Finding a New Vision

From Vacated Land and Building Decay to Redevelopment and Jobs

CRE Consulting Corps

How we help:

Establish a strategic framework

Develop short- & long-term strategies

Provide an action plan for implementation

Provide “best practices” road map to accomplish strategies

CRE Consulting Corps

Who we help:

Municipalities (large cities to small towns)

Non-Profit Organizations

Educational Institutions

Government Agencies (international, federal, state, local)

CRE Consulting Corps

2017 Accomplishments

Major Assignment Completed – Chicago Heights, IL

Pilot Chapter Program – YMCA of Western North Carolina

Three Podium Opportunities – CCFM, ICMA, NAR

Two Templates

Today’s Program Presenters

Milledgeville, Georgia

W. Michael Couch, Executive Director, Central State Hospital Local Redevelopment Authority

H.E. “Skip” Preble, CRE – Consulting Corps Team Member

Preston, Connecticut

Sean T. Nugent, Ph.D., Chairman, Preston Redevelopment Agency

William Norton, CRE – Consulting Corps Team Leader

Central State Hospital Redevelopment Authority

Repurposing with a 21st Century View

Central State Hospital

2,200+ Acres

200+ Buildings

Central State Hospital: The Complex • Central State Hospital was founded in 1837 by the State of Georgia

• The Hospital was the largest mental health facility in the world in the late 1960’s

• At it’s peak the facility served over 12,000 patients, had over 6,000 employees, and encompassed over 8,000 acres

• CSH was a city unto itself, with a completely independent infrastructure system, police force, and postal services

• In the late 1970’s the nation moved to deinstitutionalize mental health treatment and the population that the CSH served began to decline

Finding a New Vision Central State Hospital Redevelopment Authority

Finding a New Vision Central State Hospital Local Redevelopment Authority

Finding a New Vision Central State Hospital Local Redevelopment Authority

• Vision: To redevelop CSH as a green, thriving integrated campus environment that will appeal to clients to invest in the community.

• Mission: Develop long term strategies for the CSH campus with focus on job creation and education.

• Goals: Innovation/entrepreneurship, green eco-friendly, health care delivery, education/technology commercial distribution, private use.

Role of the CRE Consulting Corps

1. Needed an unbiased view of strategic opportunities the CSH Campus presented

2. No other group presented the level of expertise CRE brought to Milledgeville

3. A particular strength: community engagement as part of the analysis

4. No other group seemed willing to trailer a team to the CSH Campus

5. The commitment to continue to follow-up and assist

6. Affordability of the CRE approach; we got so much for our fiscal commitment

Consulting Corps Recommendations

• Identify adaptive reuse options for useable structures

• Develop a flexible land use plan to accommodate multiple land use options on each site.

• Identify job growth goals and tie them to land use options

• Provide a list of incentives available for adaptive reuse and/or new development.

• Identify project and operation funding Sources and Uses guidelines for CSH

CSHLRA Accomplishments • Focused on Legislative Platform for “Market Ready” Project (BRAC Model)

– HB815 (Established LRA) (2012) – HB495 & SR788 (Market Ready with SPC, 97% of Campus Surplus) (2013) – HB85 (Regulated Industry for alcohol permitting) (2015)

• Comprehensive Strategic Analysis Completed by CRE (2014) • Correct Life Geriatric Care Facility Construction (Private Funding on Tax Roles) Opened November 2016 • Youth Challenge Academy – Georgia Guard & DoD, Opened October 2016 • Georgia Military College expanded to CSH Campus • Ten small business entities are now operating on the CSH Campus • SR228 passed through the Georgia Legislature this year and signed by Governor Deal • The Authority has enjoyed tremendous local support and participation. Also we must thank DBHDD, the State

Property Commission, DOC , the Department of Agriculture and our Legislative Delegation for their support, guidance, ingenuity and leadership.

• Last thanks to City for sustained funding and County for supporting Legislative Affairs • Bottom line – 450 Jobs and over $84 million in investment in past three years ($995,000 invested)

Economic Benefit - a Four Year Report Card

The Central State Hospital Local Redevelopment Authority has been diligently working towards its mission to repurpose the Central State Hospital campus with a

focus on job creation, agriculture/food commerce and education. With limited resources, the Authority has created an exponential return in the form of private

investment and jobs created over the past four years.

Financial Investment (Local Government) Economic Benefit thru 2017 (State)

Investment from the City of Milledgeville = $928,000

Capital Investment = $65,200,000 (State & Private)

Investment from Baldwin County = $ 65,000

Job Creation (Annual Payroll and Benefits) = $12,600,000

Increase to tax base (Annual) = $326,000

Infrastructure = $6,100,000

Total Financial Investment = $993,000 Total Economic Benefit = $84,226,000

What’s Next /Georgia International Food Center

The Georgia International Food Center • Inspired by County Commission Chairman and Georgia Secretary of Agriculture

• Create a state of the art business center focused on leveraging Georgia’s #1 industry- Agribusiness

• Focus will be on food as a means to promote economic growth, expand educational and research opportunities and cultivate food innovation and “Georgia Grown” products

• $16.8 million revenue driven credit facility to:

1. Remodel 108,000 sf. Parham Kitchen to USDA Standards

2. Install a “State of the Art” HPP (High Pressure Pasteurization Processor)

3. Prepare future site for expanded new HPP Facility

• Partner with multiple private partners (Anchor Partner is Food Service Partners) as sources of revenue for bond service

• FSP, a company with 20 years experience serving over 20.2 million meals annually in current facilities

• Site at CSH is positioned strategically in the State and supported by all local political leadership

• Create over 440 permanent full time jobs within five years

What We See in The Future • Strategic Rebranding of the Entire CSH Campus

• Film & Entertainment as Focus

• Solar projects on Campus

• Demolition of significant amounts of structures to unencumber land

• Development of residential component along Oconee River

• Expansion of focus on small business development

• Continued partnership with State to include DBHDD, DOC, Georgia Ag and GWVH.

• Focus on “Market Pull” opportunities based on assets

Strategic Initiatives

Green Energy

CSHLRA FUTURE DEVELOPMENT

PRIME RIVERFRONT DEVELOPMENT OPPORTUNITY

Preston Riverwalk

Preston, CT

Sean T. Nugent, PhD, PRA Chairman William Norton, CRE Consulting Lead

Finding a New Vision: From Land and Building Decay To Redevelopment and Jobs

Southeastern Connecticut

Finding a New Vision Preston Riverwalk - State

Finding a New Vision Preston Riverwalk - Region

Finding a New Vision Preston Riverwalk - Site

Finding a New Vision

Preston Riverwalk – Why the CRE Consulting Corps?

1. Review the validity of the vision for Riverwalk

2. Clarify realistic and attainable economic & development goals

3. Identify viable re-use options

4. Recommend modifications Town Zoning regulations

5. Discuss different development scenarios

6. Assess Preston Redevelopment Agency’s (PRA) current structure & current development, management, & marketing strategies

7. Create a “road map” of appropriate actions & priorities

Preston Riverwalk – Economic Impact

Site:

• 1990-1996: largest employer; Payment In-Lieu Of Taxes (PILOT) payments

• >1997: 0 jobs; Loss of PILOT payments

• 1996-2009: no maintenance, re-use identified, or promotion by CT

• 2009: purchased for $1, 1.3m sf of blighted buildings, brownfield!

Region:

• 2008-2011: slowest region in CT to respond to the recession!

• 2000-2011: ~20,000 mfg jobs lost!

• 2011-2016: ~9,000 mfg jobs recovered!

• Today: Strong Tourism, Arts/Culture, Ag, Maritime, & Technology skills

Preston Riverwalk - Brownfield

Preston Riverwalk – Recommendations

• Evaluate the need to reconfigure the structure of the PRA

• PRA is at a “fork in the road” and needs to tackle:

• Planning, Design, Density, Utilities, etc.

• Sales & Economic Development

• Confirm that development goals result in ‘net positive impacts’

• Integrate/partner more with regional ED groups

• Develop stronger business relationship with local tribes

• Confirmed mixed-use development most likely outcome!

Preston Riverwalk - Benefits

• Location: Thames River, Infrastructure, Rail, Interstate access

• Serves as a development ‘catalyst’ for the region!

• Job creation

• Changes the ‘visual landscape of the region’ (optics!)

• Preston: Increases the Grand List (Town revenue)

Preston Riverwalk - Outcomes

• PRA

• Remain as 10-membered, volunteer Agency

• Negotiations, Economic Development (Marketing), Site Master Planning

• Regional ED Groups:

• Members of regional EDC Board

• Served as ‘Interim Exec Dir’ of regional EDC [6 mos.)

• Enhanced partnership with State EDC & Local Chambers

• Highlight Southeastern CT Attributes

• Enhanced Promotion and Interest in the Property

• 1902 – 1996: Norwich State Hospital operations

• 1992 – 2008:

• State Advisory Comm. (SAC): Norwich, Preston & State (1992-1998)

• Norwich Hospital Advisory Comm. (NHAC): Preston (1999-2008)

• Detailed Archeological & Property Surveys, Phase I, II, & III Environmental

Assessments completed

• 2009:

• Preston purchases 393 acres from State for $1

• PRA established (3/09)

Preston Riverwalk – pre-PRA History

Preston Riverwalk – PRA History

• PRA:

• $15m Grants/Loans/Town Match (2010-2015)

• 49 of 59 blighted buildings abated and demolished

• Demolition/abatement & environmental remediation experts (LEP)

• MGE:

• MOU: 5/16

• Purchase & Sale Agreement: 4/17

• State EDC:

• $10m Clean Up Grant

• Bond Commission Approval: 2/17

• Conceptual Master Plan Supported by P&Z and Approved by PRA: 2/17

• Approval of Property Disposition & Development Agreement (PDDA): 4/17

• P&Z Approval of Zoning Regulations Amendment (MGE): 6/17

Preston Riverwalk – PDDA Summary

• Cost to Construct: $200m - $600m

• 200 – 700 full-time jobs

• Taxable development

• Construction to start within 3 years of closing

• Construction completed within 6 years of closing

• $11m LOC with potential draw down to $1 within 5 years of closing

• DECD:

• Commits up to $10m to complete the clean up

• Commits to amend current $2m Loan Agreement

• Commits to provide an additional $2m ‘Contingency’ Loan

• Tax-Fixing based upon Project Components

• Annexation Concerns addressed

• PRA: Special Act

Preston Riverwalk – Key Milestones

PDDA Approval/Signing

Effectiveness

Clean Up

Phase 1 Completion

Conveyance

Construction

✔

In Progress

✔

36

Conceptual Master Plan

37

Conceptual Master Plan

Thames River Valley Region

39

Thank You!

Preston Riverwalk