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REQUEST FOR PROPOSALS
PHASE II
MASTER DEVELOPER
or DEVELOPMENT PARTNER
Presubmittal Conference
12 June 2015
Response Deadline
24 July 2015
Request for Proposals for Master Developer or Development Partner
Phase II | Legacy at Saint Luke's Pointe
I. Introduction
II. Site History & Amenities
III. Land Summary
SITE DESCRIPTION
ZONING
IMPROVEMENTS
CONVEYANCE
IV. Master Plan & Governance
COVENANTS
OBJECTIVES
V. LEED ND
VI. Water Stewardship
VII. New Village Corporation
PROJECTS
PROGRAM AREAS
PLACEMAKING
VIII. Neighborhood History
LARCHMERE
SAINT LUKE'S
TODAY
X. Submission Schedule
X. Submission Requirements
COMPONENTS
XI. Selection Criteria
XII. Proposal Formatting
XIII. Miscellaneous Provisions
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XIV. Appendices
A. INTENT TO SUBMIT FORM
B. MAPS AND PARCEL INFORMATION
C. LEED ND SCORE SHEET
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XV. Digital Documents
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A. PARCEL, INFRASTRUCTURE, UTILITIES DRAWINGS/AS-BUILTS
B. HOME OWNER’S ASSOCIATION DOCUMENT
C. PUD LEGISLATION
D. NEORSD PROPOSAL
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Legacy at Saint Luke's Pointe, Phase II RFP
I. Introduction
New Village Corporation (NVC), a wholly-owned
not-for-profit development subsidiary of Cleveland
Neighborhood Progress, is seeking proposals
from multidisciplinary design and development
teams interested in either Master Developing or CoDeveloping 7.1 acres of undeveloped land immediately
North of the revitalized Saint Luke’s Pointe campus
in the Buckeye community of Cleveland, Ohio. The
development area is part of an 81-unit Planned Unit
Development that originally commenced in 2006 but
stalled with the residential market crash of 2008.
To date, 25 of the 81 units have been built. Having
recently completed an award-winning $63 million
adaptive reuse of the historic Saint Luke’s Hospital
into a mixed use project on adjacent land, NVC is
eager to reconsider the master plan, development
program, and housing typologies for the area on the
North side of East Boulevard.
II. Site History & Amenities
Since 1988, Cleveland Neighborhood Progress has
played a central role in the economic recovery of the
City’s preeminent urban neighborhoods. New Village
Corporation, a wholly-owned subsidiary of the parent,
was formed in 1991 to manage the real estate assets
of the parent company and directly facilitate catalytic
development projects across Cleveland. One such
project presented itself in 1999 when Saint Luke’s
Hospital officially closed its doors in the East side
neighborhood of Buckeye. The striking seven-story
brick building was originally built between 1926
and 1929 and became an immediate icon for the
middle-class Hungarian community–it’s 92 foot bell
New Village Corporation
tower soaring into the sky and serving as the most
recognizable landmark outside of Downtown.
The building sat vacant for five years and the community
had all but written off the beloved structure as yet
another victim of the continued economic decline in
the community. New Village Corporation’s purchase
and subsequent rehabilitation of the 380,000 square
foot structure into low income senior apartments, a
high-performing K-8 charter school, preschool, youth
club, and 18,000 square feet of office space have
flipped the script for the community and provided
proof that anything is again possible in Buckeye.
Combined with the recently-developed Harvey Rice
Elementary School (2009, $16 million), Rice Branch
Library (2010, $9 million), and forthcoming Train
Station rebuild (2016, $4.2 million), the entire area is
now known as “Saint Luke’s Pointe” and the vacant
land across from the hospital is the next logical step
in the community’s resurgence.
The undeveloped area now platted for single family
parcels formerly served as the sprawling surface
parking lots for the Saint Luke’s Medical Center.
When the campus was acquired the City graciously
agreed to help NVC remove the parking lots and build
a series of service roads intended to serve “Legacy at
Saint Luke’s Pointe”, a 81-unit market-rate residential
development. Twelve detached single family homes
were built as part of CitiRama 2006—a home builder
showcase. An additional ten lots were sold and
developed between 2006 and 2010, but the Great
Recession took its toll on sales prices and made the
construction of the remaining homes impractical.
PROJECT SPOTLIGHT
Saint Luke's Adaptive Reuse
Finished: 2014
Cost: $63Mn TDC
The renovation and
adaptive reuse of former
Saint Luke’s Hospital, a
landmark on the National
Register of Historic Places,
serves as a model for
strategic initiatives involving
historic rehabilitation,
neighborhood revitalization,
and intergenerational
community engagement.
Phase III builds upon earlier
phases (south and west
wings) of the project that
comprise 139 units of
senior housing. The mixeduse east wing is anchored
by The Intergenerational
School, a top-ranked K-8
charter school, which
occupies the majority of
levels one through four.
Other tenant spaces include
the Boys & Girls Club
on 15% of the first floor
and the November Early
Childhood Learning Center
on 20% of the fourth floor.
Neighborhood Progress and
the Saint Luke's Foundation
occupy the fifth and sixth
floors, respectively.
3
ORGANIZATION FOCUS
Neighborhood Progress
Three Portfolios:
Placemaking
CDC Services
Economic Opportunity
Two Subsidiaries
New Village Corporation
Village Capital Corporation
One Mission:
To Foster Communities of
Choice and Opportunity
Throughout Cleveland.
Our Vision:
For all of Cleveland’s
neighborhoods to
be attractive, vibrant
communities where people
from all incomes, races,
and generations thrive,
prosper, and choose to
live, learn, work, invest,
and play. Working in
partnership with community
development corporations,
local foundations, the
business community,
and government, our
efforts have worked
to create a strong and
productive system that
has visibly improved many
neighborhoods and enabled
thousands of the city’s
residents to enjoy a better
quality of life.
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Three non-contiguous parcels along East 116th Street
were transferred to the Cleveland Housing Network
in 2013, bringing us to our current development
footprint of 56 undeveloped sublots that have been
partially parceled and served with utilities. With the
Saint Luke’s redevelopment now complete, the NVC
development team is eager to reconsider the vacant
land immediately to the North in order to determine
the most impactful and saleable development
conclusion. The site is walking distance from Shaker
Square, the to-be-redeveloped “Saint Luke’s/East 116
St” RTA station (served by green and blue trains), and
the Larchmere Arts and Antiques District.
$115 million over a 10-year span (figure 4-1 above).
With the upcoming rebuild of the E116/St. Luke's
RTA rail station, Saint Luke’s Pointe (inclusive of this
development) will be one of Cleveland’s most vibrant
and successful transit-oriented developments.
Perhaps most importantly, the site is a four-minute
drive/bus ride or ten minute bike ride from the heart of
University Circle, Ohio’s fastest-growing employment
center and home to the Cleveland Clinic, Case Western
Reserve University, University Hospital, Cleveland
Institute of Art, Little Italy, and dozens of impactful
cultural amenities (Cleveland Symphony, botanical
garden, art museum, natural history museum, etc.).
Indeed, the Buckeye neighborhood is squarely within
the geography of Greater University Circle. As such,
it is eligible for several incentive programs such as
the Greater Circle Living initiative, which provides
financial assistance to Circle employees that choose
to buy a home near their job. The site is also fifteen
minutes (via car or train) from downtown Cleveland
and all that it has to offer.
ZONING
All parcels are currently zoned 2F-B1, a residential
designation allowing for up to two-family
construction. This zoning is denoted in the parcel
list in Appendix B and is mapped at the right. The
first phase of this development was completed as
a planned unit development (PUD), approved by the
City of Cleveland on May 21, 2003. The full text of
that approval will be provided digitally to those that file
an intent to respond. Faithful execution of the original
plan could avoid zoning approval, but it is anticipated
that at least minor amendments will be necessary.
III. Land Summary
As indicated above, this project is surrounded by
significant community investment, totaling more than
SITE DESCRIPTION
The existing project site is roughly 7.1 acres, spread
across 29 parcels, and originally envisioned as a mix
of single-family and town homes totaling 56 sublots.
A breakdown of the site parcels can be seen at the
right. The map and full parcel list are also included in
Appendix B.
IMPROVEMENTS
The site lots are currently vacant lots with a number
of infrastructure improvements made in preparation
for development in the mid-2000’s, including: new
streets, curbs, and sidewalk curb-cuts; clay caps
under proposed foundations; and utility stub-ins.
Legacy at Saint Luke's Pointe, Phase II RFP
New Village Corporation
5
NEIGHBOR SPOTLIGHT
Intergenerational School
Founded: 2000
Years in Community: 2
The Intergenerational
School (TIS) is one of only
seven K-8 public charter
schools in the country to
be recognized by the US
Department of Education’s
Office of Innovation for
closing the achievement
gap. TIS has 239 students,
of whom 95% are African
American or multiracial
background and 73%
qualify for free or reducedcost lunch programs. The
school emphasizes small
multi-age classrooms,
intergenerational
mentors, and community
partnerships. The school
has achieved an “Excellent
with Distinction” rating
from the State of Ohio each
of the last three years and
has most recently been
celebrated as the 2014
recipient of The Eisner
Prize for Intergenerational
Excellence.
At Saint Luke’s, TIS benefits
from the senior residents
on-site who may serve as
mentors, and from joint
programming with other
building tenants.
6
CONVEYANCE
The parcels will be conveyed “as-is”, without
warranty by New Village as to the condition of the
land or the infrastructure. Respondents should draw
their own conclusions concerning conditions that
may affect the method or costs of development. All
assumed development and remediation costs should
be detailed in Respondents’ submission.
IV. Master Plan & Governance
As originally envisioned, “Legacy at Saint Luke’s
Pointe” would accommodate an additional 56
attached and detached single family homes along
roads installed by the City of Cleveland less than ten
years ago. However, NVC understands that 2015 is
a dramatically different development environment
than 2006 was and is prepared to consider new land
use approaches, development strategies, housing
typologies, and project and development team
structures. The project name and branding should
also be updated to better leverage inherent site
advantages and promote the development as a peer
to other trend-setting Cleveland developments.
COVENANTS
Portions of the Project Site (and those previously
developed) are subject to a declaration of covenants,
conditions, easements, and restrictions recorded by
the St. Luke’s Pointe Homeowners’ Association, Inc.
with the Cuyahoga County Recorder on 11/10/2005 as
AFN 200511100549. The document will be provided
digitally to those that file an intent to respond. The
respondent’s proposal should enumerate any material
changes seen as necessary to this document.
OBJECTIVES
The purpose of this request is to select either a master
developer or development partner with the capability,
vision, and experience necessary to deliver all of the
components of this project in a manner consistent
with NVC’s enduring objectives:
1. To strengthen mixed-income neighborhoods with
a variety of housing products and community
amenities.
2. To leverage investment and attract new residents
to the City of Cleveland.
3. To enhance the built environment and Cleveland
neighborhoods, specifically, with high quality
development.
V. LEED ND
“LEED for Neighborhood Development (LEED ND)
was engineered to inspire and help create better,
more sustainable, well-connected neighborhoods.
It looks beyond the scale of buildings to consider
entire communities” (USGBC, 2015).
The “St. Luke’s Neighborhood District” was awarded
LEED ND Silver certification in 2009 and maintains
that accreditation today. The Legacy plan was an
integral component of the district and its geography
falls squarely within its boundaries. This LEED ND
certification (one of Ohio’s first) will require any
new development to adhere to these now relatively
common sustainable development approaches. The
project scorecard is included as an appendix.
VI. Water Stewardship
New Village staff have been working closely with
Legacy at Saint Luke's Pointe, Phase II RFP
program staff from the Northeast Ohio Regional
Sewer District (NEORSD) and engineers from the
Environmental Design Group of Akron in pursuit
of making this development a demonstration
community for progressive water stewardship
practices. Techniques will likely range anywhere from
storm water collection and filtration to rain gardens,
attractively-designed retention elements, and
wetlands landscaped with adapted native species.
Should our proposal gain traction, the presumption is
that NEORSD would provide funding for the increased
costs of site enhancements and New Village staff
would privately raise funding to integrate residential
water conservation systems into planned homes. A
copy of the NEORSD grant application will be provided
under separate cover to those that confirm their intent
to submit.
VII. New Village Corporation
New Village Corporation is a not-for-profit real estate
development subsidiary of Cleveland Neighborhood
Progress. Throughout its history, New Village
Corporation has developed projects that are either
too large for a non-profit community development
organization to take on or too "risky" for a private
developer acting alone.
PROJECTS
Over its twenty-four year history, New Village has
developed over 800 residential units and more
than 1.2 million square feet of commercial space
in twenty-one projects totaling over $206 million of
investment. Its completed projects include for-sale,
New Village Corporation
market rate housing projects, retail projects, adaptive
re-use projects and new construction projects. New
Village has utilized conventional financing, public
financing, low income housing tax credits, historic tax
credits and new markets tax credits. A sampling of
our projects includes the following.
• Acquisition, relocation, demolition, brownfield
remediation and new construction of two standalone Dave’s Supermarkets (35,000 sf in Ohio City
and 45,000 sf in Slavic Village);
• Site assembly and construction of 81 market rate,
for-sale units in the Central Commons housing
development (Central);
• Acquisition, adaptive re-use, and historic renovation
of 36 units in the Fries & Schuele Apartments
Project, Phase 1 and acquisition, relocation,
demolition and new construction of 42 units in
Phase 2, both (Ohio City); and
• Acquisition, selective demolition, brownfield
remediation, and adaptive re-use of the former
Saint Luke’s Hospital into 139 units of affordable
senior housing and 80,000 sq. ft. of office and
institutional uses (Buckeye).
PROGRAM AREAS
The main focus of New Village Corporation’s parent
company, Cleveland Neighborhood Progress, is to
foster communities of choice and opportunity. As the
attached chart reflects, the family of organizations
has three primary program areas:
1. Community Development Corporation (CDC)
Services;
2. Placemaking; and
3. Economic Opportunity.
NEIGHBOR SPOTLIGHT
Saint Luke's Foundation
Founded: 1997
Years in Community: 18
Established with the
proceeds of the Hospital's
sale in 1997, the Foundation
ensures that the charitable
mission of the Medical
Center continues today.
Vision
Saint Luke’s Foundation will
be a philanthropic innovator
and catalyst that supports
programs that significantly
advance its mission and
have the potential to be
locally, regionally and
nationally recognized and
replicated.
Core Values
Respect
Leadership
Partnership
Courage
Results
Transparency
The Foundation returned
to its neighborhood roots
in 2014 when it relocated
its office into the former
Saint Luke’s Hospital. The
Foundation occupies the
penthouse of the newlyrenovated East wing.
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PROJECT SPOTLIGHT
E116/St Luke's RTA Station
Renovation: 2016
Cost: $4.2M
Project Team
GCRTA
City Architecture
Michael Baker International
Lawton & Associates
Summary
The proposed undertaking
is to rehabilitate and bring
into ADA compliance
the existing East 116th
Street Station at Shaker
Boulevard. The platform
length is sufficient for 3-car
trains with curb ramps
and access to the station
entrance, which will also
be brought within ADA
compliance.
The design features one
ramp with a butterflyroofed canopy on the
north side of station and
one new stair with canopy
on the south side. The
ramp would connect to
E. 116th Street and has a
secondary connector to
Shaker Boulevard, near the
Saint Luke’s property. ADA
accessibility for the south
side will be accomplished
with a track crossing.
Working through Cleveland’s strong CDC network,
Neighborhood Progress and its subsidiaries work
to make certain that both the places and the people
in our city are healthy, prosperous and thriving. As
part of the Placemaking agenda, New Village’s
work embraces the Placemaking mission: more
Clevelanders are living in vibrant neighborhoods.
PLACEMAKING
“Placemaking” is a multi-faceted approach to the
planning, design, management and treatment of the
built environment. New Village Corporation aims to
engage stakeholders in revitalizing strategies that
leverage existing investments, expand on community
assets and integrate new amenities that improve
businesses and the lives of residents in Cleveland’s
neighborhoods.
VIII. Neighborhood History
Saint Luke’s Pointe spans the area between E110
to E116 Streets, from Woodland Avenue to Martin
Luther King, Jr. Drive in the historic Buckeye-Shaker
neighborhood. Buckeye has traditionally been a
working class neighborhood, while nearby Larchmere
(bordering Shaker Lakes Park and the suburb of
Shaker Heights) has predominantly been middle
class and affluent. In the 1970s and ‘80s, Buckeye
rapidly transitioned from a primarily Hungarian and
Italian-American community, to a significantly smaller
African-American neighborhood, with growing
numbers of vacant and deteriorated homes. The
population in Buckeye is now 81% African American,
and 13% white; nearly a quarter of the population is
60 and over, and another quarter is age 17 or under.
SAINT LUKE'S
PHASE 1
8
SAINT LUKE'S
PHASE 2
Almost one-third of households with minor children
live below poverty, and the median household income
is $25,283. Finally, more than 90% of school-aged
children are enrolled in public schools.
LARCHMERE
Though Larchmere also became a majority AfricanAmerican community, it retained a larger proportion
of white homeowners and professionals in the
classic apartment buildings near Shaker Square. The
main arteries of this community—Larchmere Road,
Shaker Boulevard, and Buckeye Road—reflect these
socioeconomic shifts. Larchmere Boulevard—wellknown for its unique antique stores and retail shops—
largely avoided the growing vacancies and blight that
afflicted Buckeye Road. Shaker Boulevard, with the
Regional Transit Authority (RTA) tracks running down
its middle, marked a stark border between the two
neighborhoods.
SAINT LUKE'S
In the late 1990s, the closing of Saint Luke’s
Hospital would prove to greatly disturb the vitality
of Buckeye and surrounding neighborhoods. Saint
Luke’s Hospital had long been a vital community
anchor, serving as a major employment and service
institution for Buckeye residents. The need for a
strategic, catalytic intervention in the Buckeye-Shaker
community was poignantly apparent. Determining
how to redevelop the abandoned hospital and its
campus, and how to leverage the redevelopment
to reinforce efforts to invest in and strengthen the
surrounding neighborhoods, was the foremost
objective of discussions between ranging community
MLK, JR.
DRIVE
DOWNTOWN
CLEVELAND
4.5 MI
LEGACY
PHASE 1
Legacy at Saint Luke's Pointe, Phase II RFP
stakeholders including Buckeye Area Development
Corp. (now Buckeye Shaker Square Development),
Shaker Square Area Development Corporation
(SHAD), and Cleveland Neighborhood Progress. The
closure of the hospital also resulted in the formation
of the Saint Luke’s Foundation, which has since
become an integral supporter of revitalization and
public health efforts in the neighborhoods around the
former hospital.
In 2004, with financial support from the Saint Luke's
Foundation, Cleveland Neighborhood Progress began
working closely with local community development
corporations to undertake a community planning
agenda that addressed priority concerns within the
Buckeye-Shaker area. Through a process which
included focus groups and visioning sessions,
community members identified the following as priority
concerns: housing maintenance, blight elimination,
neighborhood perception and identification, social and
health amenities, safety and security, and commercial
corridor upgrades. The redevelopment of Saint Luke's
Hospital into Saint Luke’s Manor emerged as an
integral part of the comprehensive planning vision
created and vetted by and for the community.
Since acquiring the former Saint Luke’s Hospital in
2006, Cleveland Neighborhood Progress, the parent
company of New Village, has worked diligently to
restore the crumbling historic landmark to its past
glory and position as a vital community anchor. The
newly renovated Saint Luke’s Manor is again an iconic
symbol of community health amidst the ongoing
revitalization of the Buckeye-Shaker community.
BRITT
OVAL
LAKE
ERIE
4 MI
CLEVELAND
CLINIC
1.3 MI
New Village Corporation
UNIVERSITY
CIRCLE
1.7 MI
TODAY
Though the Buckeye Shaker area continues to face
significant challenges, the community has equally
significant assets that make stabilization and
transformation a real possibility. Shaker Square is a
vibrant commercial district with a culturally diverse mix
of stores and restaurants appealing to Clevelanders of
all backgrounds. Buckeye Road features a shopping
plaza with a supermarket and two bank branches.
Larchmere Boulevard has distinctive shops, galleries,
and restaurants. The area also hosts three RTA light
rail stations, which connect the neighborhood to the
airport, Downtown Cleveland, and Shaker Heights.
Additionally, Buckeye Shaker is directly adjacent
to two stable inner-ring suburban communities in
Cleveland Heights and Shaker and minutes away
from the bustling economic and cultural engine of
University Circle. The image below identifies some of
these adjacencies.
IX. Submission Schedule
See chart at the top of next page.
X. Submission Requirements
New Village Corporation is seeking to sell all 51
parcels in the Legacy at Saint Luke’s Pointe Project.
Please note that there is no identified or secured
subsidy currently available to this project, aside from
the infrastructural improvements already completed
by the City (as-built drawings provided digitally to
those who complete intent to respond form).
Respondents are asked to provide a complete
proposal that addresses the following topical areas.
BALDWIN
WATER PLANT
.5 MI
LITTLE
ITALY
1.6 MI
LAKEVIEW
CEMETERY
2.2 MI
NEIGHBOR SPOTLIGHT
University Circle
Anchored by their hospitals
and universities ("eds and
meds"), University Circle
is the fastest growing
employment center in
Northeast Ohio and boasts
more than a dozen museum
and cultural institutions to
complement the growth.
Take a ride on Euclid
Bus Rapid Transit to the
modern arts and cultural
district emerging uptown at
Euclid and Mayfield or find
yourself in the Wade Park
museum campus or along
the historic side streets of
Magnolia, Ford, Bellflower,
and Juniper where 19th
century mansions and
carriage houses are
restored as boutique hotels,
lively restaurants, and hip
coffee shops.
Wade Oval is University
Circle's year-round outdoor
venue with Parade the
Circle every spring, live
concerts and movie nights
running throughout the
summer season, autumn
scarecrows, and The Rink
throughout the winter.
Whatever the time of year,
or your interest, there is
something for everyone.
LEGACY
PHASE 1
SAINT LUKE'S
PHASE 3
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IX. Submission Schedule (Key Dates)
Wednesday, May 20, 2015
RFP Released
Friday, June 5
Deadline to Submit
Questions
Questions should be emailed directly to: [email protected]
Answers to received questions will be provided during the pre-submittal
conference and forwarded digitally to all interested parties.
Friday, June 12
12:00 PM ET
Presubmittal Conference
(Optional)
Cleveland Neighborhood Progress
11327 Shaker Blvd, Suite 500W
Cleveland, OH 44104
A site tour will immediate
follow this meeting for those
in attendance.
Remote:
Conference Call: 559.726.1099, Code: 1098954#
Monday, June 15
Intent to Respond Deadline
Use Form Provided in Appendix A.
Friday, July 24
5:00 PM ET
Proposals Due
(See Section X)
Week of July 26
Due Diligence
Friday, July 31
Finalist(s) Announced
Monday, August 3 Friday, August 14
Team Interviews
(If Necessary)
NEIGHBOR SPOTLIGHT
Rice Learning Campus
Completed: 2009 & 2010
Cost: $26Mn
Components
Harvey Rice Elementary
Rice Branch Public Library
Public Art
Site Improvements
Harvey Rice is a Pre K-8
school and one of the
Cleveland Metropolitan
School District’s newlycreated wraparound
programs. They work
with the Centers for
Families and Children as
their lead agency. Harvey
Rice aims to support
students in achieving
personal excellence
through developing
knowledge, skills and
character. They also aim
to educate the whole child
and “wraparound” the
community.
10
New Village Corporation will review each submittal, check references, and
may request additional information.
Interviews with selected respondent teams may be scheduled in
Cleveland, OH during the first two weeks of August. (Interviews may be
done via teleconference for non-local teams.)
PROPOSAL CONTENT
1. Cover Letter (max 2 pages) - Please include a
letter that summarizes your team’s interest in the
project, states the purchase price of the offer and
discusses key components of the submission,
signed by an authorized representative.
2. Team Qualifications (12 pages)
a. Team Composition - Please identify all known
design and development personnel with a
brief description of roles and responsibilities;
include brief vitae for team leaders.
b. Completed Work - Please provide three recent
examples of projects completed by the team
(or subsets thereof) that demonstrate the
team’s ability to execute the presented vision.
i. Provide an overview of the scale and scope
of these projects, including development
timeline, cost, total square footage,
program, and ownership structure;
ii. Include any meaningful outcomes and
“lessons learned” in these projects; and
iii. Provide one client contact for each project.
3. Project Approach (8 pages)
a. Narrative – Please describe your approach to
the site and built product(s), specifically:
i. Development vision and concepts;
ii. Overall development program, including
proposed uses, amenities, open space
strategy, unit types, unit mix, parking
assumptions, and square footage;
iii. Target marketing and sales/leasing
strategy; and
iv. Community objectives your team will seek
to accomplish with the proposed strategy.
b. Management and Execution – Please outline
how your team will coordinate and implement
the project, including how the team will
coordinate internally, with client partners, and
with the greater community.
c. Timeline – Please provide a timeline for
predevelopment/planning, parcel take-down,
design, and construction for each component
of the development proposal.
4. Project Financing (6 pages) – At Closing, it is
anticipated that the selected Team/Entity will
complete a fee simple purchase of the parcels.
Please provide a narrative that summarizes your
team’s proposed business deal and transaction
structure, including:
a. Project Pro Forma (included in Excel format
Legacy at Saint Luke's Pointe, Phase II RFP
and in Appendix A of proposal) with sources
and uses, including soft and hard costs,
financing costs, and any related contingencies
as well sales projections or operating budget
(if rental housing is being proposed) clearly
indicating all assumptions and specifically:
i. Projected rents/sales figures;
ii. Operating expenses;
iii. Carrying Costs (Taxes, Insurance, Debt
Service, Etc.);
iv. Net operating income and cash flow;
v. Annual debt service; and
vi. Equity returns.
b. Letters of interest and term sheets from
lenders, equity providers, and partnership
agreements, if available, MAY be provided in
Appendix B and will not count against page
limits.
c. If selected, the Respondent will be required to
provide additional evidence of its (or its third
party guarantor’s) ability to guaranty the full
completion of construction, including any cost
overruns
d. Equity sources and debt-financing strategy;
e. Development timetable and phasing; and
f. Resources to guarantee completion of
construction.
5. References (1 pages) – Please provide complete
contact information for at least four former clients
or end users that can speak to the firm’s capacity
and performance. As many as five letters of
support can be included in Appendix C of the
proposal.
6. Illustrations – Visuals may be conceptual in
New Village Corporation
nature, but should appropriately convey the intent
and vision of the development team. They should
be integrated into the document and include at
least the following:
a. Site Plan;
b. Amenity Plans;
c. Architectural Schematics (Plans & Elevations);
d. Character Photographs or Renderings; and
e. Phasing Diagram
7. Reservations (2 pages) – The client partners
understand that there are always unknowns with
this type of project. Please use this section to
identify any outstanding questions or concerns
that would affect your team’s interest in or
performance on this project.
XI. Selection Criteria
New Village Corporation will review the proposals,
scoring each on the scale presented below.
10 pts – Team Qualifications/Structure
20 pts – Project Approach
10 pts – Design/Placemaking
10 pts – Project Financing Structure
50 total available points
XII. Proposal Formatting
All materials should be formatted into a single, nonencrypted digital document in Adobe PDF format, with
the Pro Forma documentation provided as a separate
Excel file. The proposal may be formatted however the
Team prefers, but should observe the same order and
numbering system of the submission requirements.
Page limitations refer to a one-sided, 8.5" x 11" page
NEIGHBOR SPOTLIGHT
Shaker Square
Completed: 1929
The historic American
Colonial-Georgian shopping
center was the nation's
second planned shopping
area (Country Club Plaza,
Kansas City) and was
largely influenced by
European town squares.
It was built by the Van
Sweringen brothers, who
also developed much
of Shaker Heights. They
envisioned Shaker Square
as a gateway between the
urban and suburban living
spaces represented in the
early 20th century. A short
distance east of the Shaker
Square stop, the track splits
into the Green and Blue
lines, which service the
eastern suburbs.
Since 2004 the Square
has been owned by The
Coral Company who also
offices there. Today, Shaker
Square is the heart of
the neighborhood. Near
the square are more than
4,000 units of rental and
condominium apartments
(the largest concentration
of multi-family housing in
Cleveland), townhouses,
and many private homes.
11
PROJECT SPOTLIGHT
Buckeye Square
Completed: 2014
Cost: $12.6M
Project Team
Cleveland Housing Network
EDEN, Inc.
FrontLine Services
Enterprise Community
Partners
Housing First Consortium
Buckeye Square is
a 65-unit permanent
supportive housing project
for chronically homeless
individuals.
The building is within
walking distance of
major anchor projects
including medical facilities,
community, and public
services. In addition,
Enterprise Community
Investment funded Saint
Luke’s Manor is also in the
neighborhood.
Buckeye Square features
on-site social services,
common laundry facilities,
a community room with
kitchen, a computer lab,
parking for residents, a 24hour staffed front desk and
outdoor courtyard space.
12
(letter). Teams may submit their documents in one of
three ways:
Registered Mail:
New Village Corporation
Attn: Justin Fleming, Esq.
11327 Shaker Blvd, Ste. 500W
Cleveland, OH 44104
Email:
[email protected]
DropBox:
Registered teams will be invited
to a project folder and may
upload files to that venue.
All materials must be received no later than 5:00
PM ET on Monday, 13 July. New Village Corporation
reserves the right to accept materials after this
deadline, but is not obligated to do so.
XIII. Miscellaneous Provisions
The following provisions apply specifically to this RFP
and govern the proposal process.
1. Change in Respondents’ Information – If after
Respondent has provided a response to NVC,
information provided in a response changes (e.g.,
deletion or modification to any of Respondents’
team members or new financial information),
Respondents must notify NVC in writing and
provide updated information in the same format
for the appropriate section of the RFP. NVC
reserves the right to evaluate the modified
response, eliminate Respondents from further
consideration, or take other action as that NVC
may deem appropriate. NVC will require similar
notification and approval rights of any change
to Respondents’ response or development team
following award, if any.
2. Ownership and Use of Responses – All responses
shall be the property of NVC. NVC may use
any and all ideas and materials included in any
response, whether the response is selected or
rejected.
3. Selection Non-Binding – The selection by NVC
of a Respondent indicates only NVC’s intent to
negotiate with the Respondent, and the selection
does not constitute a commitment by NVC to
execute a final agreement or contract with the
Respondent. Respondents therefore agree and
acknowledge that they are barred from claiming to
have detrimentally relied on NVC for any costs or
liabilities incurred as a result of this RFP.
4. Non-Liability – By participating in the RFP
process, Respondents agree to hold NVC, its
officers, employees, agents, representatives, and
consultants harmless from all claims, liabilities,
and costs related to all aspects of this RFP.
5. Site Limitations – Any property conveyed to the
Respondents shall be conveyed or leased in
“as is” condition, without warranty by NVC as
to physical condition of the land or any existing
structures. NVC makes no representations
regarding the character or extent of soil or
subsurface conditions or the conditions and
existence of utilities that may be encountered
Legacy at Saint Luke's Pointe, Phase II RFP
during the course of any work, development,
construction or occupancy of the any property on
the Project Site. Respondents will be responsible
for any environmental remediation that may be
associated with removal or disturbance of existing
improvements or other preparation of any parcels
that it is selected to develop on the Project Site.
6. Reservation of Rights – NVC reserves the right, in
its sole discretion and as it may deem necessary,
appropriate, or beneficial NVC with respect to this
RFP, to:
a. Cancel, withdraw or modify the this RFP prior
to or after the response deadline;
b. Modify or issue clarifications to the RFP prior
to the response deadline;
c. Request the submission of more detailed
offers or additional information from some or
all of the Respondents;
d. Consider one or more proposals that are
noncompliant with the RFP requirements
e. Begin negotiations with the next preferred
Respondent in the event that a development
agreement cannot be executed within the
allotted period of time for negotiations with a
prior selected Respondent;
f. Reject any responses it deems incomplete or
unresponsive to the RFP requirements;
g. Reject all responses submitted under the RFP;
h. Terminate, in its sole and absolute discretion,
negotiations with any Respondents if such
Respondents introduce comments or
changes to a development agreement that
are inconsistent with its previously submitted
New Village Corporation
response materials;
i. Modify the deadline for responses or other
actions; and
j. Reissue the original RFP, (ii) issue a modified
RFP, or (iii) issue a new RFP, whether or not
any responses have been received in response
to the initial RFP.
XIV. Appendices
A. INTENT TO SUBMIT FORM
B. MAPS AND PARCEL INFORMATION
C. LEED ND SCORE SHEET
XV. Digital Documents
A. PARCEL, INFRASTRUCTURE, UTILITIES DRAWINGS/AS-BUILTS
B. HOME OWNER’S ASSOCIATION DOCUMENT
C. PUD LEGISLATION
D. NEORSD PROPOSAL
NOTE: Digital documents will be made available for
download upon receipt of a respondent's intent to
submit form.
NEIGHBOR SPOTLIGHT
November Center
Founded: 1968
Years in Community: 2
Operated by the Centers
for Families and Children,
the Debra Ann November
Center opened their early
learning facility in the
renovated Saint Luke's
Hospital building in the
fall of 2013. The facility
has two classrooms and
a management office, but
utilizes several shared
school spaces, including
the library, gymnasium,
kitchen, and outdoor
recreation amenities.
The November center
is a vital resource to 36
preschool-aged children
and their families.
Components
Part and full day programs.
Well-rounded curriculum
taught by highly qualified
teachers and staff.
Comprehensive support
services that respond to the
unique needs of each child.
Clean, safe, and inviting
indoor and outdoor space.
Healthy meals (breakfast,
lunch and afternoon snack).
13
APPENDIX A - INTENT TO SUBMIT
14
Legacy at Saint Luke's Pointe, Phase II RFP
APPENDIX A - INTENT TO SUBMIT
NAME
FIRM/COMPANY
BUSINESS ADDRESS
PHONE NUMBER
EMAIL ADDRESS
SIGNATURE
DATE
PRESUBMITTAL CONFERENCE & SITE TOUR
In connection with this Request for Proposals for a
Phase II developer, New Village Corporation will be
hosting a presubmittal conference and site tour at
12:00 PM on Friday, June 12, 2015.
RSVP
_____ I plan to attend conference in person.
_____ I plan to attend via telephone.
Attendees should meet at Cleveland Neighborhood
Progress, which is accessible by way of the E116th
Street RTA Station (blue/green line) or by car at
approximately East 113th and Shaker Boulevard.
The guest entrance is on the East side of the rear
courtyard of Saint Luke's Manor (a seven-story brick
building with an iconic bell tower), accessible off of
Martin Luther King, Jr. Drive. If driving, please utilize
the parking spaces marked "Guest" upon arrival.
The conference and tour are optional events and all
parties that submit an intent to respond will receive a
digital summary of the proceedings.
Please send completed form and RSVP to
[email protected]
New Village Corporation
_____ I do NOT plan to attend the conference.
A total of _____ guests will be joining me.
CONFERENCE LOCATION
Cleveland Neighborhood Progress
11327 Shaker Blvd, Suite 500W
Cleveland, OH 44104
Phone: 216.830.2770
CALL INSTRUCTIONS
Conference Call: 559.726.1099
Code: 1098954#
15
APPENDIX B - MAPS & PARCEL INFORMATION
16
Legacy at Saint Luke's Pointe, Phase II RFP
New Village Corporation
17
18
Legacy at Saint Luke's Pointe, Phase II RFP
New Village Corporation
19
20
Legacy at Saint Luke's Pointe, Phase II RFP
160.5
40
32.9
128-04-030
2684
MLK JR DR
128-04-032
2692
MLK JR DR
* All areas measured with GIS software
40
40
41.7
39.2
34.6
45.4
112.7
40
50
50
50
50
55.5
40.7
38.4
42
42
42
50
50
10
47.9
55.3
377.5
40
Frontage (SF)
MLK JR DR
128-03-050
2661
E 114TH ST
E 114TH ST
E 115TH ST
E 115TH ST
E 115TH ST
E 115TH ST
MLK JR DR
128-04-045
128-04-046
128-04-068
128-04-070
128-04-077
128-04-078
128-03-042
2657
2656
E 114TH ST
128-04-044
2684
BRITT OVA
E 110TH ST
E 110TH ST
E 110TH ST
E 110TH ST
E 111TH ST
E 112TH ST
E 112TH ST
E 112TH ST
E 112TH ST
E 112TH ST
E 112TH ST
E 112TH ST
E 112TH ST
11322
128-04-038
BRITT OVA
128-03-052
128-03-053
128-03-054
128-03-055
128-03-048
128-03-043
128-03-064
128-03-065
128-03-066
128-03-067
128-03-115
128-03-116
128-03-117
11315
128-03-029
-
Street
E 110TH ST
11415
128-04-043
128-03-051
Number
Parcel Number
SITE PARCELS
155
101.8
225
134
134
130
130
143.8
145.8
238.2
134
130.3
130
130
130
125
107.5
108.4
108.4
108.1
107.8
130
130
130
130.3
860
293.6
120
Depth (SF)
2F-B1
2F-B1
2F-B1
2F-B1
2F-B1
2F-B1
2F-B1
2F-B1
2F-B1
2F-B1
2F-B1
2F-B1
2F-B1
2F-B1
2F-B1
2F-B1
2F-B1
2F-B1
2F-B1
2F-B1
2F-B1
2F-B1
2F-B1
2F-B1
2F-B1
2F-B1
2F-B1
2F-B1
Zoning Code
Zoning Description
RESIDENCE TWO FAMILY
RESIDENCE TWO FAMILY
RESIDENCE TWO FAMILY
RESIDENCE TWO FAMILY
RESIDENCE TWO FAMILY
RESIDENCE TWO FAMILY
RESIDENCE TWO FAMILY
RESIDENCE TWO FAMILY
RESIDENCE TWO FAMILY
RESIDENCE TWO FAMILY
RESIDENCE TWO FAMILY
RESIDENCE TWO FAMILY
RESIDENCE TWO FAMILY
RESIDENCE TWO FAMILY
RESIDENCE TWO FAMILY
RESIDENCE TWO FAMILY
RESIDENCE TWO FAMILY
RESIDENCE TWO FAMILY
RESIDENCE TWO FAMILY
RESIDENCE TWO FAMILY
RESIDENCE TWO FAMILY
RESIDENCE TWO FAMILY
RESIDENCE TWO FAMILY
RESIDENCE TWO FAMILY
RESIDENCE TWO FAMILY
RESIDENCE TWO FAMILY
RESIDENCE TWO FAMILY
RESIDENCE TWO FAMILY
5,800
3,322
10,040
5,455
5,455
5,194
5,194
5,720
5,789
24,679
8,374
6,525
6,519
6,513
6,507
6,924
4,595
4,537
4,541
4,527
4,514
6,501
5,948
1,286
6,522
48,032
97,318
5,657
Parcel SF*
0.13
0.08
7.16
0.23
0.13
0.13
0.12
0.12
0.13
0.13
0.57
0.19
0.15
0.15
0.15
0.15
0.16
0.11
0.10
0.10
0.10
0.10
0.15
0.14
0.03
0.15
1.10
2.23
0.13
Parcel Acreage*
1
1
56
-
1
1
1
1
1
1
7
-
1
1
1
1
1
1
1
1
1
1
1
1
-
3
7
19
-
S/L
single-family
single-family
none
single-family
single-family
single-family
single-family
single-family
single-family
townhome
-
single-family
single-family
single-family
single-family
single-family
single-family
single-family
single-family
single-family
single-family
single-family
single-family
single-family
single-family
townhome
mixed
-
Housing Type
common area along MLK between E 110th
and E 111th
eastern section of Hudla Ave, northern
portion of 5 townhome s/l's
Notes
eastern section of two single family s/l's,
north portion of one townhouse s/l
7 single-family s/l's, 12 townhome s/ls,
eastern portions of Hudla, Britt Oval, and
Glencrest
southern portion of 7 townhome s/l's along
Britt Oval, western portion of Britt Oval
common area, western of Britt Oval
a total of 9 single-family homes were
envisioned along E 110th, across 7 current
parcels. Counted 3 here to make up for that
difference
New Village Corporation
21
APPENDIX C - LEED ND SCORECARD
22
Legacy at Saint Luke's Pointe, Phase II RFP
LEED for Neighborhood Development Pilot
Project Checklist
Project Name: St. Luke's Neighborhood District
Stage of Certification: Stage 2
Points
Attempted
Points
Possible
23
Y
Y
Y
Y
Y
Y
2
1
8
7
0
3
1
1
0
0
0
23
Y
Y
1
3
3
2
2
2
5
2
1
0
0
1
0
0
1
0
8
Y
2
0
0
2
1
1
1
0
0
0
0
0
0
0
0
0
0
0
1
0
4
30
Required Prereq 1
Required Prereq 2
Required Prereq 3
Required Prereq 4
Required Prereq 5
Required Prereq 6
2 Credit 1
1 Credit 2
10 Credit 3
8 Credit 4
1 Credit 5
3 Credit 6
1 Credit 7
1 Credit 8
1 Credit 9
1 Credit 10
1 Credit 11
39
Required Prereq 2
7 Credit 1
4 Credit 2
3 Credit 3
2 Credit 4
2 Credit 5
2 Credit 6
8 Credit 7
2 Credit 8
1 Credit 9
2 Credit 10
1 Credit 11
1 Credit 12
1 Credit 13
1 Credit 14
1 Credit 15
1 Credit 16
31
3 Credit 1
3 Credit 2
3 Credit 3
2 Credit 4
1 Credit 5
1 Credit 6
1 Credit 7
1 Credit 8
5 Credit 9
1 Credit 10
1 Credit 11
1 Credit 12
1 Credit 13
1 Credit 14
1 Credit 15
1 Credit 16
1 Credit 17
1 Credit 18
1 Credit 19
1 Credit 20
31
1 Credit 1.2
1 Credit 1.3
1 Credit 1.4
1 Credit 1.5
1 Credit 2
6
Change since last Stage?
Notes
Change since last Stage?
Notes
Change since last Stage?
Notes
Construction Activity Pollution Prevention
LEED Certified Green Buildings
Energy Efficiency in Buildings
Reduced Water Use
Building Reuse and Adaptive Reuse
Reuse of Historic Buildings
Minimize Site Disturbance through Site Design
Minimize Site Disturbance during Construction
Contaminant Reduction in Brownfields Remediation
Stormwater Management
Heat Island Reduction
Solar Orientation
On-Site Energy Generation
On-Site Renewable Energy Sources
District Heating & Cooling
Infrastructure Energy Efficiency
Wastewater Management
Recycled Content for Infrastructure
Construction Waste Management
Comprehensive Waste Management
Light Pollution Reduction
Innovation & Design Process
1 Credit 1.1
Notes
Open Community
Compact Development
Compact Development
Diversity of Uses
Diversity of Housing Types
Affordable Rental Housing
Affordable For-Sale Housing
Reduced Parking Footprint
Walkable Streets
Street Network
Transit Facilities
Transportation Demand Management
Access to Surrounding Vicinity
Access to Public Spaces
Access to Active Public Spaces
Universal Accessibility
Community Outreach and Involvement
Local Food Production
Green Construction & Technology
Required Prereq 1
Change since last Stage?
Smart Location
Proximity to Water and Wastewater Infrastructure
Imperiled Species and Ecological Communities
Wetland and Water Body Conservation
Farmland Conservation
Floodplain Avoidance
Brownfield Redevelopment
High Priority Brownfields Redevelopment
Preferred Location
Reduced Automobile Dependence
Bicycle Network
Housing and Jobs Proximity
School Proximity
Steep Slope Protection
Site Design for Habitat or Wetlands Conservation
Restoration of Habitat or Wetlands
Conservation Management of Habitat or Wetlands
Neighborhood Pattern & Design
Required Prereq 1
1
1
1
0
0
1
58
Smart Location & Linkage
Exemplary performance
Exemplary performance
Exemplary performance
(not attempted)
(not attempted)
Innovation in Design : Affordable Rental Housing
Innovation in Design : Affordable For-sale Housing
Innovation in Design : Reduce Parking Footprint
Innovation in Design
Innovation in Design
LEED® Accredited Professional
Project Totals (pre-certification estimates)
106 Points
Certified: 40-49 points, Silver: 50-59 points, Gold: 60-79 points, Platinum: 80-106 points
New Village Corporation
23
ISSUED BY:
New Village Corporation
11327 Shaker Blvd
Suite 500W
Cleveland, Ohio 44104
216.830.2770
www.ClevelandNP.org
New Village