Sweet Auburn Retail Strategies - Microsoft · Storytelling and Authentic, Experiential, Retail...

Sweet Auburn Works Atlanta, Georgia

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An Urban Land InstituteTechnical Assistance Panel

February 2016

Sweet Auburn Retail Strategies

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Table of Contents

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Forward

Questions

KeyTakeawaysfromNationalandLocalRetailDiscussions

ThePanel'sFindings

PoliciesandImplementationStrategies

PanelRecommendations

ProjectBackground

Acknowledgements

ULIAtlantaSponsors

PanelistBiographies

www.atlanta.uli.org


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OnDecember14thand15th,2015,ULIconvenedaTechnicalAssistancePanel(Panel)oflocalandnationalrealestate,finance,anddesignexpertstoproviderecommendationstosupporttheenhancementoftheSweetAuburnneighborhood.ThePanel’schargewastointerpretthecurrentretailcontextandprovideguidanceonhowtopursueaneffectivestrategytoattracttheappropriateretailmixtotheneighborhoodandhelpdriveitsongoingredevelopment.Priortotheprogram,thePanelreviewedbackgroundmaterialscompiledbySAWtoprovideacontextandahistoricalunderstandingoftheStudyArea.

Dayoneofthetwo-daysessionincludedaguidedwalkingtouroftheStudyArea,followedbyaseriesofkeystakeholderdiscussiongroupsdesignedtoprovidethePanelwithvariousperspectivesonthehistory,currentconditions,anddesiredoutcomesfortheSweetAuburnneighborhood.

Stakeholdergroupsincludedlocalrepresentativesfromtheattractionandtourismsector,businessowners,local

SweetAuburnWorks,Inc.(SAW)isanonprofitorganizationcomposedofresidents,businessowners,communityleadersandvolunteerswithamissiontocreateadynamic,revitalized“SweetAuburn”community,firmlyrootedinthehistoricalAuburnDistrictexperiencewhilegoingforwardintothe21stcenturywithavibrantbusinessandentertainmentdistrictandrichanddiversecommunity.

SAWaskedtheUrbanLandInstitute(ULI)AtlantaDistrictCounciltoconveneaTechnicalAssistancePanel(TAP)toexaminethedesirableretailmixintheSweetAuburnHistoricDistrictinDowntownAtlanta,Georgia(the"StudyArea")aspartofabroaderstrategytorevitalizetheStudyArea.

Forward

The Study Area

Walking Tour

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government,neighborhoodleaders,commercialpropertyowners,institutionalpartners,anddevelopers.

Intheevening,threeprominentnationalretailexpertsledapaneldiscussiontouchingonkeydriversofsuccessfulretaildevelopment.Theexpertsincluded:

• MichaelTownsend,FounderofTownsend&Associates,aLosAngeles-basedretailrealestateadvisoryfirm;

• ScottAuster,ManagingDirectorofGridProperties;and

• MattWinn,ChiefOperatingOfficerofOlshanProperties

Althoughthediscussionwaswide-ranging,itzeroedinontheuniqueaspectsoftheStudyAreathatmakeitparticularlyattractiveandalsochallengingfromanationalretailperspective.

Daytwobeganwithanotherexpert-leddiscussionhostedbylocalretailrealestatebrokersAmyFingerhutofCBREandChrisCarterofVantageProperties.ThediscussionhelpedshapethePanel’sunderstandingoftheStudyAreawithinthewidercontextofAtlanta’slocalretailmarketdynamics.

ArmedwithbackgroundmaterialsfromSAW,andfreshideasandcommentaryfromkeystakeholdersandlocalandnationalretailexperts,thePaneldeliberatedfortheremainderofdaytwoonthequestionstheyweretaskedwithaddressing.ThemembersofthePanelpresentedtheirthoughtsandrecommendationsattheendoftheseconddaytoSAWandseveralinterestedstakeholders,whohadtheopportunitytoaskquestionsandtogivefeedback.

SAWisseekingtopreserveandenhancethecommercialcorridoroftheStudyAreaandtorevitalizeitsbusinesscommunity.TheTAPwasaskedtoexaminetheStudyAreaandofferitsadviceandrecommendationsontheappropriateretailmixfortheStudyArea,includingansweringthefollowingquestions:

1. WhatarethecurrentretailmarketdynamicsandopportunitiesintheStudyArea?

2. Whatimpactdoadjacentlanduses,includingtheAtlantaStreetcar,theSweetAuburnCurbMarketandhistoricalsites,haveonthedesiredretailmixintheStudyArea?

3. ShouldSAWpromotetheStudyAreatopotentialretailtenantsasaplacethatwillbeadestinationwhichattractstouristsandcustomerswhodonotliveorworkinthesurroundingareaorasplacethatispartofacommunitywhichservesitsresidentsandnearbystudentsandofficeworkers?

4. WhatpoliciesandeconomicresourcesshouldSAWimplementtosupporttheinitialdevelopmentoftheappropriateretailmixintheStudyAreaandthesubsequentlongtermmaintenanceofaviableretailsectorintheStudyArea?

QuestionsTAP Panelists

Chris Carter and Amy Fingerhut discuss local retail market


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TakeawaysfromdiscussionswithnationalandlocalretailexpertsprovideimportantcontexttotheTAP.Theyhelptogrounditsworkinthequestionsathand,whichnotonlyrelatetogeneralrevitalizationoftheneighborhoodasanultimategoal,butmorespecificallytothedevelopmentofretailopportunitiesinthearea,andtheneedsofpotentialretailers.Prevailingsentimentsfromthediscussion,whichsetthestageforthesessionsthatfollowed,included:

Storytelling and Authentic, Experiential, RetailPlace-makingandstorytellingwillbekeytothe

successofretailintheStudyArea,asoneofitsmainvaluepropositionsisitsauthenticidentity.Theinternetchangedtheretaillandscape,sonowmorethaneversuccessfulretailisaboutcreatinganexperienceandanemotionalconnection.Aneasy-to-understandstoryisneededthatincorporatesthehistoryoftheStudyArea,thelegacyofDr.KingandthenationalandglobalCivilRightsmovement,andthatstoryneedstobeappropriatelystretchedthroughouttheStudyAreafromoneendtoanother.Thearea’shistory

isitsmainasset,butthestorycanbeaboutthecontinuationofthelegacyaswell,andtheconnectiontothe“soul”oftheneighborhood.

SafetySafety,bothrealandperceived,isalwaysanissuefor

retaildevelopment,particularlyinurbancoreenvironments.Therearecertainfactors,likehavinganeighborhoodpolicingstrategyinplacewithapresenceatthestreetlevel,thatcanmakearealdifference—inbothactualandindividualsenseofsafety.Providingsafepublicparkingandeliminatingaggressivepanhandlinghavebeencentraltothesuccessofotherdowntownrevitalizationefforts.

Density, Scale, and Critical MassRetailisdifficulttosuccessfullyexecuteinthecontext

offragmenteddevelopmentandfragmentedownership.Theareaneedscoherence,andforthat,themajorpropertyownersneedtocometogethertoworkasoneentity.Thismeanssharingavisionanddevelopingclearlyalignedpartnerships.

Key Takeaways from National and Local Retail Discussions

Current Retail Market Dynamics and OpportunitiesBasedonobservationsfromthewalkingtourandinsights

gleanedfromthestakeholderandretailexpertdiscussions,thePanelidentifiedopportunitiesaswellaschallengesimpactingtheneighborhoodthatanyredevelopmentplanwillneedtoaddress.Mostnotably,theretailsetting,totheoutsideobserver,appearstobeacollectionofsmall-scale,scatteredindependentbusinessesoperatinginacontextofpoorsafetyandincongruentbranding.

ThislackofcoherenceandconnectivitythroughouttheStudyAreaposesaparticulartypeofchallengethatcanbeaddressedbycapitalizingonthearea’sstrengths.TheseincludeitsuniquehistoryasthebirthplaceoftheCivilRightsmovement,itscentrallocationandproximitytokeyactivitynodes,anditsburgeoningsuccessasanight-lifedestination,amongothers.

Strengths

AuthenticityOneofthemostcommonthemesthroughoutthe

two-daysessionwastheuniqueauthenticityoftheSweetAuburnneighborhood.Intermsofplace-makingandbranding,thisauthenticityisakeyasset.Keystakeholders,localandnationalretailexperts,andthepanelistsallagreethatthisistheoneingredientthatmakesSweetAuburnexceptional.TherichhistoryoftheareapermeatestheneighborhoodandispalpableinitshistoricstreetnetworkandinthebuildingsthathousethelegacyofAmerica’sCivilRightsmovement.

The Panel’s Findings

Shops along Auburn Avenue

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International RecognitionAlongsimilarlines,theStudy

Area,whichincludestheDr.MartinLutherKing,Jr.NationalHistoricSite(“theSite”),laysclaimbeingthebirthplaceoftheCivilRightsmovement.ItencompassesnotonlytheNationalParkService-runVisitorCenter,butalsoDr.King’sbirthhome,thehistoricEbenezerBaptistChurchandthe“IHaveaDream”WorldPeaceRoseGarden”.Thegardenisoneinfivelocatedworld-widebyInternationalWorldPeaceRoseGardens.TheoneintheAtlantaistheonlyonelocatedontheEastCoast.TheSiteisknownbothnationallyandinternationally,

anddrawsnearlyonemillionvisitorseveryyear—numberswhichshouldgrabtheattentionofpotentialretailersinterestedinservingthesepotentialcustomers.

Clear Demand DriversTheMLK,Jr.National

HistoricSitedrawsthelargestamountofregional,national,andinternationalvisitorstotheneighborhood.

However,thereareadiversesetoflocaldemanddriversoperatinginandaroundtheStudyArea.

• TheSweetAuburnCurbMarketisasignificantculturalandhistoriclandmark.Amunicipalmarketfirstopenedin1918aftertheGreatAtlantaFireof1917,andin1924theexistingbuildingwasconstructed.Becauseofsegregation,blackscouldnotentertheMunicipalMarketandhadtobuyfromstandsalongthecurb,sotheplacebecameknownastheCurbMarket.DuringtheDepressionofthe1930sandWorldWarIIinthe1940s,themarket

wasthelargestoperationofitskindinthestate,handlingfish,meats,andprocessedfoodsaswellasfruitsandvegetables.In1974sevenlocalbanksfinancedneededalterationsandsavedthebuildingfromdemolition.

Historic row of double shotgun homesRich history in the area reflected in the buildings

MLK National Site

Ebenezer Baptist Church Municipal Market Building which includes the Sweet Auburn Curb Market


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TheCurbMarketishometo24independently-ownedbusinesses,includingeateries,retailshopsandshopsofferingsweets,freshmeatandseafood,aswellasproduce.ItiscurrentlyapopularlunchtimespotfornearbyGradyHospitalemployees,GSUstudentsandemployees,andDowntownworkers.Thebuildingrecentlyunderwentrenovationsandisbecomingapopularspotfornewrestaurants–includingseveralthatareexpandingfromfoodtruckconceptsintopermanentlocations.

• Grady Memorial Hospital,oneoftheSouth’smostwell-knownpublichospitals,employsaround5,000peoplewhoutilizetheStudyAreamostcommonlyforlunchtimedining.TheSweetAuburnCurbMarketisaprimaryrecipientofthislunchtimebusiness.

• Georgia State University,whosecampuscontinuestoexpandtoaccommodatearapidlygrowingstudentbody,isanaturalinstitutionalpartnerfordevelopmentinandaroundSweetAuburn.GeorgiaStateiscurrentlyhometo33,000students.TherecentmergerwithGeorgiaPerimeterCollegewillboostenrollmentto50,000studentsthisFall.Thereare4,000bedsoncampustoaccommodatestudenthousing.Anadditional1,000morebedsareunderconstruction.Overall,GeorgiaState’scampuscomprises5.4millionsquarefeetofrealestate,withanadditional$1.5billionincapitalinvestmentunderway.

• Local ChurchesattracthundredsofcongregantsonSundaymornings.Thevastmajorityofchurchmembersdonotliveintheneighborhood.However,theycouldbeenticedtospendmoretimeintheareawhenattendingchurchservicesandactivities.

• Edgewood Avenuerestaurantsandbars,whichattractavibrantnightlifetotheneighborhood,havemadetheareaadestinationformanymillennials.

Restaurants and bars have made Edgewood Avenue a destination

Georgia State Building

Georgia State Building

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Challenges

Fractured OwnershipOneclearchallengethatanyredevelopmenteffortwill

needtoaddresshead-onisthelackofcoordinationandsharedvisionamonglarge,institutionalpropertyowners.Localreligiousinstitutionsandnon-profitsholdasignificantamountoflandintheStudyArea,especiallyalongAuburnAvenue.ThiscorridorinparticularhasnotseenthesamelevelofbusinessactivityastheportionofEdgewoodAvenuelocatedeastoftheConnector.PerhapsthesinglemostimportantbenefitthatcouldcomeoutoftheTAPisthedevelopmentofapartnershipbetweenpropertyownerstopromoteasharedvisionfortheStudyArea’sdevelop-ment.IdeasfortheStudyArea’sredevelopmentwillremainhypothetical(thequintessential“studyonashelf”)withoutthebuy-inandparticipationofthelargestpropertyownersintheStudyArea.

Regulatory HurdlesSmallcommercialpropertyownersarealsoata

disadvantagewithoutacoordinatedvisioningprocessandresourcestoimplementimprovements.Alackofknowledgeand/orsophisticationaboutrealestate,financing,andhistoricrehabilitationhinderedpasteffortstotakeadvantageoftaxcredits.Localbusinessownershaveexpressedfrustrationattheirperceivedburdensomeviewofthepermittingprocessforimprovements.MostoftheStudyAreaislocatedintheMartinLutherKingJr.HistoricLandmarkDistrict,whichisanoverlayzoningdistrictadoptedbytheAtlantaCityCouncilin2014.ZoningregulationsareanessentialpartofpreservingtheauthenticcharacteroftheStudyArea.However,propertyownersneedsupportwithongoingtechnicalassistanceand/orgrantsinordertoovercomebothrealandperceivedadministrativebarrierstoredevelopment.

Missing Teeth/Connectivity

Fromaphysicalstandpoint,themissingandbroken“teeth”—areasalongthestreetwheretherearevacantanddilapidatedstructures,ornostructuresatall—breakupthecontinuityandconnectivityoftheneighborhood.Thelackofcontinuitycreatedthroughspottedblightandvacantlandthroughouttheareacreatesanatmospherethatisunwelcomingtopotentialvisitorsandpreventsexplorationofthearea.

ParkingTheStudyAreaappearstopresentlyhaveasufficient

numberofparkingspaces.However,theaccessibilityandsafetyoftheparkingspacesisnotoptimal.TheStudyAreadoesnothaveacentralparkingdeckthatprovidesasafeandsecureplaceforvisitorstopark.

Currently,surfaceparkingcanbeimplementedproperlyonvacantlotstohelpfillinthe“missingteeth,”andaddresssomeoftheimmediateparkingneeds.However,thisisnotdesirablelong-termlanduse.Othercities,suchasCharleston,SouthCarolina,haveimplementedsuccessfuldowntownbusinessdistrictrevitalizationthroughpublicinvestmentincentralizedparkingdecks.Thisshouldbeexploredaspartofanylong-termdevelopmentplanfortheStudyArea.

Accessibility and safety of parking spaces are not optimal

Missing Teeth

An unsecured parking lot


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SafetySafety,orthe

perceptionthattheStudyAreaisunsafe,couldbeoneofthebiggestimpedimentstothesuccessoftheStudyArea.Thenotionthat“youhavetobesafebeforeyoucanbecool”capturesoneofthedifficultdilemmatheneighborhoodfaces.TherearemultiplefacetsofsafetythatimpacttheStudyArea,including:

• Acombinationofpanhandlinganddrug-relatedactivitiesaffecttheStudyAreaandwillhaveanegativeimpactontourism.TheStudyAreaneedsmore“eyesonthestreet”throughouttheday.Thisisanissuethatisbestaddressedbyincreasingthenumberofoccupiedandactivatedcommercialandresidentialspaces.

• Communitypolicing,withmoreofficerswalkingabeat,ratherthanjustdrivingthroughtheneighborhoodwithoutgettingoutoftheirvehicles,couldhelpcreateboththerealityandperceptionofasaferenvironmentforneighborhoodresidentsandvisitors.

• ThebuiltenvironmentandcurrentdilapidatedstateofmanypartsoftheStudyAreaalsocreateaperceptionofquestionablesafety.PartneringwiththeCitytocleanupvacantlotsandtrashandfindinginterimusesforvacantlotscouldcontributetoasaferenvironment.Arecentexampleofthiscanbe

foundalongMemorialDriveslightlysoutheastoftheStudyArea’sboundary,wherevacantlotswerelandscapedwithlowmaintenanceplantswhiletheyarebeinglandbankedforlateruse.

• TheInterstate78/85underpassrepresentsasignificantchallengebothtosafetyandcontinuityfromeasttowestthroughouttheneighborhood.Itstandsasarealandperceivedbarrier,actingasawallbetweenonesideoftheinterstateandtheother.Effortsarecurrentlyunderwaytocreateaninterpretivemuralundertheoverpass,butthePanelagreedthetreatmentneedstobemuchmoreboldanduntimid.Lightingduringthedaytimeinadditiontotheeveningsisimportant,buttheunderpassneedstobemademoreinvitinginordernottointerrupttheflowoffoottrafficfromeasttowest.

Homelssness in the area

Vacant buildings and trash Underpass

Aging and vacant building stock

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Opportunities

• Burgeoning national and international interest in authentic in-town/downtown retail shopping: The apparentsuccessofnearbyretailandrestaurantdevelopmentbodeswellfortheStudyArea,asprojectssuchasPonceCityMarketandKrogStreetMarketprovideevidenceofexistingdemandforsuchexperientialretail.Inthissense,SweetAuburniswell-positionedtotakeadvantageofthisdemand,giventhearea’suniquehistoryandauthenticity.ThereisimmediateneedforfoodandbeverageadjacenttotheNationalHistoricSitetoaccommodatetheSite’svisitorswhocurrentlyhavefewoptionsorreasonstoventurebeyondtheSiteitself.Thisisanaturalopportunitytostartfillingintheneighborhood’s“missingteeth”andpullingvisitorsfurtherintotheretailcorridor.

• Training and technical assistance opportunities: Effectivetrainingandtechnicalassistancewillservetosupportcurrentpropertyownersandwould-beentrepreneursintakingadvantageofavailabledevelopmentincentivesandastrengthening

economy.Propertyownersneedtobepreparedtoattractavailablecapitalinvestmentandtobetternavigatethedevelopmentprocess.Trainingand/ortechnicalassistanceintheareasofhistoricpreservationanddesign,historictaxcredits,marketing,anddevelopmentproformaanalysisisneededtoprepareforsuchinterestandactivelymarkettheStudyArea.

• Visibility/proximity to the interstate: TheStudyArea’slocationvis-a-vistheinterstatemaybeaburdeninonesense,butcouldbeablessinginanother.Over500,000vehiclesperdaypassovertheneighborhood,andthereisexistingaccessviatheEdgewoodexit.TheStudyAreacouldbeeffectivelypromotedwithbrandingthatisvisiblefromtheinterstateandinvitesinterestandcuriosity.ThehighlyvisiblemuralofCongressmanJohnLewis,aniconoftheCivilRightsMovement,isonegoodexamplethatcouldbebuiltupon.TheSweetAuburnCurbMarket’sadjacencytotheInterstateprovidesampleopportunityforadditionalsignagethatdrawsattentiontotheneighborhood.

Municipal Market building, Interstate is visible in the background


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Impact of Adjacent Land Uses on the Desired Retail Mix

AnassessmentofcurrentlandusesinandaroundtheStudyAreasupportsaphasedapproachtodevelopinganappropriateretailmix.Severallandusefactorsintheneighborhoodplayintohowretaildevelopmentwilltakeshape,including:

Vacant land and “dead” zones: ThemostconspicuouslandusefactorintheStudyAreaisthe“missingandbrokenteeth”referredtorepeatedlythroughoutthisreport.ThiscontributesmosttothescatteredeffectintheStudyAreathatinhibitsthenaturaldevelopmentofthearea.

The Atlanta Streetcar: TheimpactoftheAtlantaStreetcar,whoserouteencirclesasignificantportionoftheStudyAreaalongAuburnandEdgewoodAvenues,isyetunknown.Ithasthepotentialtosupportamixoffoodandbeverageservicesiftrafficanddemandfromdowntown(includingresidential,office,andtouristtraffic)continuestoincrease.TheStreetcarhasalreadyhadanimpactontheSweetAuburnCurbMarket,whichisnowopenonSundays.TheStreetcarhasalsocreatednewconnections,includingbetweentheMLKJr.NationalHistoricSiteandCentennialOlympicParkandotherDowntownattractionsandhotels.

The Sweet Auburn Curb Market: TheCurbMarketiscurrentlyservinglunchtimedemandgeneratedbylocalemployers—mostnotablyGradyHospital—anddraws2,500visitorseachday.AsignificantaspectoftheMarketisitslocationjustwestoftheConnector,asitservesasanimportantanchorthathasthepotentialtotrulyactivatethearea.

The MLK Jr. National Historic Site: AsoneofthemainsourcesoffoottraffictotheStudyArea,theHistoricSitecreatesstrong,unmetdaytimedemandforfood,beverage,andotherrelatedservices.

RetailphasinginSweetAuburnshouldleadwithfoodandbeveragetoaddresstheimmediateneedsgeneratedbythearea’scurrentuses,especiallyrelatedtotheDr.MartinLutherKing,JrNationalHistoricSite.AsmoremissingpiecesarefilledinanddaytimefoottrafficfromtheSiteventuresfurtherintotheneighborhood,softgoods,communityandserviceretailshouldbeaddedtotheretailmix.

Aerial view of Municipal Market showing the close proximity of the Interstate

Downtown Map

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Study Area Promotion: Should SAW promote the area to potential retail tenants as a destination for outside visitors or an area serving the community?

Panelistsagreethattheneighborhoodcanandshouldserveboththelocalcommunityaswellasattractandcatertooutsidevisitors,andthatthesepurposesshouldnotbeconsideredmutuallyexclusive.Rather,theStudyAreacanbeviewedasbeingmadeofupdifferentactivitynodesindifferentstagesofdevelopment.Asawhole,theareaiscurrentlynotcohesive/coherent.Toaddressthelackofcohesiveness,astrategytofillinandrepairthe“missing/brokenteeth”—orthevacantlotsandstorefrontsthatpermeatethearea—isneeded.Thiscouldtietheneighborhoodtogetherandpullvisitorsthroughit.Butthelackofcoherenceneedstobeaddressedaswell,andthisiswheretellingthestoryofthesite—expressingitsauthenticity—ismostimportant.Thereisnootherneighborhoodinthecountry(orworld,forthatmatter)thatcancallitselfthebirthplaceofthecivilrightsmovement.

InordertobetterunderstandhowtopromoteSweetAuburntopotentialretailtenants,itishelpfultoviewtheStudyArea’sdifferentactivitynodesindependently—notasdisconnectedsections,butasacontinuumofpotentialexperiencesandusesthatservedifferentpurposes.

Auburn Avenue at Jackson St. to the Connector (the “Tourist Corridor”): ThefocushereshouldbeontellingthestoryandrichhistoryoftheKingHistoricDistrict.Thereisabuilt-incaptiveaudienceinthe800,000+visitorswhotraveltotheSiteeachyear,andthistrafficshouldbecapitalizedonanddrawnfurtherintothecommunity.ExistingassetssuchasPrinceMasonHallandMadamC.J.WalkerMuseumshouldbeleveragedandincorporatedintoguidedwalkingtours,andstorefrontsshouldbeactivatedwithfullservicefoodandbeveragetomeettheveryclearlystateddemandforsuchoffering.Itisimportanttoprogrameverypartoftheday—notjustlunch,butbreakfastanddinneraswell.

Auburn Avenue from the Connector to Courtland: ThissectionofthecorridoronAuburnrepresentsacontinuationofthestoryofDr.King’slegacyandtheCivilRightsmovement,butthefocusofthestoryshiftssomewhattowardthesuccessoftheareaasathrivingAfricanAmericanbusinesssector.

Edgewood West of the Connector: Thissegmentshouldaccommodatestudentandemployeedependentretail,aswellasstudenthousing,andbuildonthecurrentamenitiesofferedbytheSweetAuburnCurbMarket.TheMarketcurrentlycatersmostlytoarearesidents,butcouldbemarketedasaregionaldestinationaswell.TheMarket’spotentialtoofferauthenticlocalcuisine,forexample,couldcatertotheincreasingdemandforfoodtourismandserveasananchorforvisitingnationalandinternationaltourists.

Edgewood East of the Connector: NewprivatecapitalandinvestmentineveningrestaurantsandnightlifehasalreadytransformedthissegmentorganicallyintoadestinationforyoungerMillennialcustomers.However,demandfordaytimebusinessesandretailhasbeenlimited,andtherehasbeensometurnoveramongthedaytimeretailbusinessesthathaveopened.Thisisagoodexampleofthedifficultyinmakingthetransitiontoretailandtheimportanceofdemandgeneratorsthatspanboththeeveninganddaytimehours.WhilebolsteringadditionalnightlifeshouldstillbethefocusonEdgewoodAvenue,secondlevelofficespacedevelopmentshouldbeencouragedtobringmoredaytimetrafficandfurthersupportretailopportunitiesonEdgewood.

Prince Hall Masonic Building and Madam C.J. Walker Museum


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SAW should serve as Brand ChampionSweetAuburnWorksshouldpromotetheStudyAreaas

apriorityprojectfortheCityandanyotherpotentialfundingpartners.TheareacurrentlyrepresentsanimportantbutmissedopportunitytoredeveloponeofthemosthistoricallysignificantneighborhoodsinAtlanta—perhapsintheSoutheast.SAWcanserveasthebrandchampionneededtotellthatstory,andcanworkwithotherpartnerstohelpdrivetheimplementationofproposedstrategiesandpolicies.

Inordertodothis,however,significantobstaclesneedtobeaddressedandovercome.Chiefamongthoseisaperceptionthattheareaissomewhatdysfunctional,andthesensethatdevelopmenteffortsarehamperedbymultipleandvariedmissionsandactorswhohavenotcoalescedaroundasharedvision.However,ifSAWcanserveasaunifyingentityandrallydivergentstakeholdersaroundamorefocusedandcoherentmission,itcouldservetotransformthoseperceptionsofthearea.Whilethismaynotbeaneasytasktoassume,thetimingisrightandthereisalegitimateargumentforit.

Untilrecently,thechurchesandnon-profits—ownersofthelargestvacantparcelsintheStudyArea—haveservedanimportantroleasstewardsofpropertythatmightotherwisehavebeendevelopedhaphazardly,degradingthequalityoftheneighborhoodwithundesirableuses.Thisdefensivepostureservedanimportantpurposewhentheareawasbeingoverlookedduetoprevailingeconomicforces.Butthecurrentrenaissanceanddesireforintownlivingandauthenticexperiencenowpresentsanopportunitytorealizethelatentpotentialoftheneighborhood.Thesesamestewardsmayinadvertentlybeexacerbatingtheveryconditionsthatcauseretailerstocontinuetopassonthearea—namelyvacantlotsandalackofdensity/activity.

Ratherthancontinuetooperateindependently,however,developingasharedvisionamongpropertyownersisessentialforthelongtermviabilityoftheneighborhood,andtherefore,ofthosesameowners’investments.Asharedvisionisthefirststeptoensuringthattheneighborhood’shistoriccharacterisprotected.Withaplan,abrand,andachampionleadingthecharge,thechurchescanshiftfromadefensiveorreactiveposturetoaproactiveandmuchstrongerposition.

What is the Brand? Thequestionofbrandingandstorytellingisonethat

willhavetobeaddressedviafullyparticipatoryvisioningsessionsthatincludelocalinstitutionsandleadershipandengagetheneighborhood.Thisshouldincludeastrong

focusonhistory,authenticity,theCivilRightsmovement,andtheidentitywovenintotheSitethroughitssignificantlandmarksandthelegacyofDr.King.

Public SafetyAsoundapproachtoimprovingpublicsafety(andthe

public’sperceptionofsafety)iscentraltopavingthewayforattractiveretailuses.Thishasbeentouchedonthroughoutthereportandshouldinclude/addressthefollowingelements:

• Neighborhood/communitypolicingstrategy

• Eliminationofaggressivepanhandling

• Safepublicparkingoptions

• Lightingandactivationoftheunderpass(potentiallocationforacentralparkingdeck)

• Sanitation,maintenance,andinterimusesforvacantlots(includinglandscaping,attractivefencing,publicart,andpop-upfoodandretail)

Public Incentives and Infrastructure Funding• TADbondproceedsfromAtlanta’sEastsideTAD,

whichencompassesalloftheStudyArea,couldserveasamajorsourceoffundingforapotentialparkingdeckorotherparkingimprovements,andaprocessformakingaformalapplicationshouldbeexplored.

• NewMarketsTaxCreditsandHistoricTaxCreditscouldalsoserveasaviablepublicfundingsourceforphysicalimprovementstothearea’sbusinesses,andhelpsupporttheadaptivereuseofhistoricstructures.

• Privateinvestmentcanbeenticedwhenbyeliminatingorminimizingrisk

• Publicandphilanthropicfundingsourcesareneededtosupportthefillinginofthemissingandbrokenteeththoughvarioustacticalurbanismregimessuchas:

Ê Brandedadvertisinginvacantstorewindows Ê PocketParks Ê Improvedfencing(moreattractive) Ê Signageandhighwayvisibility Ê Temporaryusesonvacantlotstodrawactivity

(seeSafetysectionabove) Ê PublicArt(telltheCivilRightsstorythrough

muralsonbuildings,wallsthatarevisiblefromoutsideoftheneighborhood)

Policies and Implementation Strategies

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Invest Atlanta serves as a redevelopment agent for all tax allocation districts (TADs) formed within the City of Atlanta. TADs are one of the City of Atlanta’s key economic development tools. Also known as tax increment financing (TIF), tax allocation financing is a redevelopment and financing tool by which governments can provide financial assistance for eligible public and private capital projects within a TAD.

The Eastside Tax Allocation District was established in 2003 to join the Westside TAD in allowing the City to rebuild its Downtown streetscapes and improve its road and utility infrastructure, making Atlanta a more enjoyable place to live, work and play.

The New Markets Tax Credits (NMTC) program was created by the U.S Congress in 2000 to attract private investment to revitalize neighborhoods with high rates of poverty and unemployment. To date, over $50 billion has been invested nationwide through the NMTC program to finance commercial, industrial, community facility, and mixed-use real estate projects in qualifying Census tracts.

Invest Atlanta utilizes the NMTC program as a tool to provide low-interest loans to builders and businesses with large redevelopment projects. To be eligible, a project must be located in an area with high poverty and unemployment. Projects with total planned capital costs/business investments of at least $4 million work best for NMTC financing.Eligible project types include:• Business and industrial expansions,

including capital expansions and working capital, that retain and/or create high-quality jobs

• Community facilities that deliver vital services, such as healthcare, recreation, and job-training

• Retail Centers that provide healthy food options

Panel Recommendations

Near TermVisioning and Brand Championing

SAWshouldleadthechargetounitedisparatepropertyownersandotherkeystakeholderswiththepropositionofspeakingwithasingularvoicetodevelopandtellthestoryofthearea,andcoordinateitsongoingdevelopment.Anexampleofwhatthatvisioningprocessmightconsistofincludes:

Connecttheareawiththecommunityandretailerswithcustomers:

• Createacompellingcenterbrandplatform

Ê StrategicBrandAnalysis » Determineuniquesellingpropositions(USP)forthearea

-asaresultofadeepdiveintradeareaandcommunityanalysis,create3-6USPs.Thisismorethanademographicstudy.Thisdrivesmerchandising,placemaking,operational,sustainabilityandpromotionaldecisions.

» Createabrandstory–aparagraphsummaryofthebrandincludingmood/storyboards.

▫ Thiscanincludetenantcoordinationitemslikeauniformmethodofannouncingspacesforlease(windowbanners)andinformationtodirectprospectivetenantstothewebsite.

▫ Outlinetenantcriteriatohelpinexperiencedretailerswithidealwaystomerchandise,exhibitproduct,creativesignagetechniquesandgovernhowtheretailintegrateswiththepublicrealm.

» Createabrandpromise–an“only”statementthatsummarizesthepromiseofthebrandtotheretailer/customer.

» Createbrandkeywords–definethebrand’spersonality,tobeusedinallmarketingandpublicrelationsmaterials.

Ê Thebrandgeneratesaconnectingplanthatincludesbutisnotlimitedto: » Promotional/programmingactivities

» Capital/assetpreservationplan

» Merchandizingplan

Wayfinding and SignageThePanelrecommendswayfindingandsignageasonetactictoaddress

thelackofcohesivenessthroughouttheStudyArea.Theoverallstrategyshouldincludecelebratingthearea’srichCivilRightshistory.

• AkeypriorityforwayfindingshouldbebettersignagefromtheparkingattheMLKJr.NationalHistoricSitedirectingvisitorstoAuburnAvenueandactivatingtheparkinfromoftheSite.Bothcandrawpeopleouttothestreetandcreateopportunitiestokeepvisitorsinthearealongersupportingrestaurantsandotherbusinesses.

• BrandedsignagethroughoutthecorridorcanservetoknitAuburnAvenuetogetherfromwesttoeast,particularlyundertheviaduct.


13

Thesignagealonecanhelpaccomplishgreatcohesionandidentity.Overtime,thesignagecanbecomplementedthroughlighting,pedestrianinfrastructureandlandusetocreateaseamlessexperiencealongAuburnAvenue.

Court key retail tenantsFoodisamaindriverofretailthesedaysandtheone

forwhichthereislikelygreatestnear-termdemandonthecorridor.Makealistofpotentialtenantsthatwouldelevatethefoodexperienceandsetupmeetingstoidentifywherethereisamatch.Forexample,KingofPopscouldreplicatetheirdessertandlunchconceptcurrentlyatPonceCityMarket.Positiononeortwoofthesetenantsarethereandsuccessful,thecorridorshouldexperienceapositiverippleeffectwithadditionalfood-orientedretailersaswellasagreaterdiversityofretailers.

Inventory of commercial real estateSAWshouldidentifyandtrackownership,contact

information,spaceavailability,andotherpertinentinformationabouteverycommercialpropertyavailableinacentralizedlocation.Thiscouldbeatwo-pagepdfwithproposedterms,updatedfloorplans,photos,andareaplansforeachpropertyintheStudyAreaandacontextualareamapasaguidingdocument.SeethefollowinginventorymapfromMidtownAllianceasagoodexample:

http://www.midtownatl.com/_files/docs/midtown-retail-inventory-map.pdf

Partner with the City on Neighborhood Policing and Blight Taskforce

Iftheabovestepsaretakentounifypropertyownersunderasharedvision/mission,SAWcouldspeakmoreeffectivelytotheCityanditsdevelopmentarmaboutconcretestepstheCityand/orInvestAtlantacouldtaketoassistwithpolice/ambassadorpresenceandsanitation.TheneighboringADIDAmbassadorprogramisagoodexistingmodelforhoweffectiveaneighborhoodpolicingandsanitationprogramcanbeinturningaroundperceptionsofaneighborhoodandpavingthewayforreinvestment.ExtendingtheprogramthroughoutAuburnAvenuewillbecriticalinaddressingsomeofthechallenges.

Medium TermSAW,servingasthebrandchampion,candriveavisioning

processthatbringsallpartiestothetable,butforthetechnicalsupportrequiredtoimplementpolicychangesSAWshouldconsiderengagingacompetentthird-partyconsultantforsupplementaleffortsandmasteradvisoryservices.

PublicInfrastructureandFundingPlan:TheSweetAuburnNeighborhoodneedstoworkwiththeCity/InvestAtlantatodevelopalonger-terminfrastructureandfundingplanthatlaysoutthespecificinvestmentsneededinpublicinfrastructure(suchasacentralparkingdeck)andaplanforfundingit.SimilartoCharleston,parkingshouldbewellmaintained(safetyoptic)andconsolidatedtoeveryfewblocks.Clear,wellplacedsignagethattiestheparkingtotheareawillhelpbringacohesiontothedistrict.

Overview of the Sweet Auburn NeighborhoodDesignatedaNationalHistoricLandmarkin1976,the

MLK,Jr.NationalHistoricDistrictistheonlyAfricanAmericanfederallyrecognizedlandmarkdistrictintheUnitedStates.In1957,FortuneMagazinecalledAuburnAvenue“therichestNegroStreetintheWorld.”JohnWesleyDobbs,GrandmasterofthePrinceHallMasonsandmaternalgrandfatherofMaynardH.Jackson,Jr.,thefirstAfricanAmericanmayorofamajorsoutherncity,dubbedAuburnAvenueasSweetAuburnin1930.AuburnAvenuebecameameccaforunparalleledsocial,politicalandeconomicgrowth.ItistheplacewhereDr.MartinLutherKing,Jr.wasborn,raised,lived,workedandworshiped,andwhereheisburied.In1980,anactofCongressdesignatedtheMartinLutherKingJr.DistrictaHistoricSitethatattractsonemillionvisitorsayear.

Likemanyurbanneighborhoods,SweetAuburn

experiencedprolongeddecline,resultingfromdisinvestment,underutilizedandvacantbuildings,absenteelandlords,andrisingunemployment.Theabilityofpotentialentrepreneurstoattractcapitaltothedistricthasbeenhamperedbymarketmisconceptionsandthelackofawell-coordinatedrevitalizationeffort.ThestreetcarprojectisexpectedtoboosteconomicactivityintheneighborhoodbydrawingvisitorsfromCentennialOlympicParktotheKingNationalHistoricSite.Also,AuburnAvenuedeadendsintothemostutilizedsectionoftheAtlantaBeltLine,thelargestredevelopmentprojectinthecountryatthistime.

ThankslargelytotheHistoricDistrictDevelopmentCorporation(HDDC),theresidentialportionsoftheSweetAuburnneighborhoodandtheOldFourthWardhaveenjoyedadistinctturnaroundinthelastfewdecades.HDDCwasfoundedin1980byCorettaScottKing.Undertheleadership

Project Background

14

Odd Fellows Building

ULIAtlantawouldliketothankCentralAtlantaProgressandGeorgiaPowerfortheirsponsorshipoftheTechnicalAssistancePanel.ULIAtlantawouldalsoliketothankJenniferBallandtheCentralAtlantastafffortheirhardworkinorganizingtheTAPincludingsecuringthemeetinglocation,providingthematerialsforbriefingpacket,andworkingwithstakeholders.ULIAtlantawouldalsoliketothankBigBethelAMEChurchfortheuseofitsfacilitiesforthepaneldiscussionsandstakeholderinterviews.ULIAtlantaisalsogratefultohavethebenefitofinputfromthemanystakeholdersandresidentswhoattendedthesession.

Acknowledgements

ProgramChair: Eric Weatherholtz,HealyWeatherholtzProgramManagers: Derrick Holland,TrinityGroup

PanelMembers: Jonathan Bartlett,Jacobs Angelo Carussi,CooperCarry Chris Faussemagne,Westbridge

Partners Alrich Lynch,LDGConsulting Jodi Mansbach,Jamestown Scott Prigge,RegencyCenters Cheryl Strickland,Stifel

TechnicalWriter: Jesse Zaro-Moore,BeazerHomes

ProjectStaffTAPCommitteeChair: Darryl Moss, Weissman,Nowack, Curry&Wilco

ULIAtlantaStaff: Sarah Kirsch,ExecutiveDirectorULIAtlantaStaff: Barbra Bowers,Director

ofMtamanikaYoungbloodtheorganizationhasrestoredanddevelopedover120single-familyhomes,constructednearly500unitsofmulti-familyhousingandaddedover40,000squarefeetofcommercialspaceintheOldFourthWard.HDDCcurrentlyoperates65unitsofaffordablehousingandiscurrentlyintheprocessofrenovatingtheHistoricAtlanta

LifeInsuranceCompanybuildingsiteintoaboutiquehotel.In1905AlonzoHerndon,aformerslave,startedtheAtlantaLifeInsuranceCompany,thesecondlargestblackownedinsurancecompanyinthecountry.ThemainofficebuildinghasaBeauxArtsClassicalfaçadethatiswithoutquestiononeoftheoutstandingvisualpointsofthedistrict.

Odd Fellows Building

ULI Atlanta TAP participants


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Alston&Bird,LLPAMLIResidentialAtlantaGasLightBankofAmericaMerrillLynchBatson-CookBECK BennettThrasherBrasfield&Gorrie,LLCCooperCarryCoroRealtyAdvisors,LLCCousinsProperties,Inc.DPRHardinConstruction

EastdilSecured,LLCEDENSFrazier&DeeterJacobsJamestown,L.P.JonesLangLaSalleKimley-Horn&Associates,Inc.Morris,Manning&Martin,L.L.P.NilesBoltonAssociatesNorthAmericanPropertiesPerkins+Will,Inc.PollockShoresRealEstateGroup,LLC

RegentPartnersRuleJoyTrammell+Rubio,LLCSmallwood,Reynolds,Stewart,Stewart&Associates,Inc.StateBank&TrustCompanySynovus/BankofNorthGeorgiaTribridgeResidentialtvsdesignUrbanRealtyPartnersVoyaInvestmentManagementWellsFargoWinterConstruction

BalfourBeattyBuckheadCIDColumbiaResidential/VenturesDaVinciDevelopmentCollaborative,LLCDentonsUSLLPFrontDoorCommunitiesGablesConstruction,Inc.GeorgiaCommerceBankGeorgiaPowerGeorgiaPowerFoundation,Inc.GeorgiaTechFoundation,Inc.

GoogleGreenstonePropertiesHealeyWeatherholtzPropertiesHolderConstructionINVESTATLANTALord,Aeck&SargentOxfordProperties,LLCPattersonRealEstateAdvisoryGroup,LLCPostPropertiesSeligEnterprises,Inc.SevenOaksCompany

Smith&HowardSouthCityPartnersSurberBarberChoate&HertleinArchitects,P.C.SutherlandAsbill&Brennan,LLPTheBrookdaleGroupTheIntegralGroupTroutmanSanders,LLPWakefieldBeasley&AssociatesWeissman,Nowack,Curry&Wilco,P.C.YatesConstruction

BohlerEngineeringBrandBankCentralAtlantaProgressHighwoodsProperties,Inc.HolderPropertiesKimKingAssociates,LLPMarthasvilleDevelopmentNorSouthConstructs

NovareGroup,Inc.PeregrineOak,LLCPortmanHoldingsPursleyFrieseTorgrimsonSizemoreGroupStevens&WilkinsonTheJohnHardyGroup,LLCTheTrustforPublicLand

TheUniversityFinancingFoundationTheWorthingCompaniesTishmanSpeyerTranswesternTrimontRealEstateAdvisorsTunnell-Spangler-Walsh&AssociatesUzun&CaseEngineers,LLC

Friends of ULI Atlanta

Supporting Sponsors

Senior Sponsors

Champion Sponsors

Sustaining SupportULI Atlanta gratefully acknowledges its 2016 sponsors, whose support is critical to local ULI initiatives.

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Angelo Carusi, Principal,Cooper Carry

AngelohasbeendesigningwithCooperCarry’sAtlantaofficefor32years.Forthelast25yearsofhiscareer,Angelohasfocusedonmixed-usemasterplanningandretaildesign.NamedaPrincipalinthefirm’sretailstudioin2000,heiscurrentlydirectingthedesignofmixed-useprojectsinNashvilleandWilmington,NC.Overthe

years,hisprojectshavereceivedseveraloftheretailindustry’shighestdesignhonors,includinganInternationalCouncilofShoppingCenters(ICSC)AwardofMeritforTheMercatoinNaples,Fl.AngeloholdsaBachelorofArchitecturedegreefromtheUniversityofTennessee.HeisaLEEDAccreditedProfessionalwiththeUnitedStatesGreenBuildingCouncil,amemberoftheAmericanInstituteofArchitects,theUrbanLandInstitute(ULI),theInternationalCouncilofShoppingCentersandtheBuckheadBusinessAssociation.

Forover11years,Angelohastaughtcoursesonmakingcriticaldecisionsforretailrenovationsandmixed-usedesignatICSCUniversity.HehasalsoparticipatedonmanyICSCandULIpanelsandhaspublishedarticlesinRetail Traffic, Retail ConstructionandULI’sDevelopment Magazine.

Jonathan Bartlett, Senior Consultant, Jacobs

JonathanBartlettservesasseniorconsultantforprivateandpublicsectorprojects.Jonathan’scoreskillsareinforward-lookingmarket,financial,andstrategicanalysisofrealestatedevelopmentandinvestmentopportunities.Healsobringsprivatesectorexpertisetomunicipal

engagements,unlockingeconomicdevelopmentopportunitiesthroughdemographicanalysisandrealtimemarketintelligence.Hebelievesthatboldplansmustbeimplementable,soheappliesanunderstandingofarangeoftoolsfromprivateequitytoP3andtaxcreditsources.Jonathanalsobringsexpertiseinfiscalandeconomicimpactanalysis,taxincrementfinance,andportfoliostrategy.

Scott Auster, Managing Director,Grid Properties

Mr.AusterjoinedGridPropertiesin2009asaManagingDirectorresponsibleforsourcingacquisitionsandnewdevelopmentprojectsaswellasoverseeingtheleasingofUrbanStrategicPartners’newprojectsandexistingretailportfolio.

PriortojoiningGridPropertiesMr.AusterwasapartnerintheNewYorkCityofficeofRipcoRealEstateCorp.–aboutiquecommercialbrokeragecompanyspecializinginretailrealestateleasingthroughouttheNewYorkmetropolitanarea.Duringhis11yearswithRipcohespecializedinrepresentinglandlordsanddevelopersintheleasingoftheretailspaceintheirpropertiesthroughoutNewYorkCity.HisclientsincludedbuildingownersanddeveloperssuchasArchstone,KimcoRealtyCorporation,RREFFAlterativeInvestments,TheAppleBankforSavingsandTheArgoCorporation.Mr.AustercompletedtransactionswithmanyprominenttenantsincludingMarshalls,T.J.Maxx,BestBuy,JPMorganChaseBank,DardenRestaurants,BankofAmericaandStaples.Hecontinuestomaintainclosetieswithmajornationalandregionalretailers.InadditiontohismanyleasingassignmentsthroughoutNewYorkCity,Mr.Austerspecializedinexistingpropertiesandretaildevelopmentsalongthe125thStreetcorridorandthroughoutotherpartsofHarlemwhereheoversawthecompletionofmorethan20significantleasingtransactions.

PriortojoiningRipco,Mr.AusterwasasenioranalystwithBRTRealtyTrustwherehefocusedprimarilyonanalyzingequityanddebtinvestmentsforthecompany.Inaddition,hewasassetmanagerforaportfolioofinternallyheldcommercialpropertiesandwasresponsiblefortheorganization’srelationshipwiththecapitalmarkets.

Mr.AusterbeganhiscareerinrealestateinWashingtonD.C.workingasalobbyistfortheBuildingOwnersandManagersAssociation(BOMA)International.HeisagraduateoftheUniversityofMarylandandNewYorkUniversity’sSchackInstituteofRealEstate,wherehereceivedaMaster’sofScienceinRealEstateDevelopmentandInvestment.HeisamemberoftheInternationalCouncilofShoppingCenterswhereheisaboardmemberfortheNextGenerationCommittee,TheRealEstateBoardofNewYorkandbothTheNYUSchackInstituteofRealEstateandUniversityofMarylandAlumniAssociations.Mr.AusterisalicensedrealestatebrokerintheStateofNewYork.

Chris Faussemagne, Principal, Westbridge Partners

AnativeAtlantanandgraduateoftheWestminsterSchools,Mr.Faussemagnegraduatedin1994fromHampden-SydneyCollegeinVirginia.Hebeganhisrealestatecareerin1998withTheWinterGroupofCompaniesandthenjoinedWeaver&WoodberyCompanyin2000.

In2005,heformedWhiteProvisionDevelopmentCo.toacquireanddevelopthehistoricbuildingsat14thStreetandHowellMillRoadinWestMidtownAtlantaintoa335,000squarefootmixed-usedevelopment.Theprojectdeliveredin2008andpartneredwithneighboringpropertiestocreatetheWestsideProvisionsDistrict,whichcontinuestobeoneoftheSoutheast’stopdestinationsforrestaurantsandretail.

WestbridgeRealtyPartnerswasformedin2010bythedevelopmentpartnersoftheWhiteProvisionprojectcontinuingthefocusondevelopingadaptivere-useandurbaninfillprojectsaswellasconsultingonlargerregionalprojectsforinstitutionalclients.OverthepastfiveyearsthecompanyhascontinuedtoactivelydevelopprojectsintheWestMidtownsubmarketandwillbreakgroundinearly2016redevelopingoneofthearea’slastearly1900’shistoricbuildingsprovidingmuchneededofficespacetothearea.

Mr.FaussemagnehaswonDevelopmentofExcellenceawardsfromTheUrbanLandInstitute(ULI),AtlantaRegionalCommission,AtlantaUrbanDesignCommission,andtheGeorgiaTrustforHistoricPreservationforpastprojectshehasdeveloped.Heisactiveinlandusepolicyandcurrentlyco-chairstheMSAA(WestMidtown)landusecommitteeandaboardmemberofULIAtlanta.

Mr.FaussemagnelivesintheBuckheadneighborhoodwithhiswifeKatieandtheirtwoboys.

Panelist Biographies


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Alrich Lynch, LDG ConsultingAlrichLynchhasnearlytwentyyears’

experienceinnumerousaspectsoftherealestate,development,constructionmanagementandassetmanagementarenas.Hisvariedbackgroundhasaffordedhimtheabilitytosmoothlytransitionbetweenvariouspositions,complexassignmentsanduniquelydifferentorganizations.

Mr.Lynch’svariousroleshaveincluded:SoleDevelopmentManagerforthesimultaneousdevelopment,constructionandoperationsofover1,270marketrateapartmentunits;DevelopmentleadandcontactforSales,Marketing,Construction,CondoAssociationManagement,Equity’sAssetManager,andFinancegroupsfor442unitsdevelopedinthreedifferentproducttypes;DevelopmentManagerforseveralredevelopmentandrepositioningprojects;ProgramManagerforcomplexmixed-incomedevelopmentsfinancedwithHOPEVIloans&grants,LIHTC,CDBG,andtraditionalequity;andasProgramManager;negotiateddebt,equity,andgrantinstrumentsfornewmixed-incomedevelopments.

DuringMr.Lynch’scareer,hehasheldincreasinglysubstantialpositionsatregionalandnationalfirmsincluding,H.J.RussellandCompany,TheIntegralGroup,JulianLeCraw&Company,TrammellCrowResidential.In2010,Mr.LynchtookthehelmofLDGConsulting,anadvisoryservicesfirmfocusedonthedesign,construction,andrealestateindustries.

Mr.Lynch,anativeofWestPalmBeach,FL.,graduatedfromtheUniversityofFlorida,earningaBachelorofDesigninArchitecturewithaminorinBusinessaswellasMasterofBuildingConstruction.Mr.LynchgraduatedfromGeorgiaStateUniversitywithaMasterofBusinessAdministration,concentrationinRealEstate.

Jodi Mansbach, Vice President of Development & Construction, Jamestown

JodiLoxMansbachisVicePresidentofDevelopment&ConstructionatJamestown,arealestateinvestmentandmanagementcompanythatoversees$8billioninassets.Asanurbanplanner,Jodiisinvolvedinthefirm’sNewUrbanistdevelopmentandadaptivereuseprojects.

SheworkedforseveralyearsontheMixsonprojectinNorthCharleston,leadingtheefforttoactivateandredesignthe44acresiteintoavibrantneighborhoodwithsinglefamily,multifamily,retailandafirst-classamenitycenter.ShealsoworkedonanentertainmentcomponentfortherooftopatPonceCityMarket,thelargestadaptivereuseprojectinthesoutheast.AtJamestown,Jodialsoco-leadsthefirm’ssustainabilityinitiativesfortheUSportfolioanddirectsphilanthropicgivingfortheJamestownCharitableFoundation.ShereceivedaBachelorofArtsinArtHistoryfromYaleUniversity,MasterofArtsinArtHistoryfromNorthwesternUniversityandMasterinCityandRegionalPlanningfromtheGeorgiaInstituteofTechnology.

Darryl Moss, Partner, Weissman, Nowack, Curry & Wilco

DarrylMossisaPartnerinthefirm’sCommercialRealEstategroup.Herepresentsbuilders,developers,investors,brokers,andlendersincommercialrealestatetransactions,includingacquisitions,dispositions,andleases.

Darrylrepresentsdevelopersthroughoutthecountryinthecreationofnewrealestatedevelopments,andisconsideredanindustryleaderandexpertincondominiums(bothcommercialandresidential),masterplannedcommunities,newurbancommunities,mixed-usedevelopmentsandothertypesofrealestatedevelopmentsinvolvingcomplexownershipstructures.Healsorepresentsclientsintheorganizationandstructuringofnewcorporateentities.

Darrylwasoneoftheprimaryauthorsofthe2006and2007amendmentstotheGeorgiaCondominiumAct,whichaddressedissuesrelatedtomastercondominiums,escrowofpurchasedeposits,certificatesofoccupancy,anddeveloperexemptionsfromassessmentobligations.

Darrylisafrequentspeakeratcommercialrealestateandlegalcontinuingeducationseminars.Hisrecentpresentationsinclude:"IssuesinMixed-UseDevelopmentandChangesintheCondoAct"(GeorgiaRealPropertyLawInstitute);“StructuringMixed-UseDevelopmentswithMasterCondominiums(NationalBusinessInstitute);“ConsiderationsforLendersDealingwithCondominiumAssociationsinaDifficultEconomicClimate”(LawSeminarsInternational);and,ConsiderationsforDealingwithHomeowners’AssociationsinTroubledCommunities”(StateBarofGeorgia,RealPropertySection–CommercialRealEstateSeminar).HeisalsoafrequentcontributortoDevelopments in Real Estate,theofficialWeissman,Nowack,Curry&Wilconewsletterfortherealestatecommunity.

Darrylwasnameda“GeorgiaRisingStar”byLaw&PoliticsMagazineinboth2006and2007.HeisanactivememberofUrbanLandInstitute.Asoneoftheemergingleadersintherealestateindustry,hewasselectedtoparticipateinULIAtlanta'sinauguralCenterforRegionalLeadershipDevelopmentprogramin2009-2010.HeisalsoanactivememberofULIAtlanta’sTechnicalAssistancePanels(TAP)committee.HewaschairpersonfortheFultonIndustrialBoulevardTAP(2012)andisco-chairingtheClarkstonTAP(2013).

Scott Prigge, Senior Vice President of National Property Operations, Regency Centers

ScottPriggeisSeniorVicePresidentofNationalPropertyOperationsatRegencyCenters.Hecurrentlyoverseespropertymanagement,specialtyleasing,andthecompany’ssustainabilityprogramforaportfolioof318retailpropertiesencompassingover42.7millionsquare

feetlocatedintopmarketsthroughouttheUnitedStates.ScottjoinedRegencyin1997andhasheldavarietyof

rolesemployinghistalentsinteambuilding,strategicplanning,development,andredevelopment,whilemanagingandleasingretailprojectsthroughouttheUnitedStates.HebecameSeniorVicePresidentin2008.

Previously,ScottwasVicePresidentforSizelerPropertyInvestorsInc.,wherehesupervisedleasing,management,andredevelopmentforalargeretailportfolioinFlorida.HealsoservedinvariousmanagementpositionswithcommercialrealestatedeveloperHillPartners,Inc.,focusingoninnovativeretail

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Cheryl Strickland, Stifel, Nicolaus & Company, Incorporated

Ms.StricklandjoinedStifel,Nicolaus&Company,IncorporatedtoopenthePublicFinanceDepartment’sAtlantaofficeinJune2012.Shehasparticipatedinnumerousgovernmentanddevelopmentmunicipalbondfinancingsacrossthesoutheast.ShejoinedStifelafter8½yearswithAtlantaDevelopmentAuthority

(“InvestAtlanta”),whereshewasinstrumentalinestablishingaTaxIncrementBondFinancingprogramprovidingfundsforredevelopmentofseveraleconomicallyblightedareaswithintheCityofAtlanta.Sheleda$78millionmunicipalbondfinancingthatwasvoted2009’s“BestBondDealoftheYear”nationallybyCouncilofDevelopmentFinanceAgencies.Ms.Strickland’sskillfulapplicationoftaxincrementfinancingresultedinissuanceofover$550millioninTaxAllocationDistrictbondsinsixseparatetransactions,leveragingmorethan$4billioninprivateinvestment.Ms.StricklandalsochairedADA’sNewMarketsTaxCreditsentity.

Inaddition,Ms.Stricklandbrings17yearsofexperienceincommercialloanproduction,underwriting,andportfoliomanagementfromPrudentialInvestmentManagement,partofPrudentialFinancial.Hertransactionalexperiencespansallmajorpropertytypes,includingoffice,retail,hotels,industrial,andmulti-family.Ms.StricklandreceivedherB.S.inMathematicsfromNorthwesternUniversityandanM.B.A.attheUniversityofChicago.SheisontheboardoftheCouncilofDevelopmentFinanceAgencies(CDFA),activeinUrbanLandInstitute’s(ULI)nationalUrbanDevelopment-MixedUseproductcouncilandaPast-PresidentofCREW(CommercialRealEstateWomen)Atlanta.ShealsoholdstheCharteredFinancialAnalystdesignation.

Michael Townsend, Founder, Townsend & Associates

MichaelTownsendistheFounderofTownsend&Associates,aLosAngeles-basedretailrealestateadvisory.ThecompanyhasrepresentedarosterofleadingretailersincludingForever21,UrbanOutfitters,HardRockCafé,lululemon,KateSpade,EdHardy,Mango,andH&Mintheirexpansionplans

nationwide.Mr.TownsendbeganhiscareerwithCBRichardEllisbeforebecomingDirectorofRealEstateforVirginEntertainmentandmanagingtheirUSexpansion.Thecompanyalsohasincubatorservicestoadviseboutiquebrandsinthecreationofaretail

Eric Weatherholtz, Healy Weatherholtz

QuillHealeyandEricWeatherholtzformedHWPin2006,combiningtheirsharedexperiencepinpointingdesirablelocationsinanewvehicleintentonmakingexceptionalplaces.

Inpartnershipwithinstitutionalandindividualinvestorssharingitspointofview,thecompanytransformsproperties

incollaborationwithinnovativemerchants,architects,andartists.ThecompanyisarecipientoftheUrbanLandInstitute's

DevelopmentofExcellenceaward.PriortoHWP,Erichaddirectproperty-levelrolesinover100

retailpropertiesforapublicREIT.Subsequently,heheldvariousmanagementpositionsforaprivatedeveloperoflarge-scaleentertainmentandretailprojects.Heformedapredecessorcompanyin2002that,throughsingleassetanddiscretionaryprivateequityfunds,acquiredandrepositionedretailproperties.

Matt Winn, Chief Operating Officer, Olshan Properties

MattWinnservesastheChiefOperatingOfficerofOlshanPropertiesandisresponsiblefortheoperationsofthecompany’sentireportfolio.

Mr.Winnguidesanddirectstheday-to-dayfunctionsoftheOlshanPropertiesoperatingunitsincludingLeasing,Marketing,PropertyManagementand

AssetManagementandestablishesforward-lookingstrategicplansfortheportfolioofproperties.

Withacareerspanningtwodecadesincommercialrealestate,Mr.Winnhasbeeninvolvedinbillionsofdollarsoftransactionsandhasbeenatrustedpartnerinthegrowth,operationsanddevelopmentofmanycompanies.MostrecentlyasGlobalRetailCOOandHeadoftheRetailServicesplatformofCushman&Wakefield(C&W)inNorthandSouthAmerica,Mr.Winnwasresponsibleforallareasofthebusinessincludingoverallstrategy,operations,businessdevelopmentandplatformgrowth.

EarlierinhiscareerMr.WinnledtheevaluationandstrategicplanningexercisethatbroughtPrudentialFinancialintotheconduitmarket.HealsoworkedonthesaleofPrudentialHealthCare,performedcomplexloanworkouts,developedanewrealestatevaluationtoolwithsoftwaregroup,Charter,andcraftedcustomreportsallowinginstitutionalclientsandtheAmericanCouncilofLifeInsurerstoperformcomparativeanalysesacrosstheirinvestmentportfolios.DuringhistimewithStarwoodCapitalGroup,Mr.Winnoversawcorporateandproject-specificoperationsforsomeofthefirm’sretail,residentialandmixed-useportfolioinvestments.

Mr.Winnholdsabachelor’sdegreewithhonorsfromWesleyanUniversityinMiddletownCTinArtandArchitecturalHistory.HecurrentlychairstheBinswangerCommitteethatprovidesannualawardsforteachingexcellenceattheUniversity.AnactivevolunteerwiththeLeukemia&LymphomaSociety,Mr.WinnhasreceivedawardsandaccoladesforhisworkasacandidatefortheManofTheYearcampaign,asamemberoftheTeaminTrainingExecutiveCommitteeinGeorgia,andateamcaptain,mentorandmarathoner.HeisamemberoftheInternationalCouncilofShoppingCentersandtheUrbanLandInstitute.

developmentandmanagementsolutionsforinstitutionalclients.Throughouthiscareerhehasspecializedinleadingandbuildingdynamicteams,strategicplanning,redevelopmentandthemanagementandleasingofretailprojectsonanationalbasis.

ScottisboardchairforL.E.A.D.(Launch,Expose,Advise,Direct),anon-profitwhosemissionistoempowerat-riskyoungmeninAtlanta’sinnercitywithapathtowardsproductivecitizenship.Inaddition,heiscurrentlyaboardmemberfortheCouncilforQualityGrowth,atradeorganizationdedicatedtobalancedandresponsiblegrowthinmetroAtlanta.Heisalsoactivelyinvolvedwithseveralcivicorganizations,includingthechild-advocacygroupFamiliesFirstandtheCathedralofSt.Philip.HeisanactivememberoftheInternationalCouncilofShoppingCentersandUrbanLandInstitute.

ScottisanativeofSparta,NewJerseyandreceivedabachelor’sdegreefromWashingtonandLeeUniversity.HecurrentlyresidesinAtlantawithhiswifeandtheirtwosons.

template;servicesincludecapitalraising,managementstaffing,logisticssystems,andmarketingstrategies.Inadditiontohislong-standingrelationshipswithseniormanagementatleadingretailers,Mr.Townsendishighlyexperiencedinurbanretailsiteselection.


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ABOUT ULI – URBAN LAND INSTITUTETheUrbanLandInstitute(ULI)wasestablishedin1936andhasover30,000membersfrommorethan90countries.Itisone

ofAmerica’smostrespectedresourcesofinformationandknowledgeonurbanplanning,growthanddevelopment.ULIisanon-profitresearchandeducationorganization.Itsmissionistoprovideleadershipintheresponsibleuseoflandandincreatingandsustainingthrivingcommunitiesworldwide.Toencourageanopenexchangeofideasandsharingexperiences,ULImembershiprepresentstheentirespectrumoflanduseandrealestatedevelopmentdisciplines,workinginprivateenterpriseandpublicservice.Amongitsmemberstherearedevelopers,builders,propertyowners,investors,architects,planners,publicofficials,brokers,appraisers,attorneys,engineers,financiers,academics,studentsandmarketingandbrandidentityexperts.

ULI ATLANTA Withover1,000membersthroughoutGeorgia,AlabamaandEasternTennessee,ULIAtlantaisoneofthelargestDistrict

CouncilsoftheUrbanLandInstitute.Webringtogetherleadersfromacrossthefieldsofrealestateandlandusepolicytoexchangebestpracticesandservecommunityneeds.Weshareknowledgethrougheducation,appliedresearch,publishing,andelectronicmedia.

TECHNICAL ASSISTANCE PROGRAM (TAP)Since1947,theUrbanLandInstitutehasharnessedthetechnicalexpertiseofitsmemberstohelpcommunitiessolve

difficultlanduse,development,andredevelopmentchallenges.ULIAtlantabroughtthissamemodeloftechnicalassistancetotheMetropolitanAtlantaarea.LocalULImembersvolunteertheirtimetoserveonpanels.Inreturn,theyareprovidedwithauniqueopportunitytosharetheirskillsandexperiencetoimprovetheircommunity.ThroughTechnicalAssistanceProgramPanels,ULIAtlantaisabletoenhancecommunityleadership,clarifycommunityneedsandassets,andadvancelandusepoliciesthatexpandeconomicopportunityandmaximizemarketpotential.


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