Thrive Pittsburgh Elevating the wealth trajectory of the next generation of Pittsburgh
Thrive Pittsburgh / 2020.06.10
Disclaimer
The information provided in this presentation pertaining to Washington & Co. Ventures, LLC (“WCV” or the “Company”), its business assets, strategy and operations is for general informational purposes only and is not a formal offer to sell or a solicitation of an offer to buy any securities, options, futures, or other derivatives related to securities in any jurisdiction and its content is not prescribed by securities laws. Information contained in this presentation should not be relied upon as advice to buy or sell or hold such securities or as an offer to sell such securities. This presentation does not take into account nor does it provide any tax, legal or investment advice or opinion regarding the specific investment objectives or financial situation of any person. While the information in this presentation is believed to be accurate and reliable, WCV and its agents, advisors, managers, officers, employees and members make no representation or warranties, expressed or implied, as to the accuracy of such information and WCV expressly disclaims any and all liability that may be based on such information or errors or omissions thereof. WCV reserves the right to amend or replace the information contained herein, in part or entirely, at any time, and undertakes no obligation to provide the recipient with access to the amended information or to notify the recipient thereof.
The information contained in this presentation is intended only for the persons to whom it is transmitted for the purposes of evaluating the transaction therein. The information contained in this presentation supersedes any prior presentation or conversation concerning the Company and the transactions described herein. Any information, representations or statements not contained herein shall not be relied upon for any purpose.
Neither we nor any of our representatives shall have any liability whatsoever, under contract, tort, trust or otherwise, to you or any person resulting from the use of the information in this presentation by you or any of your representatives or for omissions from the informa-
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Disclaimer
Thrive Pittsburgh / 2020.06.10
tion in this presentation. Additionally, the Company undertakes no obligation to comment on the expectations of, or statements made by, third parties in respect of the matters discussed in this presentation. Prospective investors should not construe the contents of this presentation as legal, tax, investment or other advice. All prospective investors should make their own inquiries and consult their own advisors as to legal, tax, investment, and related matters concerning an investment in the securities of the Company or any affiliate.
Thrive Pittsburgh / 2020.06.10
Disclaimer
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Thrive
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Why, Who, and What
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ATL: A City on the Verge
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The Beloved Community: Pittsburgh
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Roadmapping a Better Future
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Our Strategy: A Supportive Ecosystem
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Our Vision: A Connected Fabric
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Our Team: A Diverse Perspective
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Appendix
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Company Profiles / Key People
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Land Assemblage Strategy
60
Retail, Non-residential and Housing Examples
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Demographic Data
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Void Analysis
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Current Considerations
Table of Contents
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Thrive Pittsburgh / 2020.06.10
Elevating middle-income residents in Pittsburgh with a community powered by a shared economy, maintained by innovative wealth-building opportunities, and designed using visionary housing techniques that inspire social collaboration and togetherness.
Thrive Pittsburgh / 2020.06.10
Table of Contents
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Why, Who and What
Why: Thrive offers an ecosystem of tools that drive economic mobility for present and future residents of Pittsburgh and its surrounding neighborhoods. Located on the Atlanta Beltline Westside Trail, Pittsburgh sits about 15 minutes equidistant from Atlanta’s downtown to the north and the world’s busiest airport, Hartsfield-Jackson, to the south. However, due to historical disinvestment in the area coupled with the well documented predatory lending practices affecting the community, the neighborhood of Pittsburgh has yet to return to its former glory of the 1960-70’s. Located at the confluence of Metropolitan and University Avenue, this site has potential to create sustainable urban living. Thrive will offer Pittsburgh’s residents the unique advantage of urban living, while providing them a long-term place to call home and the tools to position themselves for generational wealth-building opportunities. Lastly, Thrive can serve as a demonstration project and create a framework for future mixeduse developments throughout the city of Atlanta. Who is this for: This project will serve the middle class of Pittsburgh. With the rising costs of education, healthcare, and housing across the country, the middle class is shrinking and has limited opportunities to build generational wealth. This project is strategically designed to change the generational trajectory of the people of Pittsburgh by level setting a deep history of disinvestment and systemic racial discrimination over time. Thrive hopes to celebrate the history of Pittsburgh – when the streets were bustling with economic activity and one’s home was a source of pride. This project is to honor those who have walked the streets of Pittsburgh in the past, call it home today, and will keep its spirit alive in future generations. With its social and economic impact on Pittsburgh and the surrounding neighborhoods, Thrive is not only for the people of Pittsburgh, but also for everyone who calls Atlanta home.
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Why, Who and What
Thrive Pittsburgh / 2020.06.10
Who is delivering: Washington & Co. Ventures, Cannon Equities, Wamsley LLC, Good Places and eightvillage have come together to produce Thrive. Our development team formed based on the following shared ethical values: •
Equity and fairness: Through the provision of property we support organizations and solutions that are working towards a more equal and just society. • Sustainability: We support physical and social structures that lead to sustainable living and result in positive environmental impact. • Responsibility: Every decision we make will consider financial, environmental, and social impacts on our neighborhood, city, and country. • Collaboration and Partnership: We believe that the world’s problems are best solved by a diverse group of people working together. • Learning and Innovation: We will implement a process of continual learning to ensure we constantly evolve the way we do business with the aim of ensuring best practices and fostering innovation. These ethical values provided the foundation for our collective vision, guiding design principles, and project execution from start to finish. What are we proposing: Thrive is a mixed-use development that will transform the economic trajectory of a historically resilient community and leverage cultural assets and collective capital resources to foster and sustain neighborhood equity. Thrive will: • Provide a collective platform and pathway for building intergenerational financial mobility through an integrated ecosystem of people, program and place • Create a healthy ecology of place where every person can participate in an exchange of value and wealth • Support diverse, community-led programming which our housing and commercial offerings will be intentionally designed to accommodate We will achieve this by: • Working directly with our community and commercial partners to integrate unique programming with packaged solutions for upward economic mobility • Providing a diverse range of housing options to support financial sustainability and catalyze wealth-generating opportunities We hope to collaborate with you in creating a successful and prototypical development using our proposed framework and vision.
Thrive Pittsburgh / 2020.06.10
Why, Who and What
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Atlanta Skyline
ATL: A City on the Verge Atlanta is known as the birthplace of the American Civil Rights Movement. The pivotal role the city played in that era attracted a national spotlight on the fundamentals of civic and human integrity, while, concurrently, “the city too busy to hate� was rapidly growing from a sleepy railroad hub into a progressive capital emblematic of a new Southern metropolis. Today, Atlanta is still the heart of catalytic and rapid urban expansion in the South, as a multitude of Fortune 500 companies, tech companies, and start-ups have called Atlanta home. The Atlanta region is projected to grow by a minimum of 2.5 million people in the coming years, and the City is proactively working to support this growth with affordable, equitable, and livable development.
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ATL: A City on the Verge
Thrive Pittsburgh / 2020.06.10
Beltline: Eastside Trail
The Beltline: Where Atlanta Comes Together At the fulcrum of Atlanta’s urban development boom is the Beltline, a 22-mile corridor that is currently one of the largest and fastest growing comprehensive revitalization efforts on the planet. Formerly an industrial rail corridor that Atlanta’s neighborhoods oriented, grew, and connected around, the Beltline today is reconnecting these same neighborhoods with a multi-modal transportation corridor and linear park. Atlanta has seen over $4.5 billion of private investment from the Beltline alone with no signs of slowing. With this surge in economic development has come inevitable conflict and a disconnect with the community, as the project has become the center-point of conversation about gentrification, displacement, and racial equity. Neighborhoods currently seeing rapid investment, including historically African American communities on the southside of Atlanta, are currently central to the dialogue of promoting equitable development that supports and celebrates the resiliency of those communities.
Thrive Pittsburgh / 2020.06.10
ATL: A City on the Verge
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Pittsburgh Residents @ Welch Street Park
Traditional Pittsburgh Home
The Beloved Community: Pittsburgh Pittsburgh is conveniently located a couple miles south of Downtown Atlanta, abutting the Southside Beltline Trail. This community is one of Atlanta’s oldest neighborhoods founded by formerly enslaved people with housing built around Pegram railroad repair shops. The smoke from the rail yards resembled the heavy smog produced by the steel mills of Pittsburgh, Pennsylvania, resulting in the neighborhood’s name. Considerable development took place in Pittsburgh during the early decades of the twentieth century. Streetcar lines along Washington Street, Pryor Street, Stewart Avenue, and Georgia Avenue (now Ralph David Abernathy Boulevard) provided residents of the Southside neighborhoods with convenient access to downtown. Given the steady employment and segregated conditions, a variety of black businesses, churches, and schools were soon established outside the neighborhood to meet the needs of population expansion, which continued in the 1950’s.
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The Beloved Community: Pittsburgh
Thrive Pittsburgh / 2020.06.10
Pittburgh Yards community engagement (photos from www.pittsburghyards.com)
Today, Pittsburgh is a community proactive in maintaining its culture, history, and resilience. The community has been active in its mission of identifying and resisting pervasive inequities that prevent children and families of color from accessing opportunities that allow them to contribute to and benefit from Atlanta’s growing economy. The neighborhood is on the verge of rapid urbanization, as it is a community on the Beltline loop that has only just begun to see significant public and private investment. The Southside Beltline Trail broke ground in January 2020 and is slated to be completed in a year. Pittsburgh Yards, a 31-acre site developed (and named) through a community-led process, has been completed and will be a hub of local entrepreneurship and job creation for the southside neighborhoods of Atlanta. The current development framework for the Pittsburgh neighborhood aims to achieve the goals and aspirations of the Beloved Community described by Martin Luther King, Jr.
Thrive Pittsburgh / 2020.06.10
The Beloved Community: Pittsburgh
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FOCUS AREA
Atlanta Growth Corridors, Metropolitan and Beltline highlighted (from The Atlanta City Design)
The Confluence of Metropolitan Avenue and the Beltline Social and environmental equity have been key drivers of Atlanta’s growth strategy, and The Atlanta City Design (www.atlcitydesign.com) is the guiding document for all growth and development in the City of Atlanta. Officially adopted in 2017, it has pushed Atlanta to embrace and prioritize walking distances, transit, density, and social connections (see The Atlanta City Design, page 240). Atlanta’s urban fabric flows out radially through major corridors emanating from the core of the City, and within any community, everyone is invited to connect into the city along its urban corridors. Atlanta’s growth strategy plans to leverage these corridors as the framework for urban growth and economic development. These corridors not only have important implications for social and economic activity for the City of Atlanta, but also for the Metro-Atlanta region as a whole.
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The Beloved Community: Pittsburgh
Thrive Pittsburgh / 2020.06.10
Atla nt
a Be
ltLin
e
Adair Park Oakland City
Pittsburgh
Capitol View Manor
Capitol View Fort McPherson
South Atlanta
Atlanta Metropolitan State College
Joyland
Lakewood Heights
Perkerson
Metropolitan Pkwy
I-75/ I-8
5
Sylvan Hills
Polar Rock
Cleveland Ave
I-85
Hammond Park
It’s the same along Metropolitan. Each of the City’s radial corridors connect business centers, shopping, schools, social life, and other nodes of civic activity. Each one will deliver its own style, rhythm, and collection of places to go.
Atlanta Growth Corridors (from The Atlanta City Design)
Metropolitan Avenue has been identified as a major corridor for the City of Atlanta and the entire Metro-Atlanta region. It is a north-south conduit for travel from one of the region’s busiest and most populated employment hubs on the northside to the economic engine of the State of Georgia, the Atlanta Airport, on the southside. The focus of Thrive is at the intersection of that very artery and Atlanta’s most important economic development tool, the Beltline. With the abundance of growth and development in Atlanta, this is a crucial moment in the City’s urban fabric, and also the Metropolitan region. It presents an opportunity to capture the principles of the Atlanta City Design’s framework and apply it to an important confluence in Atlanta’s social and economic fabric.
Thrive Pittsburgh / 2020.06.10
The Beloved Community: Pittsburgh
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City of Atlanta Extents
40 0
Beltline Overlay
I-75
Beltline Multimodal Corridor
85
MARTA Rail
I-75/85
I-
I-85
I- 7 5
FOCUS AREA
ATLANTA CITY LIMITS
METROPOLITAN AVE
I -2 0
N
ATL AIRPORT
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The Beloved Community: Pittsburgh
Thrive Pittsburgh / 2020.06.10
Pittsburgh Focus Area
METROPOLITAN AVE
EW N
T KE R A M
REDITS C X TA
BELTLINE OVERLAY
BELTLINE SOUTHSID E TRAIL
BELTLINE OVERLAY
Focus Area Parcels
N
Opportunity Zones Beltline Overlay Boundaries Thrive Pittsburgh / 2020.06.10
The Beloved Community: Pittsburgh
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Geographical Context Map: Atlanta Southside Neighborhoods
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The Beloved Community: Pittsburgh
Geographical Thrive Pittsburgh / 2020.06.10
context Map Thrive Pittsburgh / 2020.06.10
The Beloved Community: Pittsburgh
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Roadmapping A Better Future
The City of Atlanta has identified that the framework for its growth must embrace social diversity and prioritize people (see The Atlanta City Design, page 220). Our visioning approach began with this in mind. We identified several personas not only representative of the community and our target market, but also people we feel can best contribute to and benefit from a wealth-building ecosystem. Our approach involved roadmapping a wealth-building path for these personas to gain a better understanding of how upward economic mobility can happen. This process gave us the intimate deep dive we needed, discovering just how different each persona’s roadmap is. Based on this process, we identified key levers that need to be pulled to catalyze wealth creation. These levers will ultimately become the framework for our total development strategy.
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Roadmapping a Better Future
Thrive Pittsburgh / 2020.06.10
Per s o n a s
1. Sharise Gibson and Sons, Christopher & Malcolm | Single Parent Income: $45k-$60k 2. Arturo Ross | Young Professional Income: $60k-$75k 3. The Calderon & Ruiz Family | Professionals Combined Income: $85k-$110k 4. The Taylors | Family of Four | Professionals, Small Business Owners Combined Income: $110k-$125k 5. Rose & Richard Dwyer | Senior Citizens Combined Income: $110k-$130k
*Income and demographic data from neighborhoodnexus.org, see Appendix for more info
Thrive Pittsburgh / 2020.06.10
Roadmapping a Better Future
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p e r s o na s t u dy :
Sharise Gibsion + Sons: Christopher & Malcolm Single Parent| Income: $45k-$60k Healthcare professional Looking to rent in Pittsburgh
Current Forms of Wealth: Educational: Formally educated, professional, high income potential, family oriented Cultural: Values the community and its condition, currently renting home in the Pittsburgh neighborhood
Persona points: • •
Point A: • Starting her professional life with two children • Seeking resources to help her accomplish an array of goals • Looking to rent a home in the Pittsburgh neighborhood while also building her financial profile
• • •
• • • •
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Roadmapping a Better Future
Looking to move to the city to be closer to work opportunities Wants to live in a neighborhood that has quick access to the city to maximize time with her boys Safety is top priority Recently completed her physical therapy residency and wants to live closer to healthcare facilities (Grady, Emory, Piedmont) for permanent employment Desires a little more independence from her family while still being able to host them, so seeks an affordable home with enough space to accommodate them when they are helping with childcare Supplementary access to affordable childcare will give her peace of mind as well as additional time to focus on her career Has some student debt and would like access to financial planning resources (classes, seminars, one-on-one support) to help her better plan for homeownership Wants to rent in the medium- to long-term while saving to buy a home Looking for a community that her sons can grow with; access to shared community spaces, technology center, library, healthy food bodega, etc. will allow her sons to have a place to work, play, and socialize safely
Thrive Pittsburgh / 2020.06.10
Point B (and beyond): • Spacious home they can grow into that can accommodate children and close family • Stable childcare options • Successful career with stable income • Strong financial education
Spatial Outcomes: • Children’s play areas • Recreational spaces • Financial learning center
Support system: • • • •
Community network Financial counseling Affordable childcare Social network
Programming: • Rent-to-own programs • Escrow for saving for home down payment • Financial workshops
Wealth-building levers: • Rent-to-own opportunities • Home ownership • Professional training
Access to resources: • • • • Thrive Pittsburgh / 2020.06.10
Good schools + childcare Affordable rental housing Professional networks Financial literacy Roadmapping a Better Future
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p e r s o na s t u dy :
Arturo Ross Young Professional| Income: $60k-$75k 1st. generation American, PhD candidate Looking for financial resources and community Looking to rent near Georgia State
Current Forms of Wealth: Educational: Formally educated, professional, high income potential Cultural: 1st generation American; brings cultural diversity to the community Economic: Positioned for high income within his industry
Persona points: •
Point A:
•
• Renting a property in the Pittsburgh neighborhood • Wants to save and buy an investment rental property • Close to finishing his PhD program and is getting deeper into the professional world • Seeking local community and professional resources in addition to financial education
• • •
• • • •
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Roadmapping a Better Future
Came to Atlanta 4 years ago from Vancouver, Canada for master’s degree and decided to stay to earn a PhD from Georgia Tech in human-centered technologies Wants to call Atlanta home after seeing the growing tech demand Works as a tech consultant for several growing start-ups in Atlanta and abroad (access to airport) Currently renting in the Pittsburgh neighborhood Looking to eventually purchase an investment rental property (condo) in a growing part of town— to live in now and eventually sell or rent out in the next 3-5 years – so he can position himself for work travel and have an additional stream of income for his next investment Keeps his expenses low – does not own a car and will need access to public transportation New to this country, needs financial education and a community of young, 1st generation professionals to build his community and networking reach Security and community are important, as he is single; does not want to worry about safety so he can focus on school and building his career Would like access to a co-working space where he can work, access career tools, and network
Thrive Pittsburgh / 2020.06.10
Point B (and beyond): • • • •
Multi-property ownership Diverse investments Strong local social network Successful career path
Spatial Outcomes: • Shared housing • Smaller housing types • Flexible communal spaces
Support system: • Social network • Investment coaching • Tax advisor/CPA
Programming: • • • •
Community bank Escrow for saving funds Financial workshops Entertainment
Access to resources: • • • • Thrive Pittsburgh / 2020.06.10
Wealth-building levers: • • • •
Owning while renting Future investment property Passive income streams Home ownership
Professional networks Investment education Co-working space Public transportation Roadmapping a Better Future
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p e r s o na s t u dy :
The Calderon & Ruiz Family Professionals| Combined Income: $85k-$110k High school teacher and police officer Looking to rent near Downtown
Current Forms of Wealth: Cultural: Latino, new citizens, diverse identities, police officer adds community safety Economic: Stable careers
Persona points: •
Point A: • Looking to move into a rental property in the Pittsburgh neighborhood • Seeking safe, communicative community and affordable housing. • Looking for more cultural and ethnic diversity in their community long-term
• • • • • •
•
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Roadmapping a Better Future
Looking to move into the Pittsburgh neighborhood, as they find some of the recent developments attractive and are looking for a place to raise a family in within the next 5-7 years Lived and rented in Atlanta for two years and are not yet looking to buy a home Looking to move within the Pittsburgh school district, as Brandon is a teacher, and to not increase their morning commutes, as Daniel is a City of Atlanta police officer Fairly new to Atlanta, looking to network with other young families and also connect with an established Latino presence Would like to continue biking to work and shopping locally, so safe streets, designated bike lanes/paths, and nearby retail options are important Are not looking for real estate opportunities, but seek affordable rent so they can maximize their 401k and savings Looking for components of a tight-knit community that values safety and communication, as Daniel is a police officer (e.g., a neighborhood association, community safety coalition, etc.) Seeking additional rooms/bathroom space to accommodate long-term family visits, as Brandon is a new citizen
Thrive Pittsburgh / 2020.06.10
Point B (and beyond): • Spacious home they can grow into with the addition of children and close family • A tight-knit community with diverse cultures and identities • Nearby public amenities/features (shopping, food, entertainment)
Spatial Outcomes: • Outdoor spaces • Community gathering spaces • Shared housing
Support system: • Community networking • Tax advisor/CPA • Childcare
Programming: • Rent-to-own programs • Social groups and programming
Wealth-building levers: • Building equity • Investment opportunities
Access to resources: • • • • Thrive Pittsburgh / 2020.06.10
Recreational spaces Professional networks Shops and entertainment Affordable housing Roadmapping a Better Future
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p e r s o na s t u dy :
The Taylors Family of Four| Combined Income: $110k-$125k Professionals + Small Business Owners Currently renting and seeking a larger rental
Current Forms of Wealth:
Educational: College educated Cultural: Small business in southside Atlanta neighborhood, strong builder of cultural equity and existing social networks in the Pittsburgh communtiy Economic: Positioned for upward mobility as business owners
Persona points: •
Point A: • Tight-knit family with full-time jobs • Currently renting, but seeking more space and rent-to-own options • Looking to strengthen and expand their small business • Want a strong, tight-knit community
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Roadmapping a Better Future
• • • • • • • •
Mom has a professional job as a marketing director for a PR firm Second generation Pittsburgh-ians Dad owns and manages a small floral shop and coaches his kids’ basketball team Active family that loves to spend time outside and with their neighbors, so outdoor communal spaces are important Currently renting and seeking a larger rent-to-own property in the same neighborhood As business owners, they would like access to financial planning, business planning/advice resources, as they seek to grow their business and save for a home down payment Since they are community oriented, neighborhood associations, community meeting spaces, and community affinity groups are desired Seek opportunities to introduce their business to their community, e.g., neighborhood association membership Parks, basketball courts, community centers, etc. are a must for this active family
Thrive Pittsburgh / 2020.06.10
Point B (and beyond): • Positioned as community leaders • Comfortably spend more time with children and friends • Strong social network for their children • A healthier business • A larger home
Spatial Outcomes: • Outdoor spaces • “Shophouses” • Live/work options
Support system: • Local business association • Childcare • Community network
Programming: • Community bank • Escrow for saving for home down payment • Tax advisor/CPA
Access to resources: • • • • Thrive Pittsburgh / 2020.06.10
Wealth-building levers: • • • •
Business expansion Home down payment assistance Investment opportunities Building equity
Flexible debt options Additional time Recreational spaces Professional networks Roadmapping a Better Future
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p e r s o na s t u dy :
Rose & Richard Dwyer Senior Citizens| Combined Income: $110k-$130k Currently living in Pittsburgh neighborhood Planning for next phase of life
Current Forms of Wealth: Real Estate: They own their home. Social and cultural: They have seen the different phases of the neighborhood and Atlanta. Their children attended local HBCUs, which gives them a lot of cultural pride. Lastly, they are friendly and neighborly with others their age in their community.
Persona points: • •
Point A:
•
• Own their Pittsburgh neighborhood home • Need access to affordable resources to help them start planning their next phase • Looking to downsize their home and pass down additional income to grandchildren
• • • • • •
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Roadmapping a Better Future
Have lived in the Pittsburgh neighborhood for 30 years Richard is a retired USPS worker and Rose is a retired UPS worker and live from their retirement and Social Security funds Their children are working adults with families and mixed incomes (some college) Being older, they would like their community to offer senior transportation options so that they do not have to worry about driving due to limited mobility issues Are looking to downsize and give up the maintenance cost issues associated with owning a home Want to pass on the additional liquidity from the sale of their home to their grandkids Would like more access to resources to keep them active and connected to neighbors and family, e.g., neighborhood festivals and parks with senior programming Want to continue working to help with bills, but seek a low impact job, such as working at a job resource center or participating in a live/work program tailored to seniors Health and well-being are important to them, including healthy food and healthy cooking habits
Thrive Pittsburgh / 2020.06.10
Point B (and beyond): • Comfortably and confidently spend time with family • Continue to work locally • Live comfortably in a smaller home • Have larger savings to pass on to future generations
Spatial Outcomes: • Senior Community Center • Walkable resources • Smaller home
Support system: • Senior engagement programs • Social network • Tax advisor/CPA
Programming: • On-site job opportunites • Financial advisement
Wealth-building levers: • Senior job placement • Financial education • Technology training
Access to resources: • • • • Thrive Pittsburgh / 2020.06.10
Transportation needs Accessibility Immediate food access Flexible job opportunities Roadmapping a Better Future
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Our Strategy: A Supportive Ecosystem Thrive elevates middle-class residents in Pittsburgh with a community powered by a shared economy, maintained by innovative wealth-building opportunities, and designed using visionary housing techniques that inspire social collaboration and togetherness. Thrive believes that to holistically change the trajectory of a community, we must meet people where they are while collaboratively building the path to where they strive to be. Our missional development pathway includes access to three strategic “levers” that are critical to position families for generational wealth-building opportunities: • • •
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Our Strategy
NAVIGATION Financial and professional assistance with decision making at key life stages and during transitions NETWORKS Connections to networks that enable greater resources and increase opportunities for personal and professional growth EXCHANGE Access to an intergenerational culture of mutual exchange, value creation and ‘paying it forward’
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T h r ive P ro gram Summar y
• •
Shared Housing
• Retail
•
Co-working Options
•
•
Affordable Workspace
• Volunteerism
•
Affordable Food Options
• Entrepreneurship
•
Shared Kitchen
• Education
Affordability
•
Job Training
• Education •
Job Creation
Community Empowerment
Economic Development
Equitable Development Tenets
Accessibility & Sustainability
Community Events
• Resources •
Arts Programming
•
Workshops & Classes
•
Transition Programs
Business Opportunities
Diversity & Inclusion
•
Transit Oriented
•
Onsite Live/Work/Play
•
Circular Economy
•
Green Initiatives
•
Healthy Foods
• Recreation •
•
Ownership & Financing
•
Minority Owned Businesses
•
Diverse Development
Green Space
& Leadership •
Socio-economic Mobility
• Multigenerational •
Thrive Pittsburgh / 2020.06.10
Small and Medium Sized Enterprises to Large Enterprises
Our Strategy
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The Community Centerpiece:
Grandmama’s House “A House is not a home until someone you love lives in it.” - Charnette Trimble
Community Hub • • •
Activities
Financial Literacy
Community & Social
•
Estate Planning
Events
•
Investment Resources
Business Resources
•
Family Budgeting &
& Networking
•
Savings Plans
Intergenerational Family
Skills Training •
Volunteer Opportunities
•
Atlanta Technical College
•
Fellowship Year and Program
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Our Strategy
Home Ownership •
Down Payment Assistance
•
Mortgage Technical Assistance
•
Credit Risk Assessment & Repair
Thrive Pittsburgh / 2020.06.10
List of Potential Aligned Community Par tners FINANCIAL
Invest Atlanta: Small Biz Loan Program Habitat for Humanity: Mortgage/ Homeownership Education
HEALTH & WELLBEING Goodr Patchwork City Farms Open Hand
EDUCATION
COMMUNITY DEVEVELOPMENT
Grandmama’s House
Andrew P. Stewart Center
Atlanta Technical College
Purpose Built
Civil Bikes
Pittsburgh Ministerial Alliance
Citizen Trust
Thrive Pittsburgh / 2020.06.10
Our Strategy
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The Commercial Centerpiece:
Financial & Housing Intermediaries “The habit of saving is itself an education; it fosters every virtue, teaches self-denial, cultivates the sense of order, trains to forethought, and so broadens the mind.” - T.T. Munger
Thrive Incubator •
Accelerator Programs
•
Fintech & Housing Startups
Housing Agencies
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•
Home Buyers Agencies
•
Land Trusts
•
Lifestyle Brokers
Our Strategy
CDFIs •
Business Expansion Lending
•
Business Advisory Services
•
Financial Resources Training
FINTECH •
Financial Inclusion Platforms
•
Smart Savings Tech
•
Investment Platforms
Thrive Pittsburgh / 2020.06.10
List of Potential Aligned Commercial Par tners C D F I S/ I M PA C T F U N D S Ace Women’s Business Center LISC/ Reinvestment Fund Collab Capital
HOUSING AGENCIES
INCUBATOR
Kabbage
Backyard ATL
Greenlight
Padsplit
Good Places Xccelerator
Vanco
HouseATL
FINTECH
The Core Venture Studio Collab Studio Housing Partnership Network Innovation Lab Skillshot Media Hi-Rez
Thrive Pittsburgh / 2020.06.10
Our Strategy
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Pittsburgh Focus Area
METROPOLITAN AVE
EW N
T KE R A M
REDITS C X TA
BELTLINE OVERLAY
BELTLINE SOUTHSID E TRAIL
BELTLINE OVERLAY
Focus Area Parcels
N
Opportunity Zones Beltline Overlay Boundaries 36
Our Strategy
Thrive Pittsburgh / 2020.06.10
Potential Capital Partners Partner
Type of Capital
Notes
LISC
NMTC, Gap/Mezz, Financial literacy
NMTC - Min. $5m total project size
ANDP
Commercial loans
LIFF
NMTC, Grants
Citizen’s Trust
Commercial loans, Residential loans
Collab Capital
Venture capital
Anne E Casey Foundation
Programming grants
Invest Atlanta
NMTC, Beltline TAD Funds, Housing opportunity bonds, down payment assistance, CDBG funds
AAHF
Affordable housing impact funds
Thrive Pittsburgh / 2020.06.10
NMTC - Max funds @ $10m total project size
Our Strategy
37
METRO
BELTLINE SOUTHSID E TRAIL
3
BELTLINE OVERLAY
1 2 Focus Area Parcels
N
Legend Opportunity Zones 1. Beltline 2. Metropolitan Ave Beltline Overlay 3. University AveBoundaries
Our Vision: A Connected Fabric
Thrive will be designed to become a truly integrated urban ecosystem where Pittsburgh can thrive and flourish. A mixed-use development is an ecology in and of itself, and we aim to be strategic in organizing housing, retail, and other non-residential spaces with an inviting public interface and connections to the existing fabric. In addition, our design blends ecosystem resources with a dynamic, walkable, and integrated urban design. Crucial to the design strategy is leveraging the nexus between Metropolitan Ave and the Beltline. Perforations and alleys between buildings help to flow pedestrians to and from the Beltline to the Pittsburgh neighborhood, as we hope to design a walkable, urban experience using that conduit. Central to the project is an existing industrial structure that we hope to preserve and convert into a central gathering space for Thrive, celebrating Pittsburgh’s industrial past as a symbol of its future trajectory.
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Our Vision
Thrive Pittsburgh / 2020.06.10
Acquisition Scenario A Assumes all acquisition of entire focus area parcels
Acquisition Scenario B Assumes acquisition of parcels most-likely to be acquired
Acquisition Scenario C Assumes acquisition of Beltline parcels (first priority)
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METROPOLITAN AVE
EW N
Site Plan
T KE R A M
REDITS C X TA
BELTLINE OVERLAY
5 BELTLINE SOUTHSID E TRAIL 3
6
4
P
2
1 6
P
BELTLINE OVERLAY 6
Legend 1. Beltline 2. Metropolitan Ave 3. University Ave Focus Area Parcels 4. Re-purposed Industrial Building 5. Public Plaza Opportunity Zones 6. Beltline Exit/Entry Points P. Parking Deck
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Our Vision
N
Beltline Overlay Boundaries
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Corner of (2)+(3) Community Gathering Spaces Central to the project will be a community gathering space that houses programming related to financial literacy, education, and innovation.
(4) After-school Programming The existing industrial warehouse space can be adapted for STEM-oriented programming, providing a family-friendly environment and after-school childcare.
(6) Urban Connections The design will celebrate urban connections to the Beltline and the surrounding community, encouraging a walkable, urban experience.
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Our Team: A Diverse Perspective Our team represents a holistic perspective for this project. We have come together from different cultural, racial, socioeconomic, and professional backgrounds to form a strong, unified and visionary unit.
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Our Team
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Organizational Chart Point of Contact: Donald Washington
JOINT VENTURE
Washington & Co. Ventures
Cannon Equities
Wamsley LLC
Donald Washington
Dwight Bell
Tom Wamsley
Developer
Strategic Partner
Strategic Partner
Good Places CORE TEAM
PROGRAMMING
DEVELOPMENT
C
Cherie Ong
EJ Lee
Programming Lead
Operations
CORE TEAM
DESIGN
eightvillage
Pavan Iyer
Joel Jassu
Jessica Noel
Housing Strategy
Urban Design
Creative Strategy
Technical Experts: • Charnette Trimble (Grandmama’s House): Generational Wealth-building Education • SSG Realty Partners: Land Consultants
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Appendix Supplemental information to our proposal
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Appendix
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Company Profiles / Key People Information and profiles for all proposed team members
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Washington & Co. Ventures
/ Development Core Team
Donald R. Washington, Jr., Principal and Founder 2179 Niles Place NE, Atlanta GA 30324 Phone: 225 288 9135 | Email: donald@washingtonandcompany.com Web: www.washingtonandcompany.com
Washington & Co. Ventures Profile Washington & Co. Ventures is a privately held Atlanta-based real estate investment and development firm specializing in quality urban infill projects. We focus on mixed-income development, missing middle housing, repositioning neighborhoods, and rebranding projects that are expected to deliver attractive risk-adjusted returns over the life of the project. As demographics in the US continue to change, so will the demand for urban communities that offer a place for individuals to live and work within a vibrant, pedestrian oriented in-town setting where community is a focus. Washington & Co. Ventures is uniquely positioned to create built environments that serve this emerging population while sustaining growth that is economically sound, environmentally friendly, supportive of community livability, and enhances our quality of life. Together, our firm and public entities can address the disparity in economic opportunity by improving neighborhood amenities and increasing the local housing stock desirability in low-opportunity communities while ensuring that existing residents benefit from the revitalization. We know these communities because we embody them through a myriad of personal and professional experiences. We understand the needs and challenges associated with these communities and welcome the opportunity to champion and challenge others to join us in our commitment to growing, improving, and nurturing them.
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Company Profiles / Key People
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Donald Washington
/ Developer
Firm: Washington & Co. Ventures / Owner and Founder Role: Lead Developer Professional Background: Donald Washington is a real estate developer and finance professional working to leverage innovative ways to design, finance, permit, and construct or rehabilitate high quality communities. Donald founded Washington & Co. Ventures in 2020 due to his passion for investing in the future of the communities he serves and acting as a conduit for economic development. Donald has over 12 years of finance, strategy, and business development experience as a result of his time in the commercial banking industry. During this time, Donald served as a Vice President and Relationship Manager within firms such as Bank of America, Citi, and most recently Regions Bank. Donald serves on the Board of Directors and volunteers for Bright Futures Atlanta, an organization offering academic curriculum, after school programming, and a summer camp for youth within the Bankhead community. He also serves on the Board of Directors for the Emerging 100 of Atlanta, an organization dedicated to the academic and vocational success of youth within disadvantaged communities in Atlanta, and is a member of LEAD Atlanta, class of 2019. Education + Certifications: Georgia Tech Scheller College of Business – MBA | Concentrations: Strategy & Innovation, Entrepreneurship, and Real Estate University of New Orleans – Bachelor of Science in Finance | Minor: Management Series 7, General Securities Representative, Series 63, Uniform Securities Agent Series 79, Investment Banking Representative Lean 6 Sigma Green Belt Certified
Relevant Projects Temple Square, College Park GA / Minority Partner: A 17-unit single family attached for sale development composed of 5 different floor plans ranging from 1,850 SF to 2,500 SF located within the historic College Park, Georgia. Temple Square was designed to appeal to families as well as empty nesters or family families without children. The project was priced to appeal to potential owners who represent the shrinking middle class. Temple Square will be a part of a master planned project, The Pad in College Park, which will include apartments, retail, and hotels. 2590 Jerome Rd, College Park GA / Managing Partner: An acquisition of a 14-unit value-add apartment building located off of Old National Hwy in the heart of the historic College Park, Georgia. The project was converted to 15 units and will house low-to moderate income individuals through a community engagement partnership with agency partners such as Hope Atlanta, Viewpoint Health, and Fulton Affordable Housing.
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Cannon Equities, Inc.
/ Development Core Team
Dwight Bell, Principal and Co-Founder 3001 Lookout Place NE, Atlanta GA 30305 Phone: 404 494 7202 | Email: dbell@cannonequities.com Web: www.cannonequities.com
Cannon Equities Profile Cannon Equities is a diversified full-service real estate firm based in Atlanta, Georgia specializing in developing and investing in commercial, residential, and mixed-use real estate. The company targets major Southeastern U.S. markets to invest, develop, and provide master developer/project/asset management and consulting services to its clients. Through a focused, value-add approach, its principals have been involved in the development, acquisition, disposition, and operations of over $4 billion of real estate projects. Cannon also positions its projects so that they have a positive and sustainable impact on the communities in which they serve.
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Dwight Bell
/ Strategic Partner
Firm: Cannon Equities / Principal and Founder Role: Strategic Partner Professional Background: Dwight Bell founded Cannon Equities in 2001 as a diversified investment/development company specializing in commercial, residential, and mixed-use institutional grade real estate. Targeted projects are uniquely located in select markets and range in size from $5 million to more than $100 million. He brings a long track record with 39 years of real estate experience in Atlanta and other major US markets. He has significant experience in managing the “value enhancement” process on both existing properties as well as new development opportunities, as exemplified by his diverse and successful real estate accomplishments. He also has a strong record of successfully executing real estate projects with a variety of US based and international investor/partners. Mr. Bell is currently a member of the National Board of Directors of NAIOP and served as the 2016 President of NAIOP (Georgia chapter). He also served as a member of the Board of Directors for the Atlanta Commercial Board of Realtors in 2017. In addition, he has served for many years in various roles with the U.S. Olympic Committee and the International Olympic Committee. Mr. Bell is a graduate of The University of Alabama with a degree in Commerce and Business Administration.
Relevant Projects Vickery Village, Cumming GA / Master Developer: Vickery Village is an award winning 200 acre master planned “New Urbanism” community located in Forsyth County, Georgia. Cannon Equities principal Dwight Bell was retained by Wells Fargo Bank in 2010 as master developer to take over all aspects of the project following foreclosure. Vickery includes over 700 residential units, along with 200,000 square feet of commercial/retail space organized in a “town center” format. The successful implementation of its repositioning and disposition strategy resulted in a net recovery for the bank more than double what the bulk sale value would have generated in late 2009. Seventh Midtown, Atlanta GA / Master Developer: SEVENTH Midtown is a luxury mixed use project combining 5,000 square feet of ground floor retail space with twenty 2- and 3-bedroom condominiums. SEVENTH Midtown was the first new condominium project in this current cycle, and the first project to deliver larger, more well-appointed condos to the market. SEVENTH Midtown delivered in February of 2016 with 17 out of the 20 units sold, and all remaining inventory sold out by July 2016. The Quarter, Atlanta, GA / Master Developer: The Quarter is a 44 acre urban in-fill site in the West Side market area of Atlanta. Cannon is the master developer for this project managing all aspects of implementation, including zoning, permitting, legal infrastructure, installation of all horizontal improvements/infrastructure, marketing/branding, and design. The project is now zoned for 1 million square feet of residential space, and 100,000 square feet of commercial design. The master plan will combine townhomes, stacked flats, multifamily units, and a town center with retail and studio office space in an urban style architecture. Completion is targeted for 2021.
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Wamsley LLC
/ Development Core Team
Thomas F. Wamsley, Jr., Managing Director 2788 Dover Road, Atlanta GA 30327 Phone: 404 863 3483 | Email: twamsley@wamsleyllc.com
Wamsley LLC Profile Wamsley, LLC is a merchant banking firm which provides integrated capital, strategic and operating resources to companies in partnership with financial and operating partners. Financial and operating partners include private equity firms investing in real estate opportunities as well as real estate developers engaged in various classes of real estate projects.
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Tom Wamsley
/ Strategic Partner
Firm: Wamsley LLC / Owner and Founder Role: Strategic Partner Professional Background: Tom Wamsley has more than 34 years of legal experience in litigation, representing clients across the country in the areas of business and commercial litigation, professional liability, product liability and toxic torts including over 15 years working with Georgia-Pacific as part of the national trial team. He has served as outside general counsel for a number of middle-market companies, working closely with management to control and manage risk and legal spend, and also to develop business and marketing strategies. As an entrepreneur, Tom has actively participated in a number of businesses, including franchise, golf course construction and development, specialty finance, logistics and consumer products companies. Prior to forming Wamsley, LLC he was a partner in Acceleration Equity Partners and an Advisor to BlueArc Capital Management, and he continues to work closely with other partners to source and execute transactions including operating companies, venture and real estate opportunities primarily in the southeast. Tom provides integrated capital, strategic and operating resources to emerging growth companies as a partner with Forte Investment Management. He co-founded and served as COO of Analytic Solutions, which provides CRM systems, including analytical and transactional modules, to all tiers of the beverage alcohol industry and to other commercial clients. He also co-founded CSC Ecommerce which markets and operates an SaaS e-Commerce solution. Tom served on the managing boards of the Atlanta Bar Association, the Atlanta Volunteer Lawyers Foundation, Atlanta Council of Younger Lawyers, and the Atlanta Legal Aid Society Advisory Committee. He has been active in the community serving as Co-President of the Trinity School Parents Association, Metro Atlanta Furniture Bank, Friends of East Lake Junior Golf Academy, A+ Squash, Atlanta Junior Golf Association, Peachtree Presbyterian Community Concerns Committee among others. Education + Certifications: University of South Carolina, JD, 1986 Vanderbilt University, BA, Economics, 1983
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Good Places
/ Programming Core Team
Cherie Ong, Principal and Founder 340 Auburn Ave, Atlanta GA 30312 Phone: 678 641 6428 | Email: cherie@goodplaces.properties Web: www.goodplaces.io
Good Places Profile Good Places was founded in Atlanta in 2017 to develop places where people and organizations can come together to make a difference. We work directly with impact investment funds, affordable housing advocates, planners, academic institutions, city administrators, nonprofits, faith based and neighborhood organizations to create more effective pathways to innovation and scale in affordable housing and commercial spaces. Our goal is to create long term sustainable, local community-aligned spaces and develop equitable places to live, work and play. We do this by investing in and developing catalytic demonstration projects such as Awethu House, the City of Atlanta’s first 100% micro unit development. Currently we are creating a development toolbox and program in partnership with several non-profit and faith-based land owners working to help them activate and develop over 100 acres of land, 75,000+ SF of existing mixed use buildings and over 200 affordable housing units. Good Places is proud to be the first US affiliate of the international Ethical Property family. Originally established in the UK in 1998 and now in Belgium, France and Australia, the Ethical Property Company (www.ethicalproperty.co.uk) is one of the largest social businesses in the UK, owning and/or managing a total of 23 Centres across England, Scotland and Wales providing office, meeting, event and retail space to over 1000 mission oriented organizations each year.
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Cherie Ong
/ Programming Lead
Firm: Good Places Role: Programming Lead Professional Background: Cherie Ong is a real estate developer and business consultant working to create innovative, sustainable and equitable communities in Atlanta. She co-founded Good Places because she loves creating values driven mission-aligned good places for local communities. With over 20 years in strategy and management consulting experience in the private and non-profit sector, she thrives at the intersection of corporate, not-for-profit, faith-based & government organizations finding effective solutions to create innovative, sustainable and transformational outcomes for the advancement of those living on the margins. Cherie is an active Board Member of the Urban Land Institute of Atlanta and was recently recognized through LISC’s 2020 Michael Rubinger Community Fellowship award. She speaks regularly at ULI, Atlanta Symposium Studies and Bisnow on the topic of foreign investment, social impact and equity. Current + Past Employment: Currently the Founder and Owner of Good Places (Atlanta, GA) Previously Director and US representative for The Creations Group Education + Certifications: Trinity Evangelical Divinity School - MA in Religious Studies, Ridley College - MDiv Securities Institute of Australia - Grad. Dip. in Applied Finance and Investment University of Melbourne - BComm (Accounting & Finance); Honours Economics
Relevant Projects Awethu House, Atlanta GA / Developer: An innovative mixed-use impact development project in the heart of the civil rights district in Sweet Auburn, The Awethu House located at 340 Auburn Ave. The development is the home to seven affordable micro-housing units on the second floor above a retail storefront. The Micro-Housing is the first in Atlanta and consists of 2 suites dedicated to moderate-income individuals, 3-4 market rate suites, and 1-2 “Airbnb” style short-term suites. M Rich Center, Atlanta GA / Developer: A transformation of a 100,000 sqft abandoned historic site in downtown Atlanta into a thriving community of 30+ creative and socially conscious businesses. In tandem, founded the South Downtown Initiative that worked with local cross sector stakeholders and other like-minded organizations including the Goat Farm and the Center for Civic Innovation to create sustainable long term value for the neighborhood. The Creations Group / Fund Manager: Established an international real estate investment fund management company, The Creations Group in the US by developing a local office and brand presence, creating local partnerships and deal flow resulting in a doubling of its US asset base to $40M in 2 years.
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John EJ Lee
/ Operations
Firm: Good Places / Partner Role: Operations Professional Background: EJ is a conceptual architect and social impact strategist, who is passionate about designing innovative solutions for social, economic, and environmental impact through real estate development. Born and raised in Atlanta, EJ is always looking for opportunities to challenge norms, pioneer new initiatives, and maximize opportunities. With 15+ years of leading and managing nonprofits and faith based teams for mission driven outcomes, EJ places a high value on doing good and positively influencing the lives of people. In addition to Good Places, EJ is a Senior Associate for Giant Worldwide, a global leadership consultancy. Current + Past Employment: Currently at Good Places LLC (Atlanta, GA) Education + Certifications: Columbia Theological Seminary - Masters of Divinity University of Alabama - Bachelor of Science, Biology University of Pennsylvania - Certificate in Social Impact Strategy Evangelical Church Alliance International Ordination
Relevant Projects Awethu House, Atlanta GA: An innovative mixed-use impact development project in the heart of the civil rights district in Sweet Auburn, The Awethu House located at 340 Auburn Ave, was developed with a historic and cultural preservation lens and is home to community-minded individuals and organizations. The two-story 6,000 Square-foot development is the home to Remerge (501c3) and the Atlanta Breakfast Club as well as The Guild operating the seven affordable micro-housing units on the second floor. The Micro-Housing is the first in Atlanta and consists of 2 suites dedicated to moderate-income individuals, 3-4 market rate suites, and 1-2 “Airbnb� style short-term suites.
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eightvillage
/ Design Core Team
Pavan Iyer, Principal and Founder 135 Auburn Ave, Atlanta GA 30303 Phone: 678 371 7791 | Email: pavan@eightvillage.com Web: www.eightvillage.com
eightvillage Profile Ashtagrama (literally in Sanskrit, “eight villages”) was a group of small communities in the Kolar District of Karnataka, India. In the early 16th century, a small group of brahmins known as the “Ashtagrama Iyers” from Tamil Nadu migrated to the Ashtagrama group of villages, at the request of the existing government. They came as learned priests, Vedic scholars and agriculturists, soon transforming the kingdom from a poor community into a well-educated and prosperous one. eightvillage is a place-based design firm that continues the ethos of the Ashtagrama. Our projects are local to Atlanta, and we root ourselves with the people we work with. We strive to bring together facets of architecture, urban design, ecology, and education to collaborate and help foster a sense of place. We use our technical skillset as architects, planners and designers to supplement our empathetic process and produce impactful projects for people and the planet. Our firm has been identified as a local leader in housing solutions and policy, and have been tapped to consult with various cities in shaping affordable housing policy. Our self-initiated project, Backyard ATL, has been heralded as an innovative and unique solution to community development and affordable housing. Backyard ATL pays for, designs and constructs an ADU in a low to moderate income homeowner’s backyard. We rent out the unit affordably while sharing the revenue with the homeowner in exchange for the land, providing passive income to those who otherwise cannot tap into passive income.
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Pavan Iyer
/ Housing Strategy
Firm: eightvillage / Co-Founder Role: Housing Strategy Professional Background: Pavan Iyer is a licensed architect in the state of Georgia and former Buzz graduated from Georgia Tech with a Master’s in Architecture and a minor in Environmental Science. Prior to eightvillage, Pavan was a designer at Lake Flato in San Antonio, working on award-winning projects of all scales, including net-zero water houses, higher education buildings, and urban projects. Upon returning to Atlanta, Pavan played an integral part in starting-up and piloting numerous local initiatives, including Ryan Gravel’s urban think-tank Generator, a non-profit dedicated to fostering ideas for cities by people. Current + Past Employment: Currently the Owner and Co-Founder of eightvillage (Atlanta, GA) Urban designer at Ryan Gravel’s Sixpitch and Generator companies (Atlanta, GA) Designer at Lake Flato Architects (San Antonio, TX) Education + Certifications: Georgia Tech - M.Arch and Minor in Environmental Science Licensed Architect - GA
Relevant Projects Backyard ATL, Atlanta GA: An affordable housing initiative that provides Atlanta homeowners with backyard space a platform to earn additional income with their property and help lower income homeowners stay in place. The homeowner signs a ground lease with Backyard ATL and receives monthly payments in exchange for allowing us to build an ADU in their backyard. Currently it is an on-going effort to construct 200-300 ADUs in the next 2 years. The Pearl (Phase IV), San Antonio TX (as a designer at Lake Flato): A 21-acre site featuring the Hotel Emma, a 146-key boutique hotel built inside the original brew house and cellar buildings, 18 restaurants and bars occupying 109,400 square feet, an amphitheater overlooking the Riverwalk, 410,600 square feet of residential space, 121,500 square feet for commercial office use and 17,800 square feet of banquet space. The Pearl is also home to the 30,500-square-foot Culinary Institute of America, which includes an exclusive Latin Cuisines Kitchen with both indoor and outdoor cooking stations. This visionary development created a dynamic, pedestrian-oriented urban district that reflects the unique character and culture of San Antonio while revitalizing this landmark destination. Pavan was involved in the planning and design of Phase IV . Magdelena Hotel and Condos, Austin TX (as a designer at Lake Flato): Five-story boutique hotel and residences and first mass timber structure in Austin, TX. The 73,735-square-foot hotel offers 89 keys with a ground floor restaurant, bar, and event space. The project is designed to meet high sustainability goals, including net zero energy and net zero water usage. The project is set to open Spring 2020.
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Joel Jassu
/ Urban Design
Firm: eightvillage / Co-Founder Role: Urban Design Professional Background: With a particular interest in the intersection of architecture, ecology and urban design, Joel Jassu is currently the lead designer at eightvillage - a small architecture, urban design and real estate firm in Atlanta, GA. Cultural empathy and projects whose goals are beyond fulfilling program requirements are key drivers in his search for innovation in both architecture and Urban Design Practices. Current + Past Employment: eightvillage - Atlanta GA (Co-Founder/Lead Designer) Georgia Conservancy - Atlanta GA (Lead Urban Designer) Perkins+Will - Atlanta GA (Architectural Designer) Looney Ricks Kiss - Memphis TN (Architectural/Urban Designer) Education + Certifications: Bachelor of Fine Arts degree in Architecture (University of Memphis) Masters of Architecture (Georgia Institute of Technology) Masters of Science in Urban Design (Georgia Institute of Technology)
Relevant Projects South Junction Apartments, Memphis TN: South Junction is part of historic downtown Memphis and part of a modern urban community. It’s the place where active people live, bike and play among canopied trees and paths connecting life to arts, dining, transit, farmers market and parks. South Junction is sustainable living, from recycled railroad land and energy efficient construction, to access to alternative transportation and local goods and services. This means lower cost-of living and lower impact living. Located on the Main-to-Main bike path connecting downtown Memphis to the historic heart of West Memphis. Bowen Homes Master Plan, Atlanta GA: The project aims to answer very broad questions of climate change, how to retrofit urban infrastructure, and how retrofitting automobile dominated sites can be done by working collaboratively with the Georgia Conservancy,the Westside Watershed Alliance and environmental engineering consultants to prepare a new master plan for NPU-G - In this case former Bowen Homes site. The challenge to NPU-G, was to contribute ecologically to the re- purposing of Proctor Creek, while also guiding and stimulating future real estate development, and addressing gentrification in creative ways.
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Jessica Noel
/ Creative Strategy
Firm: eightvillage Role: Creative Strategy Professional Background: Marrying creativity and strategy to solve complex, social problems is Jessica’s passion. With her desire to creatively engage and empower marginalized voices, Jessica majored in documentary photography at Florida A&M University. With the desire to further learn how to share these stories on a global scale, she attended Miami Advertising School with a dual focus in art direction and design. Prior to partnering with eightvillage, Jessica has aided in creatively mobilizing communities and crafting community-focused strategies in tackling issues of youth homelessness, voter rights and education, early childhood education, and literacy. Her professional experiences include purposeful, creative consulting with The Boston Consulting Group as well as local and national NPO’s; The League of Young Voters, SoulFood Cypher, WonderRoot, and Generator. Current + Past Employment: Sr. Art Director at Purpose-Driven, Creative Consulting Firm Southeast Organizer for The League of Young Voters Creative Strategy Consultant at GENERATOR– A NPO, community think tank Education + Certifications: Graduate of Florida A&M University Graduate of Miami Ad School at Portfolio Center
Relevant Projects Integrated Child Development Services, Rajasthan India: Worked with the Integrated Child Development Services (ICDS) of Rajasthan to develop an integrated marketing campaign and internal strategy. Tasked to re-envision and reposition the role of the Anganwadi worker in her community and within ICDS to elevate the importance of her role in early childhood health and education. Indian Creek Elementary School, Atlanta GA: Designed a literacy and storytelling workshop for Indian Creek Elementary School. I partnered with teachers, a local NPO, and the 5th grade class to help students craft their personal narratives to strengthen reading and writing skills and command of language for english learners. Generator, Atlanta GA: Partnered with Generator–– a non-profit organization that works to bring together and leverage the voices and work of community leaders to generate ideas that shape the future of their city and neighborhood. I worked as a creative strategy consultant for Generators fundraising strategy, visual identity and branding, social media strategy, and brand launch strategy.
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Assemblage Strategy Anticipated acquisition strategy and pricing provided by SSG Realty
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Land Assemblage Strategy
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Target Area A
Target Area B
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Target Area C
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Target Pricing Summary Target Area A B C Sum Total
Acres
Min
9.62 7.52 6.14 23.28 $/acre
$9,259,200 $6,385,400 $4,998,390 $20,642,990 $886,718.76
Target Area A Target Pricing Map # 1 2 3 Total
Acres 6.94 1.47 1.21 9.62
SF/Units 41254 12544 480
Zoning I-1 MRC-2-C MRC-2-C
Target Area B Target Pricing Map # 1 2 3 4 5 6 7 8 9 10 11 12 13 14 Total
Acres 0.44 0.51 0.22 2.64 1.89 0.76 0.11 0.09 0.10 0.36 0.27 0.04 0.04 0.05 7.52
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SF/Units
19107 18
Zoning MRC-2-C MRC-2-C MRC-2-C MRC-2-C I-1 MRC-2-C MRC-2-C MRC-2-C MRC-2-C MRC-2-C MRC-2-C MRC-2-C MRC-2-C MRC-2-C
Max
Offer Price
$13,490,500 $8,550,000 $9,190,425 $5,800,400 $7,931,675 $4,897,790 $30,612,600 $19,248,190 $1,314,962.93 $826,805.18
Target Pricing Min Max $6,940,000 $10,410,000 $1,254,400 $1,568,000 $1,064,800 $1,512,500 $9,259,200 $13,490,500 w/fee
Offer Price $6,500,000 $1,250,000 $800,000 $8,550,000 $8,794,500
Target Pricing Min Max $435,300 $652,950 $505,100 $757,650 $218,100 $327,150 $1,910,700 $2,388,375 $1,889,300 $2,833,950 $360,000 $630,000 $108,600 $162,900 $90,900 $136,350 $95,900 $143,850 $359,300 $538,950 $271,500 $407,250 $44,600 $66,900 $43,800 $65,700 $52,300 $78,450 $6,385,400 $9,190,425 w/fee
Offer Price $225,000 $1,200,000 $300,000 $1,900,000 $800,000 $325,000 $100,000 $90,000 $90,000 $359,300 $271,500 $44,600 $40,000 $55,000 $5,800,400 $6,032,416
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Target Area C Target Pricing Map # 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 Total
Acres 0.32 0.19 0.13 0.19 0.13 0.39 0.32 0.30 0.51 0.13 0.93 1.03 0.34 0.31 0.31 0.62 6.14
SF/Units 4 4
1 1 2
Zoning MRC-1-C MRC-1-C MRC-1-C MRC-1-C MRC-1-C MRC-1-C MRC-2-C MRC-2-C MRC-2-C MRC-2-C MRC-2-C MRC-2-C R-4B R-4B R-4B R-4B
Target Pricing Min Max Offer Price $315,700 $473,550 $315,700 $189,400 $284,100 $425,000 $126,300 $189,450 $500,000 $189,400 $284,100 $450,000 $126,300 $189,450 $394,900 $592,350 $315,700 $473,550 $315,700 $303,000 $454,500 $303,000 $514,300 $771,450 $514,300 $126,300 $189,450 $1,750,000 $932,000 $1,398,000 $1,031,000 $1,546,500 $34,090 $85,225 $34,090 $100,000 $250,000 $90,000 $100,000 $250,000 $75,000 $200,000 $500,000 $125,000 $4,998,390 $7,931,675 $4,897,790 w/fee $5,093,702
*SSG Realty Partners, LLC has made every effort to obtain the Information provided above through sources deemed reliable and has no reason to doubt its accuracy.
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Retail, Non-residential and Housing Examples Examples and imagery of potential retail, non-residential uses and housing
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Retail and Non-Residential Examples Examples and thoughts on potential retail and non-residential strategy
Future-Thinking Entertainment Potential to include e-sports as an entertainment anchor, which also can provide after-school programs
Local Restaurants Local and minority-owned restaurants and eateries
Small-Footprint Grocery Prioritize small neighborhood groceries over large-chain grocers
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Public Living Room Public living room for the neighborhood and communtiy
Networking Spaces Ground-floor and rooftop spaces for community and professional networking
Childcare Spaces for childcare and after-school programming
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Housing Examples Examples and thoughts on potential housing strategy
Shared Porches Shared porches to encourage indoor-outdoor social connections
Intimate Courtyards Courtyards that are exemplary of urban ecology, integrating nature into the development seamlessly with social interaction
Exterior Circulation Exterior circulation to allow for passive ventilation and integration of the community into nature
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Shared Living Communal living allows for alternative affordable options and a diversity of residents
Flexible Units Options for extra beds to allow for roommates and parents with children to live together
Micro-units Smaller units to allow for more density while providing an in-demand alternative living option
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Demographic Data Data and analysis provided by Neighborhood Nexus
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Neighborhood Nexus | Regional Fact Sheets Neighborhood Statistical Area V02: Adair Park, Pittsburgh
The data presented in this fact sheet come from the Decennial Census, the American Community Survey, the Longitudinal Employer-Household Dynamics Program, and the Atlanta Police Department. To better understand the nature of Atlanta’s neighborhoods and neighborhood change over time, Neighborhood Nexus has developed Neighborhood Statistical Areas (NSAs). These areas approximate the city’s neighborhoods using U.S. Census geographies to ensure the most accurate possible data. Please see the end of this report for more details about the data and Neighborhood Nexus. The map to the right shows Atlanta and its NPUs. The highlighted portion shows the location of the NSA covered in this fact sheet.
Change Measures Population1 Total population Under age 18 Non-Hispanic White Non-Hispanic Black or African-American Non-Hispanic Asian Non-Hispanic other2 Hispanic or Latino, all races Households and Families3 Total households Households with a child under age 18 Family households Married-couple family with child under age 18 Single-parent family with child under age 18 Average household size
1
72
Demographic Data
2014-18 4,791 23.2%
2000 5,491 30.3%
Change -700 -7.1%
9.4% 85.5% 1.5% 2.8% 0.9%
3.3% 86.7% 7.7% 0.9% 1.5%
6.1% -1.2% -6.2% 1.9% -0.6%
2014-18 1,906 26.6% 47.4% 3.8% 16.6%
2000 1,835 39.9% 62.8% 8.6% 22.0%
Change 71 -13.3% -15.4% -4.8% -5.4%
2.5
3.0
-0.5
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Neighborhood Statistical Area V02 Fact Sheet
Change Measures, continued... Educational Attainment4 Population ages 25 and over No high school diploma Bachelor’s degree or higher
2014-18 3,057 18.5% 19.6%
2000 3,217 44.0% 5.5%
Change -160 -25.5% 14.1%
Employment5 Total workers residing in Neighborhood Statistical Area Workers with earnings $1250/month or less Workers with earnings $1251/month to $3333/month Workers with earnings greater than $3333/month
2017 2,014 28.7% 43.3% 28.0%
2002 2,075 34.6% 52.0% 13.4%
Change -61 -5.8% -8.8% 14.6%
Total jobs located in Neighborhood Statistical Area Jobs with earnings $1250/month or less Jobs with earnings $1251/month to $3333/month Jobs with earnings greater than $3333/month
1,159 21.4% 46.1% 32.5%
1,293 27.7% 52.7% 19.6%
-134 -6.3% -6.7% 13.0%
0.6
0.6
-0.0
2014-18 $26,599
2000 $20,658
Change $5,940
4,681 35.5%
5,377 35.7%
-696 -0.2%
2014-18 2,895 65.8% 34.2%
2000 2,219 82.7% 17.3%
Change 676 -16.9% 16.9%
1,906 29.3% 70.7%
1,835 35.1% 64.9%
71 -5.8% 5.8%
2014-18 1,906 34.0%
2000 1,835 39.7%
Change 71 -5.7%
Jobs/workers ratio Income and Poverty6 Median household income Population for whom poverty status is determined Population below poverty Housing7 Total housing units Occupied housing units Vacant housing units Occupied housing units Owner occupied housing units Renter occupied housing units Access to a Vehicle8 Occupied housing units No vehicle available
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Demographic Data 2
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Neighborhood Statistical Area V02 Fact Sheet
Change Measures, continued... Crime Rates, per 10,000 Population9 All Part I crimes Violent crime Murder Robbery Aggravated assault Property crime Burglary Larceny Vehicle theft
74
2015-19 1,070.3 237.5 8.3 88.1 141.1 832.8 163.2 475.9 193.7
Demographic Data 3
2010-14 1,487.0 338.6 7.1 134.0 197.5 1,148.4 443.3 461.7 243.4
Change -416.6 -101.0 1.3 -45.9 -56.4 -315.6 -280.1 14.2 -49.7
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Neighborhood Statistical Area V02 Fact Sheet
Current Data: Demographic Sex and Age, 2014-1810 Total population Male Female
Estimate 4,791 48.6% 51.4%
Margin of Error ±435 ±4.3% ±3.9%
6.8% 6.9% 6.3% 5.5% 10.6% 18.8% 14.5% 9.2% 4.1% 6.0% 7.8% 3.0% 0.5%
±2.1% ±2.0% ±1.9% ±2.2% ±3.7% ±3.2% ±2.7% ±2.1% ±1.4% ±1.5% ±1.7% ±1.2% ±0.5%
32.2
±1.2
Race and Ethnicity, 2014-1811 Total population Hispanic or Latino (of any race) Not Hispanic or Latino White alone Black or African American alone American Indian and Alaska Native alone Asian alone Native Hawaiian and other Pacific Islander alone Some other race alone Two or more races
Estimate 4,791 0.9% 99.1% 9.4% 85.5% 0.0% 1.5% 0.0% 0.0% 2.8%
Margin of Error ±435 ±0.6% ±0.4% ±2.8% ±4.9% ±0.5% ±1.5% ±0.5% ±0.5% ±2.3%
U.S. Citizenship Status, 2014-1812 Foreign-born population Naturalized U.S. citizen Not a U.S. citizen
Estimate 198 52.5% 47.5%
Margin of Error ±92 ±28.8% ±10.1%
Citizen, Voting Age Population, 2014-1813 Citizen, 18 and over population Male Female
Estimate 3,586 48.7% 51.3%
Margin of Error ±340 ±6.0% ±3.0%
Under 5 years 5 to 9 years 10 to 14 years 15 to 19 years 20 to 24 years 25 to 34 years 35 to 44 years 45 to 54 years 55 to 59 years 60 to 64 years 65 to 74 years 75 to 84 years 85 years and over Median age (years)
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Demographic Data 4
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Neighborhood Statistical Area V02 Fact Sheet
Current Data: Economic Income, 2014-1814 All households Less than $10,000 $10,000 to $14,999 $15,000 to $24,999 $25,000 to $34,999 $35,000 to $49,999 $50,000 to $74,999 $75,000 to $99,999 $100,000 to $149,999 $150,000 to $199,999 $200,000 or more Median household income (dollars) Mean household income (dollars)
76
Estimate 1,906 18.8% 10.9% 17.8% 13.9% 11.2% 15.1% 4.5% 4.0% 2.4% 1.5% $26,599 $41,374
Margin of Error ±120 ±4.3% ±3.4% ±4.2% ±3.9% ±3.3% ±4.3% ±2.3% ±2.0% ±1.9% ±1.3% ±2,877 ±5,470
Households with earnings Mean earnings (dollars) Households with Social Security Mean Social Security income (dollars) Households with retirement income Mean retirement income (dollars) Households with Supplemental Security Income Mean Supplemental Security Income (dollars) Households with cash public assistance income Mean cash public assistance income (dollars) Households with Food Stamp/SNAP benefits in the past 12 months
74.6% $45,989 27.4% $12,249 7.1% $17,290 11.3% $8,103 2.0% $1,541 33.3%
±4.7% ±6,768 ±3.8% ±1,363 ±2.6% ±4,199 ±3.4% ±1,092 ±1.4% ±1,250 ±5.3%
Family households Less than $10,000 $10,000 to $14,999 $15,000 to $24,999 $25,000 to $34,999 $35,000 to $49,999 $50,000 to $74,999 $75,000 to $99,999 $100,000 to $149,999 $150,000 to $199,999 $200,000 or more Median family income (dollars) Mean family income (dollars)
904 13.7% 8.5% 22.2% 14.0% 11.6% 18.0% 4.8% 4.1% 1.2% 1.8% $28,731 $45,007
±116 ±6.3% ±4.9% ±7.3% ±5.4% ±5.0% ±6.3% ±3.6% ±3.1% ±2.0% ±2.2% ±4,491 ±9,036
Demographic Data 5
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Neighborhood Statistical Area V02 Fact Sheet
Current Data: Economic, continued...
Income, 2014-18, continued...15 Nonfamily households Median nonfamily income (dollars) Mean nonfamily income (dollars)
Estimate 1,002 $23,934 $37,511
Margin of Error ±127 ±4,508 ±7,257
Median earnings for workers (dollars) Median earnings for male full-time, year-round workers (dollars) Median earnings for female full-time, year-round workers (dollars)
$22,288 $37,011
±2,357 ±2,971
$29,869
±3,031
Per capita income (dollars)
$19,051
±3,122
Estimate 904 32.1%
Margin of Error ±116 ±8.4%
Families with related children under 18 years Percent below poverty Families with related children under 5 years only Percent below poverty
476 40.8% 115 38.3%
±110 ±12.8% ±69 ±35.5%
Married couple families Percent below poverty Married couple families with related children under 18 years Percent below poverty Married couple families with related children under 5 years Percent below poverty
304 10.2% 98 0.0% 43 0.0%
±75 ±10.5% ±49 ±23.0% ±35 ±52.4%
Families with female householder, no husband present Percent below poverty Families with female householder, no husband present with related children under 18 years Percent below poverty Families with female householder, no husband present with related children under 5 years Percent below poverty
551 45.0% 348
±109 ±11.0% ±90
52.6% 61
±13.6% ±48
54.1%
±36.0%
Families Below Poverty Level, 2014-1816 All Families Percent below poverty
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Demographic Data 6
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Neighborhood Statistical Area V02 Fact Sheet
Current Data: Economic, continued...
78
People Below Poverty Level, 2014-1817 Total population Percent below poverty Population under 18 years Percent below poverty Population 18 years and over Percent below poverty Population 18 to 64 years Percent below poverty Population 65 years and over Percent below poverty
Estimate 4,681 35.5% 1,001 48.7% 3,680 31.9% 3,139 31.4% 541 34.6%
Margin of Error ±413 ±5.9% ±190 ±10.5% ±357 ±5.0% ±342 ±5.6% ±100 ±9.7%
Poverty by Race/Ethnicity, 2014-1818 Non-Hispanic White population Percent below poverty Black population Percent below poverty Asian population Percent below poverty Hispanic or Latino population Percent below poverty
Estimate 449 10.0% 3,994 38.8% 70 0.0% 41 12.2%
Margin of Error ±142 ±10.4% ±414 ±6.6% ±74 ±32.2% ±30 ±48.1%
Demographic Data 7
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Neighborhood Statistical Area V02 Fact Sheet
Current Data: Employment Employment Status, 2014-1819 Population 16 years and over In labor force Civilian labor force Employed Unemployed Armed Forces Not in labor force
Estimate 3,796 68.2% 68.2% 56.4% 11.7% 0.0% 31.8%
Margin of Error ±341 ±5.3% ±5.3% ±4.5% ±4.5% ±2.7% ±4.3%
Civilian labor force Unemployment Rate
2,587 17.2%
±307 ±6.4%
Females 16 years and over In labor force Civilian labor force Employed
1,924 68.9% 68.9% 58.4%
±214 ±6.9% ±6.9% ±6.6%
Own children of the householder under 6 years All parents in family in labor force
340 94.7%
±129 ±15.5%
Own children of the householder 6 to 17 years All parents in family in labor force
587 95.9%
±175 ±8.2%
Estimate 2,141 0.0% 2.8% 3.5% 1.1% 10.8% 11.0% 1.4% 3.3% 11.9%
Margin of Error ±256 ±1.5% ±2.2% ±2.2% ±1.4% ±3.7% ±4.7% ±1.4% ±2.1% ±3.3%
25.2% 17.9%
±4.8% ±4.8%
5.9% 5.1%
±2.9% ±2.5%
Industry, 2014-1820 Civilian employed population 16 years and over Agriculture, forestry, fishing and hunting, and mining Construction Manufacturing Wholesale trade Retail trade Transportation and warehousing, and utilities Information Finance and insurance, and real estate and rental and leasing Professional, scientific, and management, and administrative and waste management services Educational services, and health care and social assistance Arts, entertainment, and recreation, and accommodation and food services Other services, except public administration Public administration
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Demographic Data 8
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Neighborhood Statistical Area V02 Fact Sheet
Current Data: Employment, continued...
Occupation, 2014-1821 Civilian employed population 16 years and over Management, business, science, and arts occupations Service occupations Sales and office occupations Natural resources, construction, and maintenance occupations Production, transportation, and material moving occupations
Estimate 2,141 23.6% 30.5% 24.2% 6.4% 15.2%
Margin of Error ±256 ±3.8% ±5.2% ±4.9% ±3.9% ±4.2%
Class of Worker, 2014-1822 Civilian employed population 16 years and over Private wage and salary workers Government workers Self-employed in own not incorporated business workers Unpaid family workers
Estimate 2,141 78.2% 16.8% 5.0% 0.0%
Margin of Error ±256 ±4.9% ±4.9% ±2.3% ±1.5%
Job Flows, 201723 Total Jobs in Neighborhood Statistical Area Held by residents of Neighborhood Statistical Area Held by non-residents of Neighborhood Statistical Area
2017 1,159 1.7% 98.3%
Jobs by Industry Sector, 201724 Total Jobs in Neighborhood Statistical Area Goods Producing sectors Trade, Transportation, and Utilities sectors All Other Services sectors
2017 1,159 28.2% 51.2% 20.6%
Total Jobs in Neighborhood Statistical Area held by Neighborhood Statistical Area residents Goods Producing sectors Trade, Transportation, and Utilities sectors All Other Services sectors
20.0% 25.0% 55.0%
Jobs by Earnings, 201725 Total Jobs in Neighborhood Statistical Area Jobs with earnings $1250/month or less Jobs with earnings $1251/month to $3333/month Jobs with earnings greater than $3333/month
2017 1,159 21.4% 46.1% 32.5%
Total Jobs in Neighborhood Statistical Area held by Neighborhood Statistical Area residents Jobs with earnings $1250/month or less Jobs with earnings $1251/month to $3333/month Jobs with earnings greater than $3333/month
80
Demographic Data 9
20
20 35.0% 35.0% 30.0%
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Neighborhood Statistical Area V02 Fact Sheet
Current Data: Employment, continued...
Jobs by Age of Worker, 201726 Total Jobs in Neighborhood Statistical Area Jobs with workers age 29 or younger Jobs with workers age 30 to 54 Jobs with workers age 55 or older
2017 1,159 21.0% 53.1% 26.0%
Total Jobs in Neighborhood Statistical Area held by Neighborhood Statistical Area residents Jobs with workers age 29 or younger Jobs with workers age 30 to 54 Jobs with workers age 55 or older
20 20.0% 70.0% 10.0%
Current Data: Education School Enrollment, 2014-1827 Population 3 years and over enrolled in school Nursery school, preschool Kindergarten Elementary school (grades 1-8) High school (grades 9-12) College or graduate school
Estimate 1,384 6.2% 5.9% 39.5% 17.8% 30.6%
Margin of Error ±272 ±3.7% ±3.6% ±6.5% ±6.6% ±7.8%
Educational Attainment, 2014-1828 Population 25 years and over Less than 9th grade 9th to 12th grade, no diploma High school graduate (includes equivalency) Some college, no degree Associate’s degree Bachelor’s degree Graduate or professional degree
Estimate 3,057 4.3% 14.2% 33.4% 20.5% 7.9% 12.7% 6.9%
Margin of Error ±282 ±2.4% ±3.3% ±4.9% ±4.2% ±2.7% ±2.9% ±2.4%
81.5% 19.6%
±4.7% ±3.6%
Percent high school graduate or higher Percent bachelor’s degree or higher
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Demographic Data 10
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Neighborhood Statistical Area V02 Fact Sheet
Current Data: Housing Households by Type, 2014-1829 Total households Family households (families) With own children under 18 years Married-couple family With own children of the householder under 18 years Male householder, no wife present, family With own children of the householder under 18 years Female householder, no husband present, family With own children of the householder under 18 years Nonfamily households Householder living alone 65 years and over Households with one or more people under 18 years Households with one or more people 65 years and over Average household size Average family size Housing Occupancy, 2014-1830 Total housing units Occupied housing units Vacant housing units Homeowner vacancy rate Rental vacancy rate Units in Structure, 2014-1831 Total housing units 1-unit, detached 1-unit, attached 2 units 3 or 4 units 5 to 9 units 10 to 19 units 20 or more units Mobile home Boat, RV, van, etc.
82
Demographic Data 11
Estimate 1,906 47.4% 20.5% 15.9% 3.8% 2.6% 1.6% 28.9% 15.1% 52.6% 41.2% 13.2%
Margin of Error ±120 ±5.3% ±4.8% ±3.7% ±2.0% ±1.9% ±1.7% ±5.0% ±4.1% ±5.8% ±5.5% ±2.7%
26.6% 23.1%
±4.8% ±3.5%
2.51 3.47
±0.16 ±0.58
Estimate 2,895 65.8% 34.2%
Margin of Error ±70 ±3.8% ±3.7%
10.6 7.6
±5.8 ±3.9
Estimate 2,895 66.7% 0.7% 6.2% 3.6% 2.9% 3.9% 16.0% 0.0% 0.0%
Margin of Error ±70 ±3.5% ±0.8% ±2.1% ±1.8% ±1.7% ±2.0% ±2.5% ±0.8% ±0.8%
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Neighborhood Statistical Area V02 Fact Sheet
Current Data: Housing, continued... Year Structure Built, 2014-1832 Total housing units Built 2014 or later Built 2010 to 2013 Built 2000 to 2009 Built 1990 to 1999 Built 1980 to 1989 Built 1970 to 1979 Built 1960 to 1969 Built 1950 to 1959 Built 1940 to 1949 Built 1939 or earlier
Estimate 2,895 0.8% 3.8% 25.7% 9.0% 3.7% 2.9% 3.9% 12.8% 11.3% 26.0%
Margin of Error ±70 ±1.2% ±1.7% ±3.5% ±2.4% ±1.7% ±1.5% ±2.0% ±3.1% ±2.7% ±3.5%
Housing Tenure, 2014-1833 Occupied housing units Owner-occupied Renter-occupied
Estimate 1,906 29.3% 70.7%
Margin of Error ±120 ±4.6% ±5.2%
2.73 2.42
±0.41 ±0.23
Residence 1 Year Ago, 2014-1834 Population 1 year and over Same house Different house in the U.S. Same county Different county Same state Different state Abroad
Estimate 4,755 74.2% 25.8% 17.7% 8.1% 5.5% 2.6% 0.0%
Margin of Error ±430 ±4.7% ±5.7% ±5.1% ±3.0% ±2.7% ±1.4% ±0.5%
Value of Housing Unit, 2014-1835 Owner-occupied units Less than $50,000 $50,000 to $99,999 $100,000 to $149,999 $150,000 to $199,999 $200,000 to $299,999 $300,000 to $499,999 $500,000 to $999,999 $1,000,000 or more
Estimate 559 25.2% 24.3% 14.8% 19.0% 12.3% 3.4% 0.0% 0.9%
Margin of Error ±95 ±12.8% ±9.2% ±5.2% ±7.7% ±6.5% ±6.0% ±5.7% ±6.7%
Mortgage Status, 2014-1836 Owner-occupied units Housing units with a mortgage Housing units without a mortgage
Estimate 559 58.7% 41.3%
Margin of Error ±95 ±8.2% ±10.8%
Average household size of owner-occupied unit Average household size of renter-occupied unit
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Demographic Data 12
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Neighborhood Statistical Area V02 Fact Sheet
Current Data: Housing, continued... Selected Monthly Owner Costs, 2014-1837 Housing units with a mortgage Less than $300 $300 to $499 $500 to $999 $1,000 to $1,499 $1,500 to $1,999 $2,000 to $2,999 $3,000 or more Median (dollars) Housing units without a mortgage Less than $150 $150 to $249 $250 to $349 $350 to $499 $500 to $699 $700 or more Median (dollars) Selected Monthly Owner Costs as a Percentage of Household Income, 2014-1838 Housing units with a mortgage39 Less than 20.0 percent 20.0 to 24.9 percent 25.0 to 29.9 percent 30.0 to 34.9 percent 35.0 percent or more Housing units without a mortgage40 Less than 10.0 percent 10.0 to 14.9 percent 15.0 to 19.9 percent 20.0 to 24.9 percent 25.0 to 29.9 percent 30.0 to 34.9 percent 35.0 percent or more
84
Demographic Data 13
Estimate 328 0.0% 1.5% 55.2% 32.9% 3.0% 7.3% 0.0%
Margin of Error ±72 ±9.7% ±9.1% ±13.0% ±12.9% ±6.5% ±9.7% ±11.9%
$924
±102
231 2.6% 18.6% 37.7% 28.1% 10.8% 2.2%
±72 ±13.0% ±15.6% ±15.4% ±14.9% ±10.3% ±28.9%
$332
±31
Estimate
Margin of Error
328 42.4% 8.5% 8.8% 15.9% 24.4%
±84 ±9.2% ±5.7% ±5.8% ±12.8% ±12.7%
231 30.3% 12.6% 16.0% 4.3% 2.2% 10.4% 24.2%
±82 ±8.7% ±10.1% ±16.2% ±8.9% ±8.5% ±11.1% ±16.6%
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Neighborhood Statistical Area V02 Fact Sheet
Current Data: Housing, continued... Gross Rent, 2014-1841 Occupied units paying rent Less than $200 $200 to $499 $500 to $749 $750 to $999 $1,000 to $1,499 $1,500 to $1,999 $2,000 or more Median (dollars)
Estimate 1,260 4.5% 11.9% 21.5% 27.5% 29.8% 4.8% 0.0% $867
Margin of Error ±128 ±3.8% ±5.1% ±6.4% ±7.0% ±6.6% ±3.2% ±3.6% ±58
87
±46
Estimate 1,246 7.9% 9.1% 12.8% 12.0% 6.1% 52.1%
Margin of Error ±165 ±4.3% ±4.3% ±4.0% ±4.5% ±3.7% ±5.6%
Estimate 2,072 47.6% 9.5% 30.9% 3.9% 5.1% 3.0%
Margin of Error ±247 ±5.1% ±3.6% ±7.1% ±2.0% ±3.0% ±1.8%
Mean travel time to work (minutes)
32.3
±3.5
Access to a Vehicle, 2014-1845 Occupied housing units No vehicles available 1 vehicle available 2 vehicles available 3 or more vehicles available
Estimate 1,906 34.0% 43.1% 19.8% 3.1%
Margin of Error ±120 ±5.5% ±6.1% ±4.4% ±2.5%
No rent paid Gross Rent as a Percentage of Household Income, 2014-1842 Occupied units paying rent43 Less than 15.0 percent 15.0 to 19.9 percent 20.0 to 24.9 percent 25.0 to 29.9 percent 30.0 to 34.9 percent 35.0 percent or more
Current Data: Transportation Commuting to Work, 2014-1844 Workers 16 years and over Car, truck, or van – drove alone Car, truck, or van – carpooled Public transportation (excluding taxicab) Walked Other means Worked at home
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Demographic Data 14
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Neighborhood Statistical Area V02 Fact Sheet
Current Data: Health Health Insurance coverage, 2014-1846 Civilian Noninstitutionalized Population With health insurance coverage With private health insurance coverage With public health coverage No health insurance coverage
Estimate 4,791 78.4% 43.3% 42.4% 21.6%
Margin of Error ±435 ±3.7% ±4.4% ±4.8% ±3.9%
Civilian Noninstitutionalized Population Under 19 years No health insurance coverage
1,180 7.4%
±1,180 ±6.3%
Civilian Noninstitutionalized Population 19 to 64 years In labor force: Employed: With health insurance coverage With private health insurance coverage With public coverage No health insurance coverage
3,070 2,441 2,031 76.7% 69.5% 10.4% 23.3%
±327 ±276 ±234 ±6.0% ±6.5% ±4.0% ±5.8%
410 34.1% 24.4% 21.2% 65.9%
±234 ±13.9% ±14.7% ±12.7% ±22.6%
629 69.5% 19.9% 56.0% 30.5%
±167 ±7.0% ±8.6% ±8.6% ±10.7%
Unemployed: With health insurance coverage With private health insurance coverage With public coverage No health insurance coverage Not in labor force: With health insurance coverage With private health insurance coverage With public coverage No health insurance coverage
86
Demographic Data 15
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Neighborhood Statistical Area V02 Fact Sheet
Notes: 1. Source: U.S. Census Bureau, Decennial Census 2000, SF1 tables P8, P12; American Community Survey, tables B01001, B03002 2. This category includes Pacific Islanders, Native Americans and Alaska Natives, people who identify as some other race, and those who identify as bi/multi racial. 3. Source: U.S. Census Bureau, Decennial Census 2000, SF1 tables P15, P16, P18, P19; American Community Survey, tables B11001, B11005, B11003 4. Source: U.S. Census Bureau, Decennial Census 2000, SF3 table P37; American Community Survey, table B15002 5. Source: U.S. Census Bureau, Longitudinal Employer-Household Dynamics Residential Area Characteristics, Table JT01 (Primary Jobs); Workplace Area Characteristics, Table JT00 (All Jobs) 6. Source: U.S. Census Bureau, Decennial Census 2000, SF3 tables P52, P87; American Community Survey, tables B19001, B17001 7. Source: U.S. Census Bureau, Decennial Census 2000, SF1 tables H3, H4; American Community Survey, tables B25002, B25009 8. Source: U.S. Census Bureau, Decennial Census 2000, SF3 table H44; American Community Survey, tables B25044 9. Source: Atlanta Police Department, COBRA; U.S. Census Bureau, American Community Survey, table B01001 10. Source: U.S. Census Bureau, American Community Survey, table B01001 11. Source: U.S. Census Bureau, American Community Survey, table B03002 12. Source: U.S. Census Bureau, American Community Survey, table B05002 13. Source: U.S. Census Bureau, American Community Survey, table B05003 14. Source: U.S. Census Bureau, American Community Survey, tables B19001, B19025, B19051, B19061, B19055, B19065, B19059, B19069, B19056, B19066, B19057, B19067, B22001, B19101, B19127 15. Source: U.S. Census Bureau, American Community Survey, tables B19201, B19214, B20017, B19313 16. Source: U.S. Census Bureau, American Community Survey, table B17010 17. Source: U.S. Census Bureau, American Community Survey, tables B17001, B17006, B17021, B17007. Table totals may be lower than the total population, as they are based on the population for whom poverty status is determined. 18. Source: U.S. Census Bureau, American Community Survey, B17001H, B17001B, B17001D, B17001I. Table totals may be lower than the total population, as they are based on the population for whom poverty status is determined. 19. Source: U.S. Census Bureau, American Community Survey, tables B23001, B23008 20. Source: U.S. Census Bureau, American Community Survey, table C24030 21. Source: U.S. Census Bureau, American Community Survey, table C24010 22. Source: U.S. Census Bureau, American Community Survey, table B24080 23. Source: U.S. Census Bureau, Longitudinal Employer-Household Dynamics Origin-Destination Data, Tables JT00 Main and JT00 Aux 24. Source: U.S. Census Bureau, Longitudinal Employer-Household Dynamics Origin-Destination Data, Tables JT00 Main and JT00 Aux 25. Source: U.S. Census Bureau, Longitudinal Employer-Household Dynamics Origin-Destination Data, Tables JT00 Main and JT00 Aux 26. Source: U.S. Census Bureau, Longitudinal Employer-Household Dynamics Origin-Destination Data, Tables JT00 Main and JT00 Aux 27. Source: U.S. Census Bureau, American Community Survey, table B14001 28. Source: U.S. Census Bureau, American Community Survey, table B15002 29. Source: U.S. Census Bureau, American Community Survey, tables B11001, B11003, B11007, B11005, B09019 30. Source: U.S. Census Bureau, American Community Survey, tables B25002, B25003, B25004 31. Source: U.S. Census Bureau, American Community Survey, table B25024 32. Source: U.S. Census Bureau, American Community Survey, table B25034 33. Source: U.S. Census Bureau, American Community Survey, tables B25009, B25008, B25003 34. Source: U.S. Census Bureau, American Community Survey, table B07003 35. Source: U.S. Census Bureau, American Community Survey, table B25075. This value is self-reported and may differ from home values as determined by the County Tax Assessor. 36. Source: U.S. Census Bureau, American Community Survey, table B25081 37. Source: U.S. Census Bureau, American Community Survey, table B25087 38. Source: U.S. Census Bureau, American Community Survey, table B25091 39. Excludes units where Selected Monthly Owner Costs as a Percentage of Income cannot be computed. 40. Excludes units where Selected Monthly Owner Costs as a Percentage of Income cannot be computed. 41. Source: U.S. Census Bureau, American Community Survey, table B25063 42. Source: U.S. Census Bureau, American Community Survey, table B25070 43. Excludes units where Gross Rent as a Percentage of Income cannot be computed. 44. Source: U.S. Census Bureau, American Community Survey, tables B08101, B08013 45. Source: U.S. Census Bureau, American Community Survey, table B25044 46. Source: U.S. Census Bureau, American Community Survey, tables B18135, B27011 The dagger (†) symbol denotes values that cannot be computed.
Thrive Pittsburgh / 2020.06.10 www.neighborhoodnexus.org
Demographic Data 16
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Neighborhood Statistical Area V02 Fact Sheet
About Neighborhood Statistical Areas: Atlanta neighborhoods are “self-identified� by residents. As a result, there are portions of the city that are not part of any neighborhood, while other parts are claimed by more than one neighborhood. Also, some neighborhoods are very small; a few are 1/50 of a square mile or less and have populations of 100 or fewer– much too small to report sample-based statistics. To address these issues, we have defined Neighborhood Statistical Areas (NSAs). These areas: 1) are built from census blocks; 2) nest within NPUs; 3) have a minimum population of 2,000; 4) are comprised of either a single large neighborhood or a set of contiguous smaller neighborhoods and adjacent territory that is not part of a neighborhood; and 5) assign all territory within the city limits to one, and only one statistical area. Because NSAs are formed of census blocks, they are not perfect representations of neighborhood boundaries and may also deviate from the city limits in areas where annexations have taken place since 2010. About Neighborhood Nexus: Neighborhood Nexus, powered by the Atlanta Regional Commission, the Community Foundation of Greater Atlanta, Metro Atlanta Chamber, and United Way of Greater Atlanta, is a community intelligence system providing over six thousand data variables from the Census and many other sources at different levels of geography. Bundled state-of-the-art visualization tools help users to understand and analyze these data. Our goal at Neighborhood Nexus is to support a network of community leaders and residents, government and businesses, advocates and service providers with the information, tools and expertise to make data-driven decisions, help meet challenges, leverage assets, and create new opportunities for policy intervention in community problems. Neighborhood Nexus supports research, analysis, and community engagement. Our partners use these data and tools to examine past and current socioeconomic and demographic patterns; assess correlations between the equity, health and climate of communities; identify and develop benchmarking metrics; and in so doing make better community decisions. For more information, please visit www.neighborhoodnexus.org.
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Demographic Data 17
Thrive Pittsburgh / 2020.06.10 www.neighborhoodnexus.org
Void Analysis Data and analysis provided by SSG Realty on current voids in the neighborhood
Thrive Pittsburgh / 2020.06.10
Void Analysis
89
90
Void Analysis
Thrive Pittsburgh / 2020.06.10
MERCHANT VOID ANALYSIS Washington & Co. Ventures Peyton Stinson | SSG Realty Partners Lat/Lon: 33.7221/-84.4079
Void Analysis University and Metropolitan (1mi) vs CoA
Closest Location
Locations In 1 mi radius
Locations In Atlanta
4.68 Mi NE
0
1
1
19
Banks Ameris Bank Bank of America BB&T
2.85 Mi NE
0
6
Cadence Bank NA
4.95 Mi NE
0
3
CenterState Bank
3.89 Mi NE
0
2
Chase Bank
3.40 Mi SE
0
10
Fifth Third Bank
1.82 Mi NW
0
4
First-Citizens Bank & Trust Company
8.03 Mi SE
0
1
Iberiabank
8.01 Mi NE
0
1
M&T Bank
8.70 Mi NE
0
1
PNC Bank
2.71 Mi SW
0
7
Regions Bank
3.59 Mi SW
0
5
Renasant Bank
8.82 Mi NE
0
1
SunTrust Bank
2.28 Mi NW
0
20
Synovus Bank
4.12 Mi NE
0
2
Union Bank
9.02 Mi NE
0
1
Wells Fargo
1.20 Mi NW
0
25
2.05 Mi NE
0
19
12
408
7.39 Mi SW
0
3
4.99 Mi NE
0
1
4.99 Mi NE
0
Banks Minor Bank
This report was produced using data from private and government sources deemed to be reliable. The information herein is provided without representation or warranty.
VOID_DISTANCE
Education Day Care
Entertainment AMC Bowlero Regal
Thrive Pittsburgh / 2020.06.10
Š2020, Sites USA, Chandler, Arizona, 480-491-1112
2
Void Analysis page 1 of 33
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MERCHANT VOID ANALYSIS Washington & Co. Ventures Peyton Stinson | SSG Realty Partners Lat/Lon: 33.7221/-84.4079
Void Analysis
Closest Location
Locations In 1 mi radius
Locations In Atlanta
Theatres
2.45 Mi NE
0
9
Topgolf
5.40 Mi NW
0
1
ALDI
3.37 Mi SE
0
2
Kroger
1.80 Mi NW
0
10
Piggly Wiggly
3.00 Mi SE
0
2
Publix
3.34 Mi NE
0
15
Sprouts
6.29 Mi NE
0
1
The Fresh Market
6.27 Mi NE
0
2
Trader Joe's
4.60 Mi NE
0
2
Whole Foods
4.38 Mi NE
0
4
Advanced Heart Failure And Transplant Cardiology
6.02 Mi NE
0
1
Allergy and Immunology
2.53 Mi NE
0
3
Anesthesiology
2.53 Mi NE
0
12
Anesthesiology Assistant
2.53 Mi NE
0
9
Audiologist
2.53 Mi NE
0
6
Cardiac Electrophysiology
2.53 Mi NE
0
5
Cardiac Surgery
5.98 Mi NE
0
3
2.53 Mi NE
0
16
2.53 Mi NE
0
5
2.53 Mi NE
0
15
1
22
2.53 Mi NE
0
5
2.53 Mi NE
0
23
1.93 Mi NE
0
17
University and Metropolitan (1mi) vs CoA
Grocery Stores
Health Care
Cardiovascular Disease Certified Nurse Midwife Certified Registered Nurse Anesthetist Chiropractic Clinical Nurse Specialist Clinical Psychologist
92
Clinical Social Worker
Void Analysis
Š2020, Sites USA, Chandler, Arizona, 480-491-1112
page 2 of 33
This report was produced using data from private and government sources deemed to be reliable. The information herein is provided without representation or warranty.
VOID_DISTANCE
Thrive Pittsburgh / 2020.06.10
MERCHANT VOID ANALYSIS Washington & Co. Ventures Peyton Stinson | SSG Realty Partners Lat/Lon: 33.7221/-84.4079
Void Analysis
Closest Location
Locations In 1 mi radius
Locations In Atlanta
Colorectal Surgery
3.39 Mi NE
0
4
Critical Care
2.53 Mi NE
0
6
Dermatology
1.77 Mi NE
0
18
Diagnostic Radiology
2.53 Mi NE
0
22
1
13
0
10
2
52
0
15
General Practice
2
12
General Surgery
1
23
University and Metropolitan (1mi) vs CoA
Emergency Medicine Endocrinology
2.53 Mi NE
Family Practice Gastroenterology
2.53 Mi NE
Geriatric Medicine
2.53 Mi NE
0
4
Gynecological Oncology
2.53 Mi NE
0
4
Hand Surgery
2.53 Mi NE
0
4
Hematology
2.53 Mi NE
0
1
Hematology and Oncology
2.53 Mi NE
0
8
Hospice and Palliative Care
2.53 Mi NE
0
4
Hospitalist
2.53 Mi NE
0
9
Infectious Disease
2.47 Mi NE
0
16
2
64
2.53 Mi NE
0
6
3.47 Mi NE
0
2
6.02 Mi NE
0
4
2.53 Mi NE
0
2
2.53 Mi NE
0
1
2.53 Mi NE
0
18
2.53 Mi NE
0
19
Internal Medicine Interventional Cardiology Interventional Pain Management Interventional Radiology Maxillofacial Surgery Medical Oncology Nephrology Neurology
Thrive Pittsburgh / 2020.06.10
Š2020, Sites USA, Chandler, Arizona, 480-491-1112
Void Analysis page 3 of 33
This report was produced using data from private and government sources deemed to be reliable. The information herein is provided without representation or warranty.
VOID_DISTANCE
93
MERCHANT VOID ANALYSIS Washington & Co. Ventures Peyton Stinson | SSG Realty Partners Lat/Lon: 33.7221/-84.4079
Void Analysis
Closest Location
Locations In 1 mi radius
Locations In Atlanta
Neuropsychiatry
3.48 Mi SW
0
1
Neurosurgery
2.53 Mi NE
0
5
Nuclear Medicine
2.53 Mi NE
0
5
Nurse Practitioner
1.54 Mi S
0
76
2
30
University and Metropolitan (1mi) vs CoA
Obstetrics and Gynecology Occupational Therapy
3.46 Mi NE
0
9
Ophthalmology
2.53 Mi NE
0
14
1
24
Optometry Oral Surgery
2.53 Mi NE
0
5
Orthopedic Surgery
2.53 Mi NE
0
19
Osteopathic Manipulative Medicine
4.58 Mi NE
0
3
Otolaryngology
2.53 Mi NE
0
9
Pain Management
4.23 Mi NE
0
5
Pathology
2.53 Mi NE
0
5
Pediatric Medicine
2.53 Mi NE
0
4
Physical Medicine and Rehabilitation
2.53 Mi NE
0
10
Physical Therapy
3.14 Mi NE
0
29
Physician Assistant
2.53 Mi NE
0
48
Plastic and Reconstructive Surgery
2.53 Mi NE
0
13
2
18
2.53 Mi NE
0
2
2.53 Mi NE
0
17
2.53 Mi NE
0
13
2.53 Mi NE
0
9
3.48 Mi SW
0
6
2.53 Mi NE
0
11
Podiatry Preventative Medicine Psychiatry Pulmonary Disease Radiation Oncology Registered Dietitian or Nutrition Professional
94
Rheumatology
Void Analysis
Š2020, Sites USA, Chandler, Arizona, 480-491-1112
page 4 of 33
This report was produced using data from private and government sources deemed to be reliable. The information herein is provided without representation or warranty.
VOID_DISTANCE
Thrive Pittsburgh / 2020.06.10
MERCHANT VOID ANALYSIS Washington & Co. Ventures Peyton Stinson | SSG Realty Partners Lat/Lon: 33.7221/-84.4079
Void Analysis
Closest Location
Locations In 1 mi radius
Locations In Atlanta
Sleep Laboratory and Medicine
4.48 Mi NE
0
1
Speech Language Pathologist
6.33 Mi NE
0
1
Sports Medicine
2.53 Mi NE
0
5
Surgical Oncology
2.53 Mi NE
0
5
Thoracic Surgery
2.53 Mi NE
0
6
Urology
2.53 Mi NE
0
17
Vascular Surgery
2.53 Mi NE
0
8
Corner Bakery
2.97 Mi NE
0
3
Einstein Bros
3.99 Mi NE
0
3
Panera Bread
3.95 Mi NE
0
5
Another Broken Egg
6.84 Mi NE
0
1
Baja Fresh
2.82 Mi NE
0
1
BURGERFI
2.58 Mi NE
0
1
California Pizza Kitchen
4.93 Mi NE
0
2
Capital Grille
8.22 Mi NE
0
1
Captain D's Seafood
1.46 Mi NW
0
3
Chili's
7.40 Mi SW
0
1
4.39 Mi NE
0
7
3.20 Mi NE
0
1
4.08 Mi NE
0
3
8.47 Mi NE
0
1
2.86 Mi NE
0
1
2.84 Mi NE
0
1
4.05 Mi NE
0
1
University and Metropolitan (1mi) vs CoA
Restaurants Bakery Bagels
Restaurants Casual
Chipotle First Watch Five Guys Fogo De Chao Hard Rock Cafe Hooters IHOP
Thrive Pittsburgh / 2020.06.10
Š2020, Sites USA, Chandler, Arizona, 480-491-1112
Void Analysis page 5 of 33
This report was produced using data from private and government sources deemed to be reliable. The information herein is provided without representation or warranty.
VOID_DISTANCE
95
MERCHANT VOID ANALYSIS Washington & Co. Ventures Peyton Stinson | SSG Realty Partners Lat/Lon: 33.7221/-84.4079
Void Analysis
Closest Location
Locations In 1 mi radius
Locations In Atlanta
Johnny Rockets
2.86 Mi NE
0
2
Longhorn Steakhouse
7.12 Mi SW
0
1
Maggiano's
9.01 Mi NE
0
1
McCormick & Schmick's
2.60 Mi NE
0
1
Moe's
2.55 Mi NE
0
8
Morton's
3.06 Mi NE
0
1
On The Border
9.06 Mi NE
0
1
Piccadilly
5.53 Mi SW
0
1
Ruth's Chris
2.79 Mi NE
0
2
Seasons 52
8.21 Mi NE
0
1
Shake Shack
3.26 Mi NE
0
2
Shane's Rib Shack
4.23 Mi NE
0
1
Smashburger
7.59 Mi NE
0
1
T.G.I. Friday's
5.97 Mi SW
0
1
Ted's Montana Grill
2.70 Mi NE
0
2
The Cheesecake Factory
8.12 Mi NE
0
1
The Melting Pot
3.90 Mi NE
0
1
The Original Pancake House
7.41 Mi NE
0
1
TMac
4.26 Mi NE
0
3
2.36 Mi NE
0
14
2.39 Mi NE
0
9
4.97 Mi NE
0
1
2.31 Mi NW
0
5
6.54 Mi NE
0
2
1.94 Mi NE
0
6
University and Metropolitan (1mi) vs CoA
Waffle House Willy's Yard House Zaxby's Zoes Kitchen
This report was produced using data from private and government sources deemed to be reliable. The information herein is provided without representation or warranty.
VOID_DISTANCE
Restaurants Coffee Donuts
96
Caribou Coffee
Void Analysis
©2020, Sites USA, Chandler, Arizona, 480-491-1112
page 6 of 33
Thrive Pittsburgh / 2020.06.10
MERCHANT VOID ANALYSIS Washington & Co. Ventures Peyton Stinson | SSG Realty Partners Lat/Lon: 33.7221/-84.4079
Void Analysis
Closest Location
Locations In 1 mi radius
Locations In Atlanta
Dunkin' Donuts
1.72 Mi NW
0
17
Krispy Kreme
1.18 Mi NW
0
2
Starbucks
1.61 Mi NW
0
43
Arby's
2.51 Mi NE
0
5
Burger King
1.88 Mi NE
0
9
Chick-fil-A
1.69 Mi NW
0
23
Dairy Queen
2.92 Mi NE
0
2
KFC
2.26 Mi NW
0
3
McDonald's
1.52 Mi NW
0
14
Sonic
3.37 Mi SE
0
1
Taco Bell
1.30 Mi NW
0
5
1
10
University and Metropolitan (1mi) vs CoA
Restaurants Fast Food Major
Wendy's
Restaurants Fast Food Minor Checkers
1.91 Mi NW
0
9
Church's Chicken
1.31 Mi NW
0
8
Cook Out
3.65 Mi NE
0
3
Krystal
2.82 Mi SE
0
4
Panda Express
2.51 Mi NE
0
2
1.35 Mi NW
0
8
2.46 Mi NE
0
2
3.63 Mi NE
0
1
4.11 Mi NE
0
3
4.04 Mi NE
0
1
4.57 Mi NE
0
2
Popeyes Steak n Shake Wing Stop
This report was produced using data from private and government sources deemed to be reliable. The information herein is provided without representation or warranty.
VOID_DISTANCE
Restaurants Ice Cream Smoothie Baskin-Robbins Ben & Jerry's Bruster's
Thrive Pittsburgh / 2020.06.10
Š2020, Sites USA, Chandler, Arizona, 480-491-1112
Void Analysis page 7 of 33
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MERCHANT VOID ANALYSIS Washington & Co. Ventures Peyton Stinson | SSG Realty Partners Lat/Lon: 33.7221/-84.4079
Void Analysis
Closest Location
Locations In 1 mi radius
Locations In Atlanta
Jamba Juice
3.93 Mi NE
0
2
Menchie's
8.48 Mi NE
0
1
NRgize
3.95 Mi NE
0
3
Planet Smoothie
2.89 Mi NE
0
4
Smoothie King
2.58 Mi NE
0
7
Tropical Smoothie Cafe
4.13 Mi NE
0
3
Yogurtland
8.77 Mi NW
0
1
Blaze Pizza
4.75 Mi NE
0
1
Domino's Pizza
1.40 Mi NW
0
7
Little Caesars
1.38 Mi NW
0
2
Marco's Pizza
3.07 Mi NE
0
4
Mellow Mushroom
3.17 Mi NE
0
3
Papa John's
1.83 Mi NW
0
7
Pizza Hut
2.36 Mi SW
0
9
Rosati's
10.71 Mi NE
0
1
Uncle Maddios Pizza Joint
5.89 Mi SW
0
1
Your Pie
2.37 Mi NE
0
1
2.75 Mi NE
0
2
5.89 Mi SW
0
1
2.88 Mi NE
0
2
4.43 Mi NE
0
3
2.53 Mi NE
0
3
2.59 Mi NE
0
12
4.74 Mi NE
0
1
University and Metropolitan (1mi) vs CoA
Restaurants Pizza
Restaurants Sandwich Blimpie Charley's Grilled Subs Firehouse Subs Jason's Deli Jersey Mike's Jimmy John's
98
McAlister's Deli
Void Analysis
Š2020, Sites USA, Chandler, Arizona, 480-491-1112
page 8 of 33
This report was produced using data from private and government sources deemed to be reliable. The information herein is provided without representation or warranty.
VOID_DISTANCE
Thrive Pittsburgh / 2020.06.10
MERCHANT VOID ANALYSIS Washington & Co. Ventures Peyton Stinson | SSG Realty Partners Lat/Lon: 33.7221/-84.4079
Void Analysis University and Metropolitan (1mi) vs CoA Quiznos
Closest Location
Locations In 1 mi radius
Locations In Atlanta
2.49 Mi NE
0
3
2
41
0
3
Subway Which Wich
Thrive Pittsburgh / 2020.06.10
Š2020, Sites USA, Chandler, Arizona, 480-491-1112
1.85 Mi NW
Void Analysis page 9 of 33
This report was produced using data from private and government sources deemed to be reliable. The information herein is provided without representation or warranty.
VOID_DISTANCE
99
Current Considerations 1. How do we stylize OZ money, which relies on a 10 year hold for
maximum benefit and works well for for-rent real estate, to a mortgage vehicle so we can offer affordable for-sale housing?
2. How do we define ownership and/or economic mobility? Is it
a measure of reducing expenses to afford the ability to invest or pursue entrepreneurship, or is purchasing a home the end goal?
3. Our site is uniquely geographically positioned in a way that in-
vites engagement from the surrounding SW Atlanta neighborhoods. Do we develop specifically with the needs of Pittsburgh in mind or the surrounding area as a whole?
4. Should we consider future-thinking entertainment options that
can also promote community gathering while offering social benefit to the community? Currently, we are considering e-sports as an option and are looking at Hi-Rez and Skillshot Media as potential partners.
100
Considerations
Thrive Pittsburgh / 2020.06.10
Notes Incentive
Term+Structure
Project Size
NMTC
- 7-year min. hold - Forgivable loan after term expires - Gap financing
Min $5m-$15m (Invest Atlanta maxes out at $10m)
OZ
- 5-10 year hold - Deferred tax benefit
-
Beltline Housing Opportunity Bond
- Low interest - Gap Financing for acquisition, construction or renovation of housing. - May be used in conjunction with conventional financing, bond financing or other private/public financing
Community Development Grants
- Annual allocation from HUD - On a formula basis
Thrive Pittsburgh / 2020.06.10
Subsidy
Constraints
21-23% of total project cost (including acquisition)
- Income from non-residential must be at least 20% of income - 20% of all residential must be at 80% AMI
60% AMI and below Eligible activities include: - New construction - Acquisition and rehab - Conversion of existing property to housing
- Max funding = $1.5m/Project. - $2m reserved for non-profit developers w/ special terms
- City may not have more than $1.5m in allocation by Nov 1st
Eligible activities include: - Homeowner rehab - Rental development - Homebuyer assistance - New construction
Considerations
101
T h an k yo u
Thrive Pittsburgh / 2020.06.10