) as
BUILDING SITING
well as to identify any site constraints. The final diagram In the master planning process, the development team used
includes: an iterative design process to determine the optimal location
for all proposed uses. In every version of the plan, the
• Six-story building with a minimum of 212,000 square feet location of the County Administrative Complex was a driving
of space; factor. The design team’s initial concept placed the complex
• Structured parking (parking deck) for approximately 1,200 at the corner ofCOMPENSATION,
University and Church Street. As the design
parking spaces; evolved, however, the team considered several alternate
RISK, INSURANCE,
EMPLOYEE
• MinimalCOMMUNITY
surface
LAND parking
PLANNING,
DEVELOPMENT & and loading space to maximize locations. While SERVICES
the University COUNTY and Church intersection
ATTORNEY
amount of developable land.
CODE ENFORCEMENT provides obvious visibility, that location made vehicular
COMPENSATION,
RISK, INSURANCE,
ingress and egress challenging. Because ease of accessWORKERS
FINANCIAL
OPERATIONS and ROOM
HEARING
COMP.
INFORMATION
SYSTEMS
PROGRAMMING DIAGRAM EMERGENCY
56,001 SF GIS
AUDITOR
TREASURER
ONE STOP
SHOP
23,843 SF NEW BUIL DEP
REQ
L
10.0D
WER LEVEL: OPERATIONS GIS 1ST LEVEL: VETERANS
AFFAIRS FITNESS 2ND
TOTAL LEVEL:
GROSS
REGISTER SF TOT
CENTER
18 SF EMERGENCY
PROBATE COURT / REAL PROPERTY
56,001 SF
ONE STOP TAX CENTER
LEGIS. 23,843
TOTAL
OF DEEDS SF
PERSONNE DEP
SHOP COLLECTOR REQ
visibility signifying its importance in the community, the neighborhoods, roads and the Swamp Rabbit Trail. With
County’s new home will establish a prominence for the next the redevelopment of County Square, County staff will also
chapter in the City’s evolution. have access to a wide range of amenities including:
Upon arrival to the site, the County Administrative Complex • Shopping, dining and other entertainment;
will be immediately visible. The primary parking entrance • Passive green space (The Commons);
willLEVEL
LOWER be adjacent
DEPARTMENTS to the building for simple ingress to the site.
Once in the 1,200-space parking structure, constituents will • Multiple connection points to the Swamp Rabbit Trail,
8.0 - INFORMATION SYSTEMS (IS)
be directed to a major vertical
TOTAL GROSS SQUARE FOOTAGE: 13,672 circulation
X 1.2 = 16,407tower
SF that leads bike lanes and Falls Park;
them down to the
DEPARTMENT PERSONNEL:
street
REQUIRED PARKING SPACES: on The Commons and
60 PERSONNEL
68 SPACES into the • Views of the City and Blue Ridge Mountains.
main entrance to the building.
16.0 - EMERGENCY OPERATIONS CENTER (EOC)
TOTAL GROSS SQUARE FOOTAGE: (9,893 X 1.2) = 11,872 SF
In addition
DEPARTMENTto visibility and ease 6 PERSONNEL of access from
PERSONNEL:
counters to minimize additional staffing needs. Visitors and accessed by an elevator bank and would have less public use.
staff alike can enjoy the café and adjacent courtyard space. Locating the building’s core on the interior of the footprint
A Fitness Center and other staff spaces are conveniently allows all employees to have access to natural light and views
located nearby. to the exterior. Glass front offices located adjacent to the
In the main lobby, a monumental stair and nearby elevator core provide maximum access to daylight, even in private
bank provide easy access to the second floor. A formal offices.
Council Chambers is prominently located on this upper floor Architecturally, the building design reflects durable materials
as are several conference rooms available for both staff and that are contemporary in nature but have clear references
community use. Also located on this floor are the Probate to the heritage and civic stature of the facility and the
Courtrooms. Both Council Chambers and the Courtrooms site. A masonry base blends with contemporary glass and
will have a dignified level of finish reflecting their civic metal, while a tall, broad-columned entry invites and offers
stature. A pre-function space near the monumental stair orientation to visitors. A cost-effective, high-performance
provides adequate waiting and event space. glass and masonry skin would offer mechanical efficiency.
The lowest level of the building is reserved for the most Although our team has intimate knowledge of the
secure of the County’s spaces. The new Emergency building’s space program and facility needs, we have
Operations Center, Main Server Room and Elections and not yet worked with the County on the desired aesthetics
Voter Registration spaces will have access to a loading for the building. The design concepts included in our
dock through a tunnel connecting to the adjacent parking proposal are suggestions of possible design concepts
deck. This subterranean space will also provide service to to offer ideas and a starting point for a detailed design
the entire building with a freight elevator that allows easy process that would involve a great deal of input from key
transport of materials throughout the building. stakeholders. Regardless of the design aesthetic, our
The upper floors are designed as efficient, light-filled floor team understands that this building should be dignified,
plates with an efficient central core. These upper floors are use quality materials and have civic prominence while
demonstrating a prudent trust in County tax payer assets.
EMERGENCY OPERATIONS
FLEET VEHICLE/ CENTER
ADMINISTRATION
PARKING
LOADING
DOCK/
STAGING
VESTIBULE/SECURITY
PUBLIC LOBBY
ONE STOP SERVICES ONE STOP SERVICES
TREASURER AUDITOR
PATIO CAFE
DEPARTMENT PLAN:
LEVEL 1
COUNTY PROBATE
COUNCIL COURT/
AND CLERK RECORDS
TO COUNCIL
CONF/MEETING/
TRAINING
LARGE CONF/
MEETING/
TRAINING
DEPARTMENT PLAN:
LEVEL 2
126 | University Ridge: Section 10B
DEPARTMENT PLAN:
LEVEL 3
SOIL AND
WATER
DEPARTMENT PLAN:
LEVEL 4
University Ridge: Section 10B | 127
FITNESS HEALTH
CENTER CLINIC
DEPARTMENT PLAN:
LEVEL 5
HUMAN
RELATIONS PROCUREMENT FINANCIAL
SERVICES OPERATIONS
DEPARTMENT PLAN:
LEVEL 6
128 | University Ridge: Section 10B
NOTE: All of the images presented here for the County Administrative Complex are conceptual in nature and only intended to show scale and
context for the proposed facility. Final design will be subject to county input of design and approval.
130 | University Ridge: Section 10B
INTERACTION WITH CONSTITUENTS be located in the office tower that is designed to be efficient,
flexible, and filled with natural light. Specialized functions
Throughout the programming process, the planning team such as the Emergency Operations Center, Server Room
heard time and again of the need for the new facility to and Voter Registration will be located in the basement for
be easy to navigate and user-friendly. While signage and maximum security and safety.
wayfinding are of critical importance to simplifying the user
experience, the layout of the building will set the tone for Due to the site’s natural topography, the County’s parking
the efficiency of operations. The new building has been structure will have a single level of parking that is mostly
designed around the constituents, with spaces requiring the below grade. This level could be restricted to County-only
most public interaction being located closest to the main use and house such things as Council Member Secure and
entrance. In an effort to streamline operations, the team senior administrative staff parking, loading/service and/or
is proposing a One-Stop Shop to be located on the main fleet vehicle parking. A tunnel connecting this below-grade
floor near the entry. This collocation of services will allow a parking level with the building’s basement would allow a
reduction in total required square footage and will enhance safe route for key individuals, such as Council members,
the public’s experience. Probate Court, County Council the County Administrator and the Treasurer or others with
Chambers, Veterans Affairs and other groups with a high large amounts of cash. This subterranean passage could
level of public interaction, will also be located on the ground also allow to service the building without a large amount of
floor or nearby up a monumental stair leading to the second unsightly services on grade.
floor. Departments with little to no public interaction will
INTERIOR VIEW
University Ridge: Section 10B | 131
STREET VIEW
132 | University Ridge: Section 10C
COUNTY ADMINISTRATIVE
COMPLEX PROPOSED SCHEDULE
The schedule for the County Administrative Complex this philosophy. The schedule presented here assumes a
Located in the Appendix, starting on page 147. The Armada fairly traditional design and construction sequence, but, as
Hoffler Properties/CitiSculpt stand ready to develop and the design user requirements become clearer, we can always
deliver a turn-key facility for the County. Our references and incorporate fast track methods should it be needed.
experience sets us apart and uniquely qualifies us to stand As a summary, we anticipate the design and permitting
behind our promise to meet the County’s design and cost phase taking eleven (11) month, and the construction phase
expectations. taking twenty three (23) months with owner furniture and
The promise to deliver commences upon a notice to proceed fixturing starting approximately in August 2020. By the time
with design. The design of the Administration Complex the County Administration Complex and associate garage
can be somewhat concurrent with infrastructure design are ready for occupancy permits, we will have completed
and re-zoning. We are experienced in fast-track project phase one of the infrastructure improvements.
delivery methods and routinely design and construct using
University Ridge: Section 11 | 133
SECTION 11:
SCOPE of WORK
a. Project Design and Construction Schedule
b. Demonstration of Community Impact
1. Tax Revenue Generation
2. Expected Job Production
c. Communications Plan
1. Public Communications Strategy with County/City PIO
2. Support Letters
d. MBE/WBE Involvement
134 | University Ridge: Section 11A
Task Summary Inactive Milestone Duration-only Start-only External Milestone Manual Progress
Project: Project Master Schedul
Split Project Summary Inactive Summary Manual Summary Rollup Finish-only Deadline
Date: Mon 4/3/17
Milestone Inactive Task Manual Task Manual Summary External Tasks Progress
Page 1
136 | University Ridge: Section 11B
DEMONSTRATION of
COMMUNITY IMPACT
1. A large-scale development such as the one contemplated for University Ridge is a significant driver of dollars back into
the County and City coffers. Not only do the new real estate investments go onto the tax assessor’s books, but also sales
and use taxes, meals taxes, hotel taxes, and personal property taxes are generated in a development of this scale. While one
could argue that some of the sales and meals taxes are being reallocated from existing businesses and restaurants, a properly
designed and tenanted mixed-use development becomes a destination which draws visitors and patrons from outside the
normal trade area. Additionally, office tenants that may have been outside of downtown or even outside of Greenville
County will want to relocate to a location such as this, bringing new customers & employees with them.
We have not conducted a financial impact analysis due to the short timeframe allotted for the RFP, but we have obtained
actual data from the City of Virginia Beach showing the taxes generated by our Town Center of Virginia Beach develop-
ment (excluding Real Estate Taxes). In Table 11.1, on page 144, you can see, as it nears completion, the Town Center of
Virginia Beach generates over $7.0 million dollars of taxes back into the City annually. We believe at completion
University Ridge will generate millions of dollars in new tax revenue.
2. Regarding job growth, University Ridge will generate significant employment opportunities through construction and
operation. There are typically 150 to 200 construction workers employed on a large project. With 11 blocks, the total
number could exceed 1,500 jobs. With about 1,000,000 square feet of commercial space and 900 residential units, new
permanent full-time jobs and part-time retail jobs will also be significant. Table 11.2, on page 145, from the General
Services Adminstration shows average square footage per employee by building type.
Based on this schedule we have derived the estimated employee counts as follows:
Retail/Entertainment
(75 % of total Retail sq. ft.)/Cultural = 208,463 sq. ft. / 500 sq. ft. per employee avg. = 417 employees
Office
718,000 less the existing County employees at 220,000 sq. ft. = Net 498,000 sq. ft. / 250 sq. ft. per employee = 1,992 employees
Hotel
1 employee per 10 rooms = 250 rooms / 10 = 25 employees plus conference and kitchen @ 15 = 40 total employees
Residential
Management staff on site plus maintenance staff on site = 1 employee per 50 units = 837 units / 50 = 17 employees
Total estimated employee count on site = 2,466 employees or jobs
3. The preliminary analysis performed by Thomas & Hutton indicates that during the early stages of development the
existing road grid will perform at a satisfactory level to accommodate the increase car counts. But as the project approaches
peak development density, Armada Hoffler Properties/CitiSculpt and the City and County will need to work together to
properly analyze traffic flow and volumes and establish road network expansion off-site to accommodate proper traffic
flow. Please refer to Section 4 for further details on current and future traffic demand
137 | University Ridge: Section 11C
COMMUNICATION PLAN
“A city is not an accident, but the result of coherent visions vision for the future. Others do not. Yet, all groups identi-
and aims.” This quote sums the joint venture team submis- fied remain crucial to the overarching vision for the redevel-
sion of Armada Hoffler Properties, CitiSculpt, and the opment. Therefore, when evaluating these stakeholders, it is
Furman Company (“Team”). Our Team knows that what necessary to understand the primary needs of the groups,
makes real estate memorable, is the connection and collabo- the leaders within the groups, and influencers of the groups.
ration between the space and the people who live, work, and
visit those spaces. Collaboration is only achieved through Step 2: Define the Process
insights and opinions taken from multiple experiences and Following group identification and prioritization, the Team
viewpoints. To accomplish this aim, the Team seeks to add will define the appropriate process, schedule and forum,
rich and varied experiences to share a true vision. to fully understand each group, leaders, and influencers'
desires. Each group shall be considered both as an individual
Our Team have led dozens of community engagement and then considered as part of a whole. In order to achieve
processes in the past, and the strategy to shape this commu- this goal, we will first meet with the leaders and influencers,
nity vision will be achieved through similar ends. In order to whereby the group’s underlying message should be fully
remain concise and orderly for the University Ridge Request articulated when conducting the Town Hall forum meetings.
for Proposal (“RFP”), we offer the following engagement By conducting the process in this part and parcel manner,
and outreach strategy. the Team will fully understand how the group, leaders, and
Step 1: Stakeholder Identification influencers' messages have gained their voices. This process
In order to achieve this goal we have identified the key shall run concurrently with the master planning of the site
leaders, prioritized key discussions, and categorized those and will be especially applicable to Phases II, III, and IV.
discussions as to their appropriateness per each phase of Describing our process and redevelopment plans to all stake-
redevelopment. For the purposes of this strategy insert we holders in advance is absolutely critical to the development.
will use the term stakeholders synonymously with commu- The Team is so convinced of this matter that we have already
nity groups. In no particular order, the list of major stake- begun to meet and discuss the potential redevelopment with
holders we have or will conduct discussions with include: a few select groups, leaders, and influencers. The Team will
continue to educate and provide an open line of communi-
1. Greenville County Real Estate Department cation about the redevelopment for the community, in that
2. Greenville County Parks and Recreation we are only able to construct a true community if all groups
3. City of Greenville desire to become a part of that new community.
4. City of Greenville Planning
5. Greenville Department of Transportation Step 3: Implement the Outreach Channels
6. South Carolina Department of Transportation Even though there will be some overlap as to the importance
7. Greenlink Trolley of core issues, it is obvious that not all core issues will overlap
8. Greenville Housing Authority and might possibly conflict. This being said, it is the Team’s
9. Homes for Hope job to bring all input together and then discuss appropriate
10. South Carolina Governor’s School solutions and compromises. Below is a preliminary list of
for the Arts & Humanities potential communication channels, with the caveat that all
11. Haynie-Sirrine Neighborhood Association will require sensitivity and adaptation to accommodate all
12. Sterling Neighborhood community groups, leaders, and influencers. We will rely on
13. Furman University the following methodologies to ensure the channels are as
14. Greenville Area Development Corporation effective and inclusive as possible:
15. South Carolina Children’s Theater • One-on-One Meetings
16. Warehouse Theater ◦ These meetings have already begun and are the first
17. Greenville Council of Garden Clubs rung of the eventual collation building which will
18. Greenville Drive occur through our outreach efforts.
19. Potential Tenants
20. Key Land Holders • Information Sessions
a. Tony Harper ◦ The Team will solicit and provide information
b. Western Landholders (road connections) regarding various aspects of the redevelopment.
• Town Hall Style Forums
Each of those stakeholders listed above have been identified ◦ The Team will schedule and moderate public
as core community groups who should be welcomed into forum sessions for selected groups to voice their
the discussion for the redevelopment of University Ridge. thoughts and desires in both recreating and building
Most groups have their own unified agenda, experience, and
138 | University Ridge: Section 11c
SUPPORT LETTERS
140 | University Ridge: Section 11C
University Ridge: Section 11C | 141
142 | University Ridge: Section 11D
MINORITY/WOMEN BUSINESS
ENTERPRISES PARTICIPATION
OVERVIEW BID INFORMATION SUPPORT
The Team plans to put together an extensive M/WBE Plan In many cases a lack of participation can be attributed to
which includes an aspirational goal of 20% participation as a the lack of complete information on the bid process by the
percentage of subcontracted work of the General Contracts. prime or subcontract bidders. The Team will seek to bridge
Our plan is to stress implementation strategies that maxi- this gap by contacting the M/WBE firms to address any
mize participation and help grow stronger firms. We will issues. This may include bidding procedures, payment time
review the strengths of the firms in the Greenville area and frames, insurance requirements, bonding resources, or other
develop bid packages that capitalize on these strengths. Our issues.
Team has over 30 years of experience in successfully imple- TAILORED PACKAGES
menting M/WBE contracting plans in municipalities such
as Baltimore, Norfolk, Durham and others area and we will The Team will review the capabilities of the M/WBE firms
strive to utilize all facets of our diversity program here. This in the area and use this information in an attempt to develop
commitment is our first step in achieving our goals. reduced barrier packages ($300,000 or less) that do not have
stringent bonding requirements. These can be very effec-
OUTREACH tive when three or more bidders are identified to increase
Our Team will utilize any City and County M/WBE data- participation.
bases or lists, as well as our internal sources to develop an We will encourage Prime Contractor and M/WBE firm
inclusive list of potential minority- and women-owned busi- partnerships or working in association agreements. This can
nesses that are headquartered in the South Carolina HUD be an effective method to attain participation at the prime
Metro FMR Area. This will include bidders at the prime level.
level and lower tier levels. Our intent is to get a diverse and
inclusive mix of M/WBE participants. PRE-QUALIFICATION ACTIVITIES
In addition, the team will: The Team will provide a path of communication for M/
WBE firms, inform them about the project, and its scope.
• Target firms in the SC HUD Metro FMR Area with Upon interest, we will inquire about their ability to bid at the
the qualifications to perform on the project. first tier level and identify barriers that may prevent them
• Utilize organizations representing the local community, from bidding. Questions such as contract scope, payment
the minority communities, and minority contractors/ time frames, insurance requirements, bonding and sched-
suppliers; uling will be answered. We may also be able to address many
• Meet with the South Carolina Division of Small of these issues through our Tailored Bid Package process
and Minority Business Contracting, the Hispanic (listed above) or through the packaging of the prime
Contractors Association of the Carolinas, the North contracts.
and South Carolina Indian Economic Development BID/BUY-OUT ACTIVITIES
Initiative, and the South Carolina Minority Business Significant effort must be made to assure positive M/WBE
Enterprise Center to inform them about the project and firm bid activity. The Team proposes to utilize the minority
contract opportunities; media and internet to advertise opportunities. Also, the
• Identify firms with the potential to become capable Team will seek to actively identify M/WBE firms that the
qualified firms and provide direct assistance or assis- prime bidders can solicit. This identification includes the list
tance through the prime bidders when possible. of interested firms developed with our outreach efforts and
Businesses from all of these sources will be invited to a firms in the master databases. Notification will be made by
kick-off Information and Networking Forum. This is a the prime bidders and directly by theTeam.
positive way to spur interest, review the project, and answer Digital copies of the plans and specifications will be made
questions. All firms must be certified for their participation available on our website. Our objective is to help grow
to count toward the goals. Our Team will provide assistance stronger M/WBE firms. The key to achieve this growth is
with certification if needed. continued contract opportunity.
University Ridge: Section 11D | 143
Table 11.2
Sources:
ITE -- Institute of Transportation Engineers
USDOE -- U.S. Department of Energy
SANDAG -- San Diego Assn of Governments
5/13/2008
146
University Ridge: Section 12 | 147
SECTION 12:
APPENDIX
a. County Administrative Complex Proposed Schedule
b. County Administrative Complex Program Study
c. Town Center of Virginia Beach Parking Study
d. Low Income Housing Proposal: Homes for Hope
148
University Ridge: Section 12A | 149
COUNTY
ADMINISTRATIVE
COMPLEX PROPOSED
SCHEDULE
Greenville Municipal Town Center - Phase 1 Detailed Schedule
4/3/2017
ID Task Name Duration Start Finish 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027
H1 H2 H1 H2 H1 H2 H1 H2 H1 H2 H1 H2 H1 H2 H1 H2 H1 H2 H1 H2 H1 H2
26 Phase 1 31.91 mons 1/1/2018 8/15/2020
27 Phase 1 Block 1A Design 5 mons 1/1/2018 5/31/2018
28 Phase 1 Block 1A County Complex Garage Design 5 mons 1/1/2018 5/31/2018 Phase 1 Block 1A County Complex Garage Design
29 Soil Borings 1 mon 1/1/2018 1/31/2018 Soil Borings
30 Franchise Utility Coordination 3 mons 1/1/2018 4/1/2018 Franchise Utility Coordination
31 Test Pile Operation 1 mon 2/1/2018 3/3/2018 Test Pile Operation
32 Pre‐Existing Conditions & Utility Survey 1 mon 1/1/2018 1/31/2018 Pre-Existing Conditions & Utility Survey
33 Phase 1 Block 1A Permitting 4.03 mons 6/1/2018 9/30/2018
34 Phase 1 Block 1A County Complex Garage Permitting 2 mons 6/1/2018 7/31/2018 Phase 1 Block 1A County Complex Garage Permitting
35 Phase 1 Block 1A E&S ‐ Site Permitting Complex Garage 2 mons 8/1/2018 9/30/2018 Phase 1 Block 1A E&S - Site Permitting Complex Garage
36 Phase 1 Block 1A County Complex Garage Construction 17.01 mons 10/1/2018 2/23/2020
37 Armada Hoffler Mobilization 1 mon 10/1/2018 10/31/2018 Armada Hoffler Mobilization
38 E&S ‐ Demo & Clearing & Grubbing 1 mon 10/1/2018 10/31/2018 E&S - Demo & Clearing & Grubbing
39 Install Site & ROW Utilities 1 mon 10/1/2018 10/31/2018 Install Site & ROW Utilities
40 Install Perimeter Crane Road 1 mon 10/1/2018 10/31/2018 Install Perimeter Crane Road
41 Building Pad 2 mons 10/1/2018 11/30/2018 Building Pad
42 Pile Operation 2 mons 10/31/2018 12/30/2018 Pile Operation
43 Concrete Pile Caps & Grade Beams 3 mons 11/30/2018 2/28/2019 Concrete Pile Caps & Grade Beams
44 Erect Precast Garage 7 mons 12/30/2018 7/28/2019 Erect Precast Garage
45 MEP Rough‐In Garage Concrete Slab On Grade 2 mons 3/30/2019 5/29/2019 MEP Rough-In Garage Concrete Slab On Grade
46 Prep‐Place and Finish Concrete Slab on Grade 2 mons 4/29/2019 6/28/2019 Prep-Place and Finish Concrete Slab on Grade
47 Erect Stair Towers 3 mons 3/30/2019 6/28/2019 Erect Stair Towers
48 MEP & Emergency Rough‐In Garage Elevated Floors 2‐7 7 mons 2/28/2019 9/26/2019 MEP & Emergency Rough-In Garage Elevated Floors 2-7
49 Low Voltage Access Controls & First Responder Systems Rough‐In 3 mons 5/29/2019 8/27/2019 Low Voltage Access Controls & First Responder Systems Rough-In
50 Prep‐Place and Finish Concrete Slabs Floors 2‐7 7 mons 3/30/2019 10/26/2019 Prep-Place and Finish Concrete Slabs Floors 2-7
51 Install Elevators 4 mons 6/28/2019 10/26/2019 Install Elevators
52 Exteror Decorative Metal Openings 2 mons 8/27/2019 10/26/2019 Exteror Decorative Metal Openings
53 Trim Out Light Fixtures Floors 1‐6 4 mons 7/28/2019 11/25/2019 Trim Out Light Fixtures Floors 1-6
54 Stand Light Poles Floor 7 2 mons 10/26/2019 12/25/2019 Stand Light Poles Floor 7
55 Trim Out & Finalize Low Voltage and First Responder Systems 5 mons 6/28/2019 11/25/2019 Trim Out & Finalize Low Voltage and First Responder Systems
56 Set Fire Extinguisher & Cabinets Floors 1‐7 1 mon 10/26/2019 11/25/2019 Set Fire Extinguisher & Cabinets Floors 1-7
57 Set Garage Directional Signage Floors 1‐7 1 mon 11/25/2019 12/25/2019 Set Garage Directional Signage Floors 1-7
58 Stripe Spaces Floors 1‐7 2 mons 11/25/2019 1/24/2020 Stripe Spaces Floors 1-7
59 Exterior Hardscape & Landscaping 2 mons 11/25/2019 1/24/2020 Exterior Hardscape & Landscaping
60 Final Inspections 2.01 mons 12/25/2019 2/23/2020 Final Inspections
61 Garage Substantially Complete 0 mons 2/23/2020 2/23/2020 2/23
62 Phase 1 Block 1B Design 7 mons 1/1/2018 7/30/2018
Page 1 of 3
Greenville Municipal Town Center - Phase 1 Detailed Schedule
4/3/2017
ID Task Name Duration Start Finish 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027
H1 H2 H1 H2 H1 H2 H1 H2 H1 H2 H1 H2 H1 H2 H1 H2 H1 H2 H1 H2 H1 H2
63 Phase 1 Block 1B Country Complex Garage Design 7 mons 1/1/2018 7/30/2018 Phase 1 Block 1B Country Complex Garage Design
64 Soil Borings 1 mon 1/1/2018 1/31/2018 Soil Borings
65 Test Piles 1 mon 2/1/2018 3/3/2018 Test Piles
66 Franchise Utility Coordination 3 mons 2/1/2018 5/2/2018 Franchise Utility Coordination
67 Pre‐Existing Conditions & Utility Survey 1 mon 2/1/2018 3/3/2018 Pre-Existing Conditions & Utility Survey
68 Phase 1 Block 1B Permitting 2 mons 8/1/2018 9/30/2018
69 Phase 1 Block 1B County Admin. Building Permitting 2 mons 8/1/2018 9/30/2018 Phase 1 Block 1B County Admin. Building Permitting
70 Phase 1 Block 1B E&S ‐ Site Permitting Admin Building 1 mon 8/1/2018 8/31/2018 Phase 1 Block 1B E&S - Site Permitting Admin Building
71 Phase 1 Block 1B County Admin. Building Construction 20.78 mons 12/1/2018 8/15/2020
72 Armada Hoffler Mobilization 1 mon 12/1/2018 12/31/2018 Armada Hoffler Mobilization
73 E&S ‐ Demo & Clearing & Grubbing 1 mon 12/1/2018 12/31/2018 E&S - Demo & Clearing & Grubbing
74 Install Site & ROW Utilities 1 mon 12/1/2018 12/31/2018 Install Site & ROW Utilities
75 Install Perimeter Crane Road 1 mon 12/1/2018 12/31/2018 Install Perimeter Crane Road
76 Building Pad 2 mons 1/1/2019 3/2/2019 Building Pad
77 Pile Operation 2 mons 2/1/2019 4/2/2019 Pile Operation
78 Concrete Pile Caps & Grade Beams 3 mons 3/1/2019 5/30/2019 Concrete Pile Caps & Grade Beams
79 Erect CMU Shafts 2 mons 3/1/2019 4/30/2019 Erect CMU Shafts
80 Erect Building Shell Frame 5 mons 4/1/2019 8/29/2019 Erect Building Shell Frame
81 Erect Stairs 3 mons 5/1/2019 7/30/2019 Erect Stairs
82 Prep‐Place and Finish Concrete Slab on Decks 3 mons 5/1/2019 7/30/2019 Prep-Place and Finish Concrete Slab on Decks
83 MEP Rough‐In Slab on Grade 2 mons 6/1/2019 7/31/2019 MEP Rough-In Slab on Grade
84 Prep‐Place and Finish Concrete Slab on Grade 2 mons 7/1/2019 8/30/2019 Prep-Place and Finish Concrete Slab on Grade
85 Structural Light Gauge Steel Stud Framing 4 mons 7/1/2019 10/29/2019 Structural Light Gauge Steel Stud Framing
86 Exterior Sheathing 3 mons 8/1/2019 10/30/2019 Exterior Sheathing
87 Roof Dry‐In 3 mons 8/1/2019 10/30/2019 Roof Dry-In
88 Roof Detailing & Trim Out 2 mons 10/1/2019 11/30/2019 Roof Detailing & Trim Out
89 Roof Trim Out 1 mon 12/1/2019 12/31/2019 Roof Trim Out
90 Exterior Skin Veneer 4 mons 9/1/2019 12/30/2019 Exterior Skin Veneer
91 Exterior Aluminum / Glass Openings 4 mons 10/1/2019 1/29/2020 Exterior Aluminum / Glass Openings
92 Equip and Build Electrical Rooms 2 mons 10/1/2019 11/30/2019 Equip and Build Electrical Rooms
93 Equip and Build Mech Room 3 mons 10/1/2019 12/30/2019 Equip and Build Mech Room
94 Equip and Build Fire Sprinkler Room 2 mons 10/1/2019 11/30/2019 Equip and Build Fire Sprinkler Room
95 Erect Elevators 7 mons 9/1/2019 3/29/2020 Erect Elevators
96 MEP Rough‐In 7 mons 7/1/2019 1/27/2020 MEP Rough-In
97 Low Voltage Systems, Access Controls & Life Safety Systems Rough‐In 5 mons 10/1/2019 2/28/2020 Low Voltage Systems, Access Controls & Life Safety Systems Rough-In
98 Hang & Finish Drywall 3 mons 11/1/2019 1/30/2020 Hang & Finish Drywall
99 Frame & Hang Drywall Drop Ceilings 1 mon 12/1/2019 12/31/2019 Frame & Hang Drywall Drop Ceilings
Page 2 of 3
Greenville Municipal Town Center - Phase 1 Detailed Schedule
4/3/2017
ID Task Name Duration Start Finish 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027
H1 H2 H1 H2 H1 H2 H1 H2 H1 H2 H1 H2 H1 H2 H1 H2 H1 H2 H1 H2 H1 H2
100 Paint Walls & Ceilings 3 mons 12/1/2019 2/29/2020 Paint Walls & Ceilings
101 Install Tile & Terrazzo 3 mons 1/1/2020 3/31/2020 Install Tile & Terrazzo
102 Install Carpet Tile & Vinyl 3 mons 1/1/2020 3/31/2020 Install Carpet Tile & Vinyl
103 Set Electrical Fixtures and Trim Out 3 mons 2/1/2020 5/1/2020 Set Electrical Fixtures and Trim Out
104 Set Plumbing Fixtures 2 mons 2/1/2020 4/1/2020 Set Plumbing Fixtures
105 Set Doors & Hardware 4 mons 2/1/2020 5/31/2020 Set Doors & Hardware
106 Above Ceiling MEP & Fire Inspections 2 mons 3/1/2020 4/30/2020 Above Ceiling MEP & Fire Inspections
107 Set Acoustical Ceiling Tiles 2 mons 4/1/2020 5/31/2020 Set Acoustical Ceiling Tiles
108 Set Fire Extinguisher Cabinets 1 mon 5/1/2020 5/31/2020 Set Fire Extinguisher Cabinets
109 Final Millwork Completion 3 mons 4/1/2020 6/30/2020 Final Millwork Completion
110 Low Voltage Systems & Life Safety Systems Complete 3 mons 5/17/2020 8/15/2020 Low Voltage Systems & Life Safety Systems Complete
111 Exterior Hardscape & Landscaping 3 mons 5/17/2020 8/15/2020 Exterior Hardscape & Landscaping
112 Final Inspections 2 mons 6/16/2020 8/15/2020 Final Inspections
113 Admin Building Substantially Complete 0.01 mons 8/15/2020 8/15/2020 Admin Building Substantially Complete
114 County FF&E and Move‐In 2 mons 8/17/2020 10/16/2020 County FF&E and Move-In
Page 3 of 3
Greenville County, SC
Space Needs Assessment
Study Final Review
FINAL REPORT
September 2016
FINAL REPORT
GREENVILLE COUNTY, SOUTH CAROLINA
SPACE NEEDS ASSESSMENT STUDY TABLE OF CONTENTS
TABLE OF CONTENTS
SECTION TITLE
I. INTRODUCTION
VII. APPENDICES
INTRODUCTION
FINAL REPORT
GREENVILLE COUNTY, SOUTH CAROLINA
SPACE NEEDS ASSESSMENT STUDY I. INTRODUCTION
INTRODUCTION
In April 2016, Greenville County, South Carolina contracted with McMillan Pazdan Smith Architecture
and Chinn Planning, Inc. to develop a Space Needs Assessment Study and Report. The County wanted to
look comprehensively at their space needs over a twenty year period and begin the planning process to
replace outdated and overcrowded facilities. All of the County Departments and 3rd Party/Tenant
agencies currently located in the County Square Building were included in the study process. In
addition, other County and State agencies located at the government complex on University Ridge Road
were included in the study. The Sheriff’s Administrative functions located at the Law Enforcement
Center were also included in the space needs assessment. Table 1-1 shows the County Departments
and other agencies included in the study.
The study process included the projection of future personnel for all of the Departments and agencies
shown above; the establishment of space standards for office, meeting and conference space; the
development of space forecasts based on future personnel and space standards; and an estimate of
parking requirements. After space forecasts and parking requirements were completed, concepts for
department adjacencies and site blocking and stacking diagrams were developed.
Departments and agencies that were included in the study completed a space needs assessment survey,
and then were interviewed by the Consultant to determine operational and space needs and to tour the
existing office areas. Based on all of the information that was prepared and reviewed during Project
Advisory Committee meetings, a DRAFT Report was issued for review. A FINAL Report was issued after
the review of the DRAFT Report.
A Project Review Committee was established to oversee the study process. The Project Review
Committee met four times during the study process. Project Advisory Committee members include:
REPORT SECTIONS
The report which follows summarizes the study process. Report sections include:
Section II ............................... County Organization, Growth Trends, and Current Space Allocation
Section VII................................ Department Adjacencies and Site Blocking and Stacking Concepts
COUNTY ORGANIZATION,
GROWTH TRENDS, AND
CURRENT SPACE ALLOCATION
FINAL REPORT II. COUNTY ORGANIZATION,
GREENVILLE COUNTY, SOUTH CAROLINA GROWTH TRENDS, AND
SPACE NEEDS ASSESSMENT STUDY CURRENT SPACE ALLOCATION
In this Section County organization and growth trends will be presented. The growth trends in total
County population and personnel were used in the development of personnel forecasts. The current
square footage occupied by the Departments and agencies included in the study is also presented in this
Section.
COUNTY ORGANIZATION
PERSONNEL PROJECTIONS
FINAL REPORT
GREENVILLE COUNTY, SOUTH CAROLINA
SPACE NEEDS ASSESSMENT STUDY III. Personnel Projections
The forecast models described below were utilized to develop personnel projections. The first three
models were completed for each Department or agency included in the study. Model 4 was used for
Departments that support total County employees (examples: Human Resources, Information
Technology). The final model was the Department or agency estimate of future staff growth. The
personnel forecast recommended by Chinn Planning, Inc. is shown at the bottom of each individual
personnel forecast projection Table.
Table 3-1 shows the recommended personnel forecast for each Department and agency included in the
study. The recommended total personnel forecast projects 1.5 % per year growth in employees from
2016 to 2035.
RECOMMENDED SPACE
STANDARDS AND RECORDS
STORAGE ANALYSIS
FINAL REPORT
GREENVILLE COUNTY, SOUTH CAROLINA IV. RECOMMENDED SPACE STANDARDS
SPACE NEEDS ASSESSMENT STUDY AND RECORDS STORAGE ANALYSIS
SPACE STANDARDS
Table 4-1 presents the recommended office space standards for Greenville County. This is based on an
assessment of Greenville County operations, staffing, and facilities developed for various categories of
personnel. The space standards are based on the functional requirements for each category of
personnel. Currently, due to multiple office types, office space allocation varies within personnel
categories. The space standards shown on the following page were used to develop future space
projections in Section V and do not reflect (in all cases) current space allocation.
In this Section a space allocation table is presented for each Department or agency included in the
study. Each Department space allocation table shows the following:
Circulation Factor
A factor of 30% is added to the total net square feet to account for circulation between spaces
within each component (varies between components). The current circulation factor in County
buildings is lower at roughly 20%.
Building circulation and gross factors may be reduced based on a selected site and final design,
but at the Master Plan Level these grossing factors ensure that the designed building square feet
does not exceed the Master Plan square footage.
Table 5-1 presents a summary of the recommended space forecast for the Departments and adjacencies
included in the study. The summary table shows the space need by Department in five year increments
through 2035. The recommended space forecast uses the personnel projections presented in Section III
along with the space standards presented in Section IV. The projected space requirement for
Departments and agencies shown in Table 5-1 by 2035 is 575,433 Building Gross
Square Feet (BGSF).
Tables 5-2 to 5-71 present the space allocation table for each Department or agency included in the
study. The bottom line of each table highlights the total Departmental Gross Square Feet requirement
in five year increments through 2035 shown in Table 5-1.
ESTIMATED PARKING
REQUIREMENTS
FINAL REPORT
GREENVILLE COUNTY, SOUTH CAROLINA
SPACE NEEDS ASSESSMENT STUDY VI. ESTIMATED PARKING REQUIREMENTS
Table 6-1 shows the estimated parking requirements for each Department or agency included in the
study. These parking requirements are estimates of staff, visitor, and assigned vehicles for each
Department or agency. The first column shows projected staff. During the interview process
Department and agency heads indicated that the majority of staff drive their own vehicle to work, so for
planning purposes the projected staff numbers should guide staff parking requirements.
Visitor parking is shown in the second column. This is an estimate of an “average” number of visitors in
each Department or agency at a given time, based on recent and projected trends in the number
visitors/clients that visit each Department or agency. It allows for some growth in the future and is
based on the best estimate given by each Department included in the study. The number of vehicles
assigned to Departments is also shown in Table 6-1. Parking space for most of these vehicles will be
needed in close proximity to the office location.
McMillan Pazdan Smith Architecture in association with Chinn Planning, Inc. 134
FINAL REPORT
GREENVILLE COUNTY, SOUTH CAROLINA
SPACE NEEDS ASSESSMENT STUDY VI. ESTIMATED PARKING REQUIREMENTS
McMillan Pazdan Smith Architecture in association with Chinn Planning, Inc. 135
FINAL REPORT
GREENVILLE COUNTY, SOUTH CAROLINA
SPACE NEEDS ASSESSMENT STUDY VI. ESTIMATED PARKING REQUIREMENTS
McMillan Pazdan Smith Architecture in association with Chinn Planning, Inc. 136
Appendix A
INTERVIEW SCHEDULE
FINAL REPORT
GREENVILLE COUNTY, SOUTH CAROLINA
SPACE NEEDS ASSESSMENT STUDY APPENDIX A – INTERVIEW SCHEDULE
INTERVIEW SCHEDULE
McMillan Pazdan Smith Architecture in association with Chinn Planning, Inc. 138
FINAL REPORT
GREENVILLE COUNTY, SOUTH CAROLINA
SPACE NEEDS ASSESSMENT STUDY APPENDIX A – INTERVIEW SCHEDULE
McMillan Pazdan Smith Architecture in association with Chinn Planning, Inc. 139
Appendix C
EXISTING BUILDINGS
DEPARTMENTAL PLANS
STAND-
PIPE
TOILET
DEPARTMENT LEGEND NETWORK PAST & NEW
JUDGE MICROFILMSTORAGE
RACK UP RMC KITCHEN
700 - TAX COLLECTOR VENDING
FILES 1300 - REGISTER OF
800 - AUDITOR BREAK DEEDS
ROOM 1,048 SF
TOILET 1200 - PROBATE COURT
1000 - GIS 1,137 SF
BREAK PROBATE
OFFICE BREAK
TELE. BREAK
1000 - REAL PROPERTY SERVICES / MOBILE HOME SERVICE BUNKS SUITE 1400 SUITE 1425
ROOM
ROOM
(4) STORAGE SUITE 1450
1100 - EMS FILES
LOCKERS
1200 - PROBATE COURT
CAGE
1300 - REGISTER OF DEEDS
BIOMED
1100 - EMS
6,034 SF PASSPORT
REFURBISH
9 COMPUTERS
CAGE
LOCKERS
Name Area EMS
COUNTER
1000 - GIS 2340 SF 6,144 SF
FILES
LOCKERS
DISP.
1000 - REAL PROPERTY SERVICES / MOBILE 10427 SF
HOME SERVICE MOVEABLE
JUDGE FILE
1100 - EMS 6034 SF CANS OFFICE SYSTEM
1200 - PROBATE COURT 6204 SF
1300 - REGISTER OF DEEDS 7193 SF FILES
OFFICE
OFFICE
ACCT OFFICE
FILES
BUILDING SF TOTALS
OFFICE
DEPARTMENTAL GROSS SF: 250,254 SF OFFICE
BUILDING GROSS SF: 304,530 SF
QUEUE
COFFEE FILES
OFFICE OFFICE OFFICE
1000 - REAL PROPERTY WAIT
SERVICES / MOBILE HOME OFFICE
SERVICE
10,427 SF
BREAK ROOM
OFFICE
800 - AUDITOR
4,257 SF
COPY
OFFICE
BREAK ROOM
OFFICE OFFICE OFFICE OFFICE OFFICE OFFICE
STORAGE
OFFICE
PLOTTER
UP UP
OFFICE OFFICE OFFICE OFFICE OFFICE OFFICE BREAK ROOM OFFICE
1000 - GIS
2,064 SF OFFICE
MOVEABLE FILES FILES
1000 - GIS OFFICE
2,064 SF
700 - TAX COLLECTOR
3,805 SF
OFFICE
OFFICE
OFFICE OFFICE OFFICE OFFICE
OFFICE OFFICE
OFFICE
1000 - GIS
276 SF
OFFICE SERVER SERVER OFFICE OFFICE OFFICE OFFICE OFFICE OFFICE TAX SALE
1000 - GIS
276 SF
STORAGE RACK
699 SF
OFF. JAN.
750 - ONE STOP CENTER / JOB LINK EMS SUPPLIES
1100 - EMS
2,082 SF 2150 - E911 - ADDRESS ELECTION SUITE
1100 - EMS ASIGN OFFICE
LOGISTICS 2,098 SF
1500 - WORK FORCE DEVELOPMENT - WIA
TOILETS
CONFERENCE OFFICE
1600 - HUMAN RELATIONS COMMISIONS 884 SF E911
RAMP
WITH PRINTER
UPS
2300 - HOT SITE(EMS) RAISED FLOOR 1800 - INFORMATION
DISK
SYSTEMS
7,957 SF
CONFERENCE ROOM A
PC TECH LAB
RAMP
HELPDESK
1500 - WORK FORCE UPS CONSOLE
CONFERENCE ROOM B WATER
DEVELOPMENT - WIA DESK OFFICE
BOARD
1,877 SF SYSTEM NETWORK LAB
MECHANICAL F.P.
SERVER RACKS
STEP
TOILETS
OFFICE
OFFICE OFFICE
OFFICE
OFFICE
DEPARTMENT AREAS (SECTION B)
OFFICE
Name Area OFFICE
OFFICE
REGISTRATION
ELECTIONS
100 - PURCHASING 3622 SF OFFICE
200 - FINANCIAL OPERATIONS MANAGEMENT & BUDGET 4737 SF 1600 - HUMAN RELATIONS OFFICE
COMMISIONS OFFICE
400 - GROUP MEETING 6349 SF 1,700 SF
BREAK
CONF. OFFICE
OFFICE
FILES
MED OFFICE
COPY
FILES OFFICE
OFFICE
FILES FILES
OFFICE OFFICE OFFICE
CL.
750 - ONE STOP CENTER / OFFICE OFFICE
500 - HUMAN RESOURCES OFFICE
JOB LINK
AND RELATIONS
956 SF
3,167 SF OFFICE CONFERENCE ROOM A
COPY 1,291 SF
CONF.
OFFICE
LOBBY OFFICE
FIRST FLOOR KEY PLAN
OFFICE FILE ROOM BREAK
ROOM
CAFE SEATING UP UP
COUNTER
COPY
OFFICE
OFFICE 3800 - PUBLIC SERVICES
OFFICE OFFICE
FILE
ENGINEERING ROAD &
BRIDGE SOLID WASTE
5,600 SF
OFFICE DEPARTMENT LEGEND
OFFICE
TOILETS
119 SF GOV. OFFICIAL 4100 - CODE
DEPARTMENT AREAS (SECTION C)
TOILET OFFICE ENFORCEMENT / ZONING Name Area
6,905 SF
BUILDING SF TOTALS
DEPARTMENTAL GROSS SF: 250,254 SF
BUILDING GROSS SF: 304,530 SF
LOCKERS
4300 - CLEMSON EXT. SERVICES SUPPLY ROOM
4600 - SUBDIVISION
TOILETS
4700 - USDA FARM SERVICE AGENCY 126 SF
WORKSTATION
4000 - PROBATION AND
PAROLE
4,761 SF
OFFICE
CONF.
CONFERENCE OFFICE OFFICE
DEPARTMENT AREAS (SECTION D)
Name Area 3900 - LAND
DEVELOPMENT DIVISION
2,876 SF BREAK
OFFICE
3900 - LAND DEVELOPMENT DIVISION 3396 SF
OFFICE CONFERENCE ROOM F
OFFICE
3910 - MAIL ROOM 91 SF 603 SF
FILES
CONFERENCE ROOM E
BUILDING SF TOTALS OFFICE RECEPTION OFFICE
423 SF
USDA -
BREAK 231 SF 161 SF
NRCS STORAGE
DEPARTMENTAL GROSS SF: 250,254 SF STORAGE
BUILDING GROSS SF: 304,530 SF BREAK
OFFICE CLASSROOM
OFFICE
DOCK DOORS
BUILDING SF TOTALS
DEPARTMENTAL GROSS SF: 250,254 SF
BUILDING GROSS SF: 304,530 SF
CONFERENCE ROOM G
713 SF
STORAGE
DEPARTMENT LEGEND
6500 - PROBATION PAROLE AND PARDON MECHANICAL
671 SF
6600 - DEPARTMENT OF SOCIAL SERVICES (DSS)
6700 - DHHS 6500 - PROBATION
PAROLE AND PARDON
MECHANICAL 8,681 SF
306 SF
TOILETS
MECHANICAL 8660 SF
MEZZANINE STORAGE 7325 SF
TOILETS 1656 SF
BUILDING SF TOTALS
DEPARTMENTAL GROSS SF: 250,254 SF
BUILDING GROSS SF: 304,530 SF
TOILETS
393 SF
6700 - DHHS
CENTRAL 334 SF
RECORDS
1404 SF
CASHIER
54 SF
TOILETS
485 SF
MECHANICAL
5,394 SF
MEZZANINE STORAGE
7,325 SF
6600 - DEPARTMENT OF
SOCIAL SERVICES (DSS)
STORAGE 29,559 SF
787 SF
6700 - DHHS
4,468 SF
MECHANICAL
2,238 SF
TOILETS
338 SF
364 SF
COURTROOM WAITING
DOCKET AREA
GUARDIAN AD LITEM
PAYMENTS
GUARDIAN AD LITUM
473 SF
TOILETS
BREAK ROOM 534 SF 100 SF
CHILD SUPPORT / ALIMONY ENFORCEMENT 654 SF
CONFERENCE ROOM 819 SF
PAYMENTS
COURTROOM WAITING 3687 SF 1,478 SF
COURTROOMS AND SUPPORT SPACES 8862 SF TOILETS
124 SF
DEPARTMENT OF JUVENILE JUSTICE 3003 SF
DOCKET AREA 325 SF
GUARDIAN AD LITUM 473 SF
PAYMENTS 1478 SF
RECORDS / FILE SERVICES 7745 SF
SECURITY 382 SF BREAK ROOM
TOILETS
388 SF
534 SF COURTROOMS AND
SOLICITORS OFFICE 1642 SF SUPPORT SPACES
TOILETS 1137 SF SOLICITORS OFFICE 8,862 SF
1,642 SF
DEPARTMENTAL GROSS SF: 30,740 SF CHILD SUPPORT /
ALIMONY ENFORCEMENT
BUILDING GROSS SF: 37,300 SF TOILETS
654 SF
389 SF
NOTE:
RECORDS / FILE SERVICES INCLUDES
4011 SF MEZZANINE STORAGE SPACE SECURITY
122 SF
SECURITY
121 SF
COURTROOM WAITING
3,687 SF
TOILETS
135 SF
BASEMENT
FIRST FLOOR
MECHANICAL
1,732 SF
OFFICE COMMUNICATIONS
(2 PERSONS) CENTER
112 SF 2006 SF
BREAK
ROOM
429 SF
OFFICE OPEN OFFICE
12 PERSONS
(4 PERSONS) ACOUSTICAL
OFFICE 158 SF 2 PERSONS WALLS
104 SF 156 SF
SERVER
ROOM
1094 SF
CRIME LAB
CHIEF OF MUSTER
CANTEEN PROF. 508 SF
ROOM
757 SF STANDARDS COLD CASE 906 SF
COLD CASE
495 SF 423 SF
110 SF
ENTRY DEPUTY
SUITE
66 SF FITNESS LOCKER
615 SF ARSENAL
ROOM / ROOM
TOILETS 398 SF
TECHNICAL 1642 SF
SERVICE 2593 SF
ROOM
251 SF
INCIDENT
REPORT
RECORD
REQUEST
337 SF
OFFICE
(3 PERSONS)
191 SF
JUD.
SUPPORT
125 SF
BASEMENT 12342 SF
FIRST FLOOR 4388 SF
SECOND FLOOR 8114 SF
DEPARTMENTAL GROSS SF 24844 SF
2 PERSON
OFFICE OFFICE
180 SF 118 SF
CITY HALL
ACCESS DOOR
100 - EMERGENCY
OPERATIONS CENTER
(EOC)
4,193 SF
DEPUTY DIRECTOR'S
OFFICE
OPERATIONS ROOM
KEY CASHIER
MECHANICAL ROOM
MECHANICAL
416 SF
TOILET
SHERIFF NORTHERN
STORAGE COMMAND
COMMON AREA 4,033 SF
INVESTIGATOR INVESTIGATOR
SECRETARY
RECEPTIONIST
CONFERENCE ROOM PROPERTY CRIMES INVESTIGATORS INVESTIGATOR INVESTIGATOR SERGEANT PROPERTY CRIMES
Memorandum
To: Mark R. Wawner, P.E.
City of Virginia Beach Department of Economic Development
Subject: Updated Shared Parking Analysis for Virginia Beach Town Center
Virginia Beach, Virginia
DESMAN updated the shared parking study for Virginia Beach Town Center, based on recent changes to
the development program. The previous shared parking analysis was performed on August 26, 2014.
There are planned changes to only Block 9. Below is a summary of the final land use program at Block 9:
Block 9
Table 1 shows a summary of the land use program for each block at Virginia Beach Town Center.
8000 WESTPARK DR, STE 610, McLEAN, VA 22102 www.desman.com PHONE 703.448.1190 FAX 703.893.4067
NEW YORK CHICAGO WASHINGTON D.C. BOSTON CLEVELAND HARTFORD FT. LAUDERDALE DENVER PITTSBURGH
Page 2 of 4
Table 1 – Virginia Beach Town Center Updated Land Use Program by Block
10
11
12
2
l
k
ta
k
k
oc
oc
oc
oc
oc
oc
oc
oc
oc
oc
oc
To
Bl
Bl
Bl
Bl
Bl
Bl
Bl
Bl
Land Use Type
Bl
Bl
Bl
Retail (sq.ft.) 0 5,101 19,554 7,445 1,758 0 6,940 33,000 22,466 21,000 0 117,264
Office (sq.ft.) 0 68,710 274,413 195,526 0 21,024 0 0 10,240 212,000 20,000 801,913
Residential (units) 0 0 0 0 56 0 0 120 342 287 0 805
Restaurant (sq.ft.) 0 19,764 25,727 1,485 9,832 13,202 28,751 5,000 9,249 5,000 0 118,010
Hotel (rooms) 0 0 0 176 0 240 0 0 0 0 0 416
M eeting Rooms (seats) 0 0 0 120 0 0 0 0 0 0 0 120
M eeting Space (sq.ft.) 0 0 0 0 0 9,300 0 0 0 0 0 9,300
Theater (seats) 0 0 0 0 1,200 0 0 0 0 0 0 1,200
Performing Arts (seats) 0 0 0 0 0 0 0 300 0 0 0 300
Art Institute (sq.ft.) 0 0 0 35,000 0 0 0 0 0 0 0 35,000
Dicks Sporting (sq.ft.) 0 0 0 0 0 0 0 0 0 0 84,000 84,000
Parking Spaces 186 0 1,284 71 0 735 0 0 854 927 578 4,635
Table 2 shows the parking surplus/deficit analysis by block during the peak weekday period at 12 PM in
the afternoon. Based on the shared parking analysis, there is a projected surplus of 652 spaces during a
peak weekday afternoon period.
Table 3 shows the parking surplus/deficit analysis by block during a peak weekend period at 8 PM in the
evening. Based on the shared parking analysis, there is a deficit of 8 spaces during the weekend evening
peak parking period.
Overall, there is currently adequate parking provided at Virginia Beach Town Center to support the
weekday parking demand. The weekend parking deficit is minimal and could be addressed though
management strategies instead of building additional parking.
Page 3 of 4
(1) 119 residential units (Weston Condominiums) in Block 7 have 212 reserved spaces in the Block 7 garage. As such, parking
demand and parking supply for these units is excluded from the overall analysis (947 spaces minus 212 equals 735).
(2) The Art Institute's parking demand is based on 900 students and faculty, 60% are present on a typical day, 60% are present
during at 12 PM (peak hour), 90% arrive via auto and park, and the average persons per occupied vehicle is 1.05.
(3) Given the size of Dick's Sporting and the evening peak hour the parking demand ratio for this "big box" retail store is estimated to be
50% of the daytime demand ratio associated with smaller boutique retail stores.
(4) Assumed a higher parking demand factor since this is planned to be an office call center, which has a higher parking generation.
Page 4 of 4
(1) 119 residential units (Weston Condominiums) in Block 7 have 212 reserved spaces in the Block 7 garage. As such, parking
demand and parking supply for these units is excluded from the overall analysis (947 spaces minus 212 equals 735).
(2) The Art Institute's parking demand is based on 900 students and faculty, 60% are present on a typical day, 60% are present
during at 12 PM (peak hour), 90% arrive via auto and park, and the average persons per occupied vehicle is 1.05.
(3) Given the size of Dick's Sporting and the evening peak hour the parking demand ratio for this "big box" retail store is estimated to be
50% of the daytime demand ratio associated with smaller boutique retail stores.
UNIVERSITY RIDGE DEVELOPMENT
DEVELOPMENT, AND Homes of Hope and our professional design team of LS3P Architects and CCAD Engineering is
pleased to present our proposal for the development of parcels B and C of Greenville County’s
JOB TRAINING.
University Ridge Development RFP. Our proposal is offered in conjunction with a master proposal
from CitiSculpt for the entire development. We are honored to join CitiSculpt’s effort by providing a
key component in this thriving mixed-use development and to include high quality mixed-income
homes that will be beautiful, energy efficient, and long-lasting.
We understand that Greenville County’s project goals include the design and construction of a
vibrant mixed-use development which will contribute to economic development and to the health
of the surrounding area. Primary criteria for success of the development include high quality, high
density designs which are aesthetically appealing, create a sense of place, and are thoughtfully
integrated into the urban fabric.
While CitiSculpt’s overall proposal will accommodate all of these goals, our Homes of Hope, LS3P
Architects, and CCAD team will be vital to extending that significant positive community impact from
the heart of the development into the surrounding neighborhoods. High quality mixed income housing
in the downtown core will support diversity and encourage downtown activity and investment,
creating a win-win scenario for residents, business owners, and the entire community.
Homes of Hope has operated continuously in the Greenville area since 1998, and has a proven track
record of community success. Led by Don Oglesby, Homes of Hope focuses on the development of
mixed income homes as well as financial wellness training and other initiatives for the community.
LS3P’s Custom Home Studio, led by John Edwards, AIA, has operated in the Greenville area for
nearly fifty years, and has a diverse array of residences in its portfolio at all scales, both multifamily
and single-family. CCAD Engineering, founded and led by Jamie McCutchen, PE, has provided top-
tier civil engineering and consulting services in the Greenville area since 1999. Each entity is deeply
committed to the Greenville area, in which we all live and work.
DESIGN APPROACH
Homes of Hope has developed 560 mixed income homes over the past 18 years, primarily in Greenville
County, and we believe strongly in single-family development in family-friendly environments. Many
of our residents are workforce families, and our work prioritizes market-rate quality, energy efficiency,
walkable neighborhoods, community wellness, and green space. Mixed-income development is
paramount in our development philosophy and in building a diverse, connected community. Given
the enormous public pressure for the city and county to support homes that are affordable for our vital
local workforce near the core of the city, we believe that this project offers a remarkable opportunity
to build a stronger community for all.
3 DUNEAN STREET GREENVILLE, SC 29611 864.269.4663 PH 864.269.6235 FA X HOMESOFHOPE.ORG
We propose to build and develop the 6 acres across the street from County Square in this same
family-friendly, neighborhood-oriented way. We believe that this approach is far more viable to the
long-term health of the community than the typical approach of building four to six story apartment
complexes with entirely low-income or high-income populations which remain disconnected from
the urban fabric and community participation.
We propose to develop 78 residences, including 15 single-family homes and 63 town homes, in a site
with abundant green space and walkability. These homes will consist of a 50/50 mix of market rate
home buyers and moderate income work-force families. Twenty of the 78 residences will be rental
properties, which will be interspersed among the other homes that will be owner-occupied. 50%
of the rentals will be market-rate. The work-force homes will be indistinguishable from the market-
rate homes, and fully integrated within the development. We will continue to offer financial wellness
training to each work-force family we house; this valuable training often helps workforce families
move into the middle class through asset growth and an “investment versus spending” mentality.
To give an idea of the pricing and income mix in the development, pricing is expected to range from
$150k-$295k, and rental rates are expected to be from $650-$1500. At the base level of that range,
the family incomes these home prices accommodate will include first responders such as fire, police
and EMS staff as well as teachers, service sector and other public employees. At the upper level
of that range, family incomes these home prices accommodate will be consistent with the region’s
professional workforce.
As President/CEO of Homes of Home, Don Oglesby, HDFP, EDFP, is authorized to execute legal
binding documents related to this portion of the larger proposal. Don Oglesby hereby attests that the
information contained in this response is accurate to the best of his knowledge.
While the master proposal for this proposed development is from CitiSculpt of Charlotte, NC, Don
will serve as the contact person for the component of the response regarding parcels B and C
(see signature page below for contact information.) We are enthusiastic about the opportunity to
collaborate with CitiSculpt and Greenville County to include mixed income housing as part of this
endeavor, and we look forward to the opportunity to discuss our proposal with you in an interview.
Best regards,
PUBLIC/PRIVATE PARTNERSHIP. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37
Design
185 Total Days
Design Development
65 Days
Construction Documents
75 Days
Permitting
30 Days
Site Preparation
90 Total Days
Building Construction
380 Total Days
Construction of Townhomes
380 Days
The master CitiSculpt proposal addresses most items of the requested developer
feasibility study items for the site as a whole. For the Homes of Hope, LS3P/Neal Prince
Studios, and CCAD portion of the proposal, we refer you to the “Balancing Prosperity and
Housing Affordability in Greenville” report adopted by the City of Greenville in January of
2017, which analyzes the shortage of available housing across income levels, proposes
strategies to encourage the development of more housing that is affordable, and defines
future goals to address those needs. We will also draw from CitiSculpt’s studies of the
highest and best use of the site to inform the long-term viability of the neighborhood’s
future. Our team is enthusiastic about providing housing options that welcome and
support a wide range of ages, incomes, and family sizes to create a healthy and diverse
downtown community.
10 U N I V E R S I T Y R I D G E D E V E L O P M E N T
DEVELOPER FEASIBILITY STUDY
H O M E S O F H O P E 11
ALTERNATIVE FINANCING MODELS
Our team intends to use private local lending institutions for 80-85% of the financing,
and our own equity capital for the other 15-20% using our CED (Community Economic
Development) tax credits to attract capital investment, and a small grant ($375K).
QUALIFICATIONS
Our Homes of Hope, LS3P/Neal Prince Studio, and CCAD team are proposing to lead
the development of parcels B and C within the overall site development efforts led by
CitiSculpt.
The Haynie-Sirrine Neighborhood in downtown Greenville has a rich cultural history, but
in recent decades its housing stock had fallen into neglect. Major changes to address this
issue are underway, and many severely deteriorated or abandoned structures have been
removed in order to make way for neighborhood revitalization.
At Chicora Crest, LS3P’s Master Plan for a 29-home, mixed-income urban planned
development is the centerpiece of the revitalization effort. Based on Traditional Neighborhood
Design (TND) principles, Chicora Crest supports both market-rate-for-sale and affordable-
rent homes, with the goal of making the two housing types indistinguishable from one
another. LS3P’s design for Homes of Hope’s housing prototypes at Chicora Crest brings
a number of new Craftsman-style homes to the neighborhood. The first 11 rental houses
were constructed using a variety of grant-based funding resources. Following completion
of the rental units, Homes of Hope constructed 6 market-rate homes geared toward owner
occupants. The remaining 12 lots were construction in a third phase.
The Greater Greenville Association of REALTORS presented Chicora Crest with a special
recognition in its annual Revitalization Awards Program. The program acknowledges
individuals and projects that took significant risks by investing substantial time and money
in property in Greenville, Laurens, and Pickens counties, where the resulting built project
acts as a catalyst to improve its particular community. The LS3P design was commended
by the review committee for the fact that all of the homes are similar enough in design that
a ride-by of the neighborhood would not reveal which homes are owned by middle-income
workforce families and which are affordable rental properties.
16 U N I V E R S I T Y R I D G E D E V E L O P M E N T
PROJECT DETAILS
Team Members:
Don Oglesby, Homes of Hope
John Edwards, LS3P
H O M E S O F H O P E 17
PROJECT EXPERIENCE EXAMPLES
Markley Row
Greenville, SC
Markley Row, a 10-unit multifamily housing development, sits at a hinge point between
Greenville’s dense central business district and its adjacent single family residential
neighborhoods. The corner site fronts a busy two-lane street with numerous large commercial
structures on the east side, and a primarily residential street on the south side. Within 300
feet of the site are a five-story, 150-unit apartment; warehouses; a historic grocery building;
a 1,200 seat church sanctuary; and more than a dozen single-family and duplex dwellings.
Markley Row simultaneously serves as an anchor, a transition point, and a buffer between
intense urban uses to the east and less intense residential uses to the west.
To acknowledge this anchor/transitional role, the design team examined residential building
patterns and traditions for medium density urban housing, and derived the design from the
pattern established by early twentieth century housing courts. These buildings are typically
arranged in a horseshoe plan to frame a central shared green space, with a pattern of
18 U N I V E R S I T Y R I D G E D E V E L O P M E N T
Pavilion-Link-Pavilion which shows up in both Markley and other larger-scale local examples
PROJECT DETAILS
of the typology. In that spirit, Markley Row is organized such that the end pavilions are
pulled forward toward Markley Street, and the three center structures are set back to form Client: Rallis Holdings
a shared garden courtyard. Pulling the end Pavilions forward also creates a strong building
presence at the street corner, and distances the development from the nearest adjacent Project Location:
single-family residences. Markley Street, Greenville, SC
Team Members:
John Edwards, LS3P
H O M E S O F H O P E 19
PROJECT EXPERIENCE EXAMPLES
Anson House Luxury Condominiums
Charleston, SC
This new 32-residence condominium building located on the Charleston Harbor near the
South Carolina Aquarium and LS3P’s new Concord Park development will be the pinnacle
of luxury living in Charleston. Each unit of the six-story building contains high ceilings and
tall window walls that flow seamlessly to open the entire space to the outdoors. Unique
entrance foyers open into graciously proportioned rooms.
Some of the amenities in the building include semi-private elevators serving two units per
floor, and a private elevator that accesses the penthouse condos. One of the penthouses
contains its own art gallery. Each unit has a spacious terrace that dimensionally allows
for full entertaining, and is very much akin to the true Charleston piazza.
The top of the structure actually “crowns” the building with penthouses set back far
enough to provide a high degree of planting, terraces, and pergolas, avoiding the flat top
so common in large new buildings. These terraces provide expansive views of the harbor
and Ravenel Bridge.
The centerpiece for the building on the ground level is a public fountain with seating. First-
floor piazzas have stairs to the ground to reduce the feel of removal from the public realm.
These, together with the intense planting and brick-like paving, combine to complement
the effort across the street at the Concord Park project, making a true urban experience,
rather than isolated residential enclaves.
20 U N I V E R S I T Y R I D G E D E V E L O P M E N T
PROJECT DETAILS
Project Location:
Laurens Street, Charleston, SC
Team Members:
Richard Gowe, LS3P
H O M E S O F H O P E 21
PROJECT TEAM
Don Oglesby
President | CEO
DETAILS
Education:
Certified HDFP—(Housing Development Finance
Professional)—NDC course 2009
Certified EDFP—(Economic Development Finance
Professional)—NDC course 2012
Experience:
Homes of Hope, Inc
Greenville, South Carolina
2000 – Present
Camelot, Inc.
Tuscaloosa, Alabama
1987-1989
22 U N I V E R S I T Y R I D G E D E V E L O P M E N T
PROJECT TEAM
Dawn Dowden
Chief Operating Officer
DETAILS
Education:
Winthrop University
Rock Hill, SC
Non-Profit Management
University of Akron
Akron, OH
Elementary Education
Specialized Training:
NeighborWorks Training Institute (2011, 2012)
Experience:
H O M E S O F H O P E 23
PROJECT TEAM
Rick Ingram
Chief Financial Officer
DETAILS
• Business Competencies:
• Operations/Financial Leadership
• Budgeting & Financial Planning
• Training/Mentoring/Coaching
• Resource Management/Allocation
• Real Estate Industry and Markets
• Financial Statements/Analysis
• Develop Proposals/Reports/Plans
• Strategic Planning & Forecasting
• Building Positive Relationships
• Public Relations and Partnerships
• Human Resources / IT / Legal
• Develop/Deliver Presentations
Chief Financial Officer, Homes Of Hope, Inc. • Develop, analyze, and interpret statistical and accounting
Greenville, SC 2016 – Present information in order to appraise operating results in
Responsible for providing overall financial management, terms of profitability, performance against budget, and
asset management and reporting for Homes of Hope in other matters bearing on fiscal soundness and operating
accordance with Homes of Hope’s vision, mission and effectiveness of organization.
strategies. As a member of the leadership team, works
closely with the CEO and COO to determine real estate • Oversee the preparation of financial reports, including
structuring, feasibility and continued property asset but not limited to, budget to actual by department,
management. Oversees accounting, asset management, financial statements, cash flow reports, and construction
financial grant management and compliance, budgets, costs, project development reports, financial forecasts
controls, audits, and lender and vendor relationships. and written analyses of report variances.
Responsible for Homes of Hope’s financial plans and policies,
its accounting practices, the conduct of its relationships with • Manage organizations financial tools and assets to
lending institutions, investors and the financial community, include loans, bank accounts, investments, and real
the maintenance of its fiscal records, and the preparation estate. Monitor property debt; make recommendations
of financial reports. Supervision over general accounting, on refinancing, and plan for adequate reserve deposits
real estate development accounting, property accounting, and balances at all properties.
internal auditing, cost accounting, and budgetary controls.
Essential functions of this position include, but are not limited
to the following:
24 U N I V E R S I T Y R I D G E D E V E L O P M E N T
PROJECT TEAM
R. Denice Harris
Executive Director of Client Development
DETAILS
Education:
University of South Carolina Upstate 1989-1991
University of South Carolina 1986-1988
Church Financial Law Courses
Human Resources Courses
Professional Christian Life Coach – Certified
Financial Literacy - Certified
Property Management Certification
Experience:
Homes of Hope
Executive Director of Client Development
October 2008 - present
H O M E S O F H O P E 25
PROJECT TEAM
Julia Schmidt
Director of Administration
DETAILS
Education:
Clemson University 2011
Clemson, South Carolina
Experience:
Homes of Hope
Executive Assistant
2012 - 2014
Homes of Hope
Administrative Assistant
February 2012 - August 2012
Invisible Children
Office Management Intern
Fall 2011
26 U N I V E R S I T Y R I D G E D E V E L O P M E N T
PROJECT TEAM
Scott May, AIA, LEED® AP, BD+C
Vice President | Principal
DETAILS
Registration(s):
Architecture, South Carolina #3205, 1985.
Education:
Clemson University, Bachelor of Science in Design,
Cum Laude, 1981. University of South Carolina,
Master of Business Administration, coursework.
H O M E S O F H O P E 27
PROJECT TEAM
John Edwards, AIA, NCARB
Associate Principal | Project Manager
DETAILS
Registration(s):
Architecture: North Carolina #8894; South Carolina
#4802; Ohio #10410.
Education:
Clemson University, Bachelor of Science in Design,
1988. Clemson University, Graduate Overseas
Program, 1989. Clemson University, Master of
Architecture, 1990.
several organizations including Greenville Pickens Area Transportation GTA | Greenlink Transfer Station Administrative
Study (GPATS) Advisory Committee, Greenville’s Design & Preservation Offices
Greenville, SC
Commission (DPC) and the Design Review Board (DRB), where he is Vice
Project Architect/Studio Leader
Chair. His career-long commitment to quality workforce housing has helped
GTA | Greenlink Transfer Center Addition – Bicycle
to significantly improve the design of Greenville’s affordable housing
Commuter Station
inventory. John has also served as President of the Greenville Spinners Greenville, SC
and as President of the Heritage Historic District. Project Manager/Studio Leader
28 U N I V E R S I T Y R I D G E D E V E L O P M E N T
PROJECT TEAM
Dean Oang, Associate AIA
Associate | Project Manager
DETAILS
Education:
University of Detroit-Mercy School of Architecture,
Professional Bachelors Degree, 2003. University
of Detroit-Mercy School of Architecture, Masters
Degree, 2004.
Relevant Projects:
Greenlink/GTA Transit Center & Office Renovation
Greenville, SC
Project Manager
Dean Oang has been a part of the LS3P team since 2005. Over the past
Greenlink/GTA Transit Center – Bike Station Addition
eight years, he has served as a Project Manager. His principal focus and
Greenville, SC
interest has been working with municipal governments and quasi- Project Manager
governmental agencies on a broad range of project types. These diverse
Seneca Area Transit Center
projects have included office buildings, recreation centers, cultural centers
Seneca, SC
and transit facilities. Dean has demonstrated a unique sensitivity toward Project Manager
developing design solutions that balance environmentally responsive
Clemson Area Transit
design while adhering to client goals, vision, and budget.
Clemson, SC
Project Manager (TIGER/FTA Grant Funded)
Dean is a Master of Architecture graduate of The University of Detroit
Coast RTA Intermodal Transportation Center
Mercy. He has enjoyed a respected reputation in competitive tennis. This Myrtle Beach, SC
same drive to succeed has proven to be an asset for him in the design Project Designer
studio where his peers feel that he lends a valuable perspective to any
Spartanburg Va-Du-Mar McMillian Park
project undertaken. Spartanburg, SC
Project Manager
H O M E S O F H O P E 29
PROJECT TEAM
EXPERIENCE
EDUCATION
PROFESSIONAL ASSOCIATIONS
30 U N I V E R S I T Y R I D G E D E V E L O P M E N T
PROJECT TEAM
EXPERIENCE
H O M E S O F H O P E 31
PROJECT TEAM
DANIEL C. PELLICANO, PE
SENIOR ENGINEER
EXPERIENCE
In addition, I served as consulting engineer for the Taylor’s Fire and Sewer
District, where I was responsible for review/approval of sewer designs for
the district, performing inspections of sewer construction, and witness testing
32 U N I V E R S I T Y R I D G E D E V E L O P M E N T
PROJECT TEAM
DAVE C. JONES
SENIOR PROJECT MANAGER
EXPERIENCE
Site Design
Davis & Floyd
Caliber
JTH Associates
Arcadis
JE Sirrine (Jacobs)
Fluor Engineering
Jones Brothers Builders
Over 15 years of Civil Land Development Planning, Design and Permitting. Civil 3D Autodesk
Software Suites, SSA, Hydraflow, SedCAD, IDEAL Model and Microsoft office Suites. Surface
model development and analysis, Grading Volumes utility gravity drainage Pipeworks. Road and Rail
Corridor Development. Site Design for Large Industrial, Commercial, Institutional, Municipal,
Utility, Roadway, Sports and Recreation Projects. Permit Application Package Preparation, Land
Disturbance, Storm Water, Roadway Encroachment, Erosion Control and Utility Extension. On Site
Construction, Observation, Inspection, Certification. Property Evaluation and Site Due Diligent
Analysis. Site Conditions Survey and document existing conditions for design development. On Site
Soils and borings evaluation, Environmental Impact, Wetlands and tree inventory information
collection and Studies. Residential Subdivision Design and Development, Lot layout Planning,
Roadway and Utility Design. Residential Home Design and Building. SC Licensed Plumber.
Considerable hands on experience with many Residential Building Trades. Grading, Loader,
Excavator, Skid Steer and Backhoe equipment operations. Landscaping Design and Tree Protection
Regulation and design. Timbering, Logging, Tree identification, Harvesting. Property acquisition,
Easements and Right of Way Negotiation and legal recording.
H O M E S O F H O P E 33
REFERENCES
34 U N I V E R S I T Y R I D G E D E V E L O P M E N T
CAPABILITY AND CAPACITY
Homes of Hope, founded in 1998, has developed over $65M in quality, energy efficient
housing for mixed income communities. To date, 560 homes have been completed.
Homes of Hope has also successfully owned and managed 320 rental properties to-
date, and has maintained corporate sustainability achieving a 98% collection percentage
of rents, and a 96% occupancy rate. 240 homes have been sold successfully to-date.
Homes of Hope currently has total assets of $30M and a net worth of $11M, with liquid
assets of slightly more than $4M. Homes of Hope has twice been awarded the Housing
Achievement Award by the SC Housing Finance and Development Authority.
Our team is ready to begin working immediately with highly qualified staff devoted to your
project. We have available and can commit the necessary staff to handle your project,
and our BIM capabilities further enhance our team’s design and production capacity.
We have reviewed project requirements and can assure you that lead personnel are
available to start work and will keep to the required schedule. In anticipation of multiple
design projects, we have included sufficient staffing in all disciplines to manage and
design all work. With the resources of a large, flexible support staff, our assigned team
can also meet aggressive schedules.
H O M E S O F H O P E 35
PUBLIC/PRIVATE PARTNERSHIP
PUBLIC/PRIVATE PARTNERSHIP
For our proposed portion of the development on parcels B and C, we are only asking
the county demolish the existing buildings once they are vacated. We will provide all
other investment needed through our usual resources.
As in answer G above, for our proposed portion of the development on parcels B and
C, we are only asking the county demolish the existing buildings once they are vacated.
We will provide all other investment needed through our usual resources.