RFP 17-02 - Downtown Retail Associates LLC

SAWYER’S LANDING
249 NW 6TH STREET, MIAMI, FLORIDA

RFP NO. 17-02 | BLOCK 55
LIVE WORK PLAY

 
COVER PAGE
PROPOSER INFORMATION
Show the Proposer(s) name, address, telephone number, name of contact person, date, and the
1 proposal name and RFP number.
Proposer: Downtown Retail Associates, LLC (DRA)

Address: c/o Swerdlow Group
2901 Florida Avenue, Suite 806
Coconut Grove, FL 33133
Telephone number: (305) 442-6534 and (305) 476-0100
Name of contact person: Michael Swerdlow
Date: October 17, 2017
Proposal name: Request for Proposals
for the Development of Block 55
Plat Book “B” Page 41
249 NW 6th Street
Miami, Florida 33136
RFP number: 17-02
SAWYER’S LANDING: LIVE, WORK, PLAY IN OVERTOWN 1

TABLE OF CONTENTS
PROPOSER MATERIALS
2 Include a clear identification of the material by section and by page number.
1. Cover Page 1
2. Table of Contents 2
3. Letter of Transmittal 3 EVALUATION CRITERIA
4. Development Concept 5
• Project Description, Site Plan, Renderings
> Development Concept
• Section 4
• Economically Viable Destination
• Timetable
> Feasibility of the
financing plan and
realistic ability to
• Proposed Transaction Structure complete the project
5. Financing Plan 42 within the proposed
• Hard & Soft Costs schedule and with
the fewest financial
• Sources, Amounts, Terms, Conditions & Equity contingencies
• Pro Forma Cash Flow Statements • Section 4
• Financing Consistent with Project Budget • Section 5
• Financial Capacity of Lenders & Equity Sources
• Public Financing Assistance > Qualifications &
Experience of
• Additional Information Development Team,
including experience
6. Qualifications and Experience 73 with projects of similar
• Proposer’s Qualifications & Experience scale and complexity
• Organizational Chart • Section 6
• Experience & Ability to Complete Project • Section 7
• Key Staff
• Financial Statements
> Fulfillment of SEOPW
CRA Redevelopment
goals; quality and
7. Current Developments & Comparable Projects 172 sensitivity of design
• Relevant Projects and compatibility
8. Community Benefits 177 with Overtown
and immediate
• Local Small Business surroundings
• Construction Job Opportunities & Job Fairs • Section 4
• Post-Construction Job Opportunities & Job Fairs • Section 8
• Local Subcontractors & Professional Services
• Additional Information > Financial capability of
the Proposer
9. References 187 • Section 5
• Financial & Developmental References • Section 6
• Additional Information • Section 9
Appendix 192
• Forms

LETTER OF TRANSMITTAL
BRIEF HISTORY & KEY POINTS
October 17, 2017

The Office of the City Clerk | City of Miami
3500 Pan American Drive | Miami, Florida 33133
Attention: Mr. Brian Zeltsman, RA, Director of Architecture and Development
Southeast Overtown/Park West Community Redevelopment Agency (SEOPW CRA)
Re: Request for Proposals for the Development of Block 55, Plat Book “B” Page 41
249 NW 6th Street, Miami, Florida 33136 (RFP No. 17-02)
Dear Mr. Zeltsman:
It is with great pleasure that we submit our response to RFP No. 17-02. The proposer, Downtown Retail Asso-
ciates, LLC (DRA), is a single purpose entity whose Managers are Michael Swerdlow and Alben Duffie. Both
Michael and Alben will be the master developers for the proposed project.
For more than 40 years, Swerdlow-controlled entities have demonstrated their abilities in a wide range of suc-
cessful endeavors ranging from mixed-use developments in the Northeast to complex infill developments in South
Florida. We have constructed over 10 million square feet of local commercial properties and developed
land for 10,000 homes and condominiums including such immense projects as the Dolphin Mall, Oakwood
Plaza, Lightspeed at Beacon Tradeport, Biscayne Landing, Westlake Village and Oakridge.
Alben is a prominent and respected local developer who began his career as a banker followed by a successful
career in Miami-Dade County government. Since leaving his government positions, he joined forces with Michael
in the Biscayne Landing project (described within our submittal). Alben was a co-developer of the City View proj-
ect in Miami, Chairman of the Board of the Postmaster Apartment project, a senior housing facility, and Ward
Towers, an assisted-living facility, both located in Miami. Prior to retiring from Miami-Dade County in 1995, Alben
was the lead staff person in redrafting the ordinance that created the original minority program to include wom-
en, Hispanic and small business enterprises. The County Commissioner approved the redraft in early 1995 and
hence broaden the opportunities available to minority companies and others.
DEVELOPMENT CONCEPT: For Block 55, we propose an urban mixed-use project—Sawyer’s Landing—de-
signed to meet the work/employment, shop, live and entertainment goals of Miami 21 and the SEOPW CRA. It
includes the following mix of uses: 15,000 square feet of street front, ground-level, community retail and restau-
rant space; a ground floor 30,000-square-foot fitness center; a 50,000-square-foot entertainment use; and
125,000 square feet of large value retailers for a total of approximately 220,000 square feet of leasable retail
and entertainment space, as well as 115 workforce housing units and sufficient parking to meet the needs of
the tenants for the proposed uses. At street level, the Second Avenue sidewalks will be widened to allow outdoor
seating for the restaurants and coffee shops, and Sawyer’s Walk will be improved to create an attractive and in-
viting place to stroll, sit, relax and enjoy. The project design both recognizes and incorporates the cultural heritage
of the neighborhood and the aesthetic goals of the CRA. This project will anchor the community and inspire and
accelerate additional development in the SEOPW CRA.
DRA’s proposal promotes the vision of the SEOPW CRA redevelopment plan and responds to the community’s
needs by providing Live, Work, Play components:
• LIVE: 115 modern workforce housing apartment units.

• WORK: more than 390 permanent jobs, plus additional construc-
tion jobs.
• PLAY: value retail component with health and fitness, entertain-
ment, and food/restaurants.
LIVE WORK PLAY

DEVELOPMENT CONCEPT
PROJECT DESCRIPTION, SITE PLAN, RENDERINGS
4 A detailed description of the project, a site plan, and renderings.
LIVE, WORK, PLAY CONCEPT
Sawyer’s Landing is the embodiment of the Live, Work, Play concept.

The project features a vibrant combination of workforce housing, small
businesses, retail and restaurant venues, as well as fitness and recre-
ation facilities. The development recognizes the cultural heritage of the
neighborhood and redevelopment goals of the CRA by incorporating
historic Overtown imagery on the building’s facade and by rejuvenating historic Sawyer’s Walk as an open
public space focused on cultural events.
• LIVE: South Florida is one of the least affordable housing markets in the nation. According to the Center
for Housing Policy in Washington, D.C., a significant number of working households in Miami devote at
least 50% of their income to housing. That was tied with Los Angeles for the highest percentage among
major metro areas. (Planners typically use 30% of household income as a standard goal.) The proposed
Sawyer’s Landing project addresses the workforce housing need in the City of Miami head on. Unlike
many other developers that seek to maximize their profitability at the behest of many working house-
holds, DRA has structured the design and development of the residential tower to fill the gap in desirable
workforce housing units. Rents are based upon workforce housing guidelines, defined as " housing that
is affordable to families whose incomes are within 60% to 140% of the County's area median income
as reported by the United States Department of Housing and Urban Development."
• WORK: This project will generate more than 390 permanent jobs in a difficult economic environment.
Additionally, the project will generate millions in ad valorem tax revenues for the community. One of the
CRA’s core objectives is to provide respected and fulfilling employment to the local community. Sawyer’s
Landing contains smaller retail and restaurant spaces that can be occupied by local small businesses,
as well as large retail spaces. The large retailers will anchor both the smaller retail spaces, as well as the
community, by providing name recognition and predictable levels of pedestrian traffic. With retailers that
can extend their operating hours from morning to late-night, the surrounding streets can be activated for
more than a standard Monday to Friday 9 a.m.-5 p.m. working hour profile. The cumulative effect of our
development and others close by brings to the neighborhood much needed local jobs, food and entertain-
ment, and products.
• PLAY: The property will be home to several national best-in-class value apparel retailers, a health club,
pet store and one of the top entertainment centers in the country, making Sawyer’s Landing the largest
center of its kind serving the downtown Miami market east of I-95. With a diverse mix of national tenants,
the property will be attractive to local consumers and will cater to all shopping and entertainment needs
in one location. The property is walking distance to a number of residential developments, both existing
and proposed. The project will serve as a pedestrian activity center, accessible to the neighborhood on
foot and by cycle. Retailers will be able to operate from morning to late at night, which will encourage the
public to “play” in this area, helping to keep friendly eyes out and about. Further, the project facilitates
a sense of community through the renovation of Sawyer’s Walk (see pages 6–8). The improvements to
the historic walkway will encourage use of the public space as a venue for weekend farmers markets,
open air gatherings, and intimate outdoor performances, creating the ideal environment for residents and
neighbors to come together as a community.
The cumulative effect of Sawyer’s Landing will result in increases in workforce homes, much-needed local
jobs, economic opportunities, entertainment venues and community interactions.

DEVELOPMENT CONCEPT
Proposed Sawyer’s Walk Revitalization Layout
SAWYER’S WALK FEATURES
 Mature trees relocated here from the existing site.
 Existing old growth trees to remain on Sawyer’s Walk.
 Restore and enhance existing Sawyer’s Walk entry monuments, new signage.
New pavers and hardscape for open markets, gathering, performances and
 extension of retail area.
 Upgrade lighting, seating, and plaza furniture.

DEVELOPMENT CONCEPT
Proposed Sawyer’s Walk Revitalization Cultural Inspiration
SAWYER’S WALK FEATURES

Paved area along north facade dedicated for farmers
 New pavers at entry gate locations as public artwork.  market stalls, extension of retail area.
Large areas of open paved surfaces for public Permanent sculptural bench seating integrated into
 performance.  planters, defining small areas along the walk.
 Northern facade of building for local artist expression.

DEVELOPMENT CONCEPT
View Looking Southwest from 7th Street to the Residential Building and Entry to Sawyer’s Walk

DEVELOPMENT CONCEPT
SAWYER’S LANDING OVERVIEW
The approximately 860,000-square-foot mixed-use pro-

posal is located in the heart of the Miami Overtown core.
The property is bounded on the north by NW 7th Street
(known as Sawyer’s Walk), on the east by NW 2nd Ave-
nue, on the south by NW 6th Street, and on the west by
NW 3rd Avenue and the I-95 expressway. The property’s
prominent location and easy access to various modes of
transportation provide a remarkable opportunity to create a
community hub and beacon for future development.
The tenant mix will have broad appeal to customers of a

wide range of income levels, ages, and socioeconomic sta-
tus and will entice customers to consider the property their
shopping center-of-choice. The property will benefit from
strong demographic characteristics such as a 1-mile population of 45,000 people and a 5-mile population
of 254,000 people. The daytime population within 1 mile of over 101,000 people and a 5-mile daytime pop-
ulation of over 327,000 people daily should make Sawyer’s Landing one of the top mixed-use centers in
Miami. The wide array of retail and entertainment services invites the local community to walk along NW
2nd Avenue, NW 6th Street and Sawyer’s Walk at all times of the day.
The project is an urban mixed-use project designed to promote the CRA’s live, work, shop and en-
tertainment goals. The project includes 15,000 SF of ground-level community retail and restaurant space,
50,000 SF of entertainment space, 125,000 SF of large national discount retailers, and a 30,000-SF fitness
center for a total of approximately 220,000 SF of leasable retail, fitness and entertainment space. In addi-
tion to this retail component, the project will include 115 workforce housing units with sufficient parking to
satisfy the project needs via a condominium ownership structure.
The project represents a new, urban prototype that addresses the specific needs of this community
and incorporates large, value retail tenants who have previously been limited to the suburban landscape.
Consequently, it creates a new mixed-use paradigm of value retail and economic housing opportunities,
resulting in increased land use efficiency, more opportunities for public interaction, and easy accessibility
to public and private transportation.
It is important to note that this community is currently underserved by value retailers. The closest retail
venues include upscale establishments, while more economical options require vehicular access. Please
see chart below.
Distance from Distance from

Value Centers Upscale Centers
Sawyer’s Landing Sawyer’s Landing
Shops at Midtown Miami 3 miles Mary Brickell Village 2 miles
The Shops at Fifth and Alton 5 miles Brickell City Centre 2 miles
Miracle Marketplace (Coral Way) 6 miles Lincoln Road Mall 7 miles
It is also important to understand that these existing value centers are not easily accessible by rapid
transit. In effect, this means that residents of this area must either travel with greater difficulty or spend
significantly more to meet the needs of their daily lives. The proposed project is the epitome of urban infill
designed to address this real-world deficiency.

DEVELOPMENT CONCEPT

DEVELOPMENT CONCEPT
Massing Diagram
Land Use Diagram

DEVELOPMENT CONCEPT
Retail Frontages
Local Cultural Attractions

DEVELOPMENT CONCEPT
COMPATIBILITY WITH RECENT ECONOMIC DEVELOPMENT
Zoning
The City’s Miami 21 Zoning Code

sets forth the development regu-
lations applicable to the property
and its surrounding context. This
area of the City is within the T6
(Urban Core) transect, which was
designed to consist of the highest
density and greatest variety of
uses. The project’s proposed uses
are consistent with those permit-
ted and encouraged by Miami 21
for this area. However, this area is
also transitional and designed to
form a step down in intensity from
the urban downtown area to the
east of the property to the more
residential areas to the north and
west of the property. Specifically,
as seen on the map to the right,
east of NW 1st Avenue, buildings
are permitted to reach 60 stories
as-of-right; then between NW 1st Avenue and NW 2nd Avenue, buildings are only permitted 24 stories as-
of-right; and finally west of NW 2nd Avenue, where the property is located, buildings are only permitted to
reach up to 12 stories in height as-of-right.
The proposed design respects the transitional nature of its context. The project is designed to reach 8
stories on the west side of the property, and 12 stories on the east side of the property. This height can be
considered a “mid-rise” building, and is designed to be compatible with the recent development activity in
this area and the City’s vision for this area as planned in Miami 21. Further, the project is designed to be
approved administratively, without public hearing.
It is worth noting that the proposed design does not maximize its permissible density or intensity. Instead,
our team has carefully considered the mix of uses that will result in the best product for this property and the
surrounding community. More residential units could be constructed on the property; however, a significant
amount of floor area has been dedicated to uses that generate jobs, like value retail, a health and fitness
establishment, and entertainment uses. Our team knows and understands this community and seeks to
develop a project that is economically viable and at the same time addresses community needs.
Connectivity
The master plan design aims to connect the proposed project to pedestrian, bicycle, public transit, and ve-
hicular routes. The project will be designed to satisfy the LEED certification requirements and to be environ-
mentally progressive and sensitive in successfully addressing a multitude of issues including the inclusion
of alternative transportation modes such as bus stops, bicycles, motor scooters, taxis and pedestrian foot
traffic. Significant additional bike and motor scooter racks will be installed around the project to meet the
community demand. When all surrounding streets are activated with these elements, public use and foot
traffic will increase, and so will the safety of this area.

DEVELOPMENT CONCEPT
Pedestrian Traffic
I-95 Traffic

DEVELOPMENT CONCEPT
Parking
Sawyer’s Landing is designed to provide significant additional parking at this location, with
the aim of addressing a serious parking shortage. Additionally, public parking facilities at this
location will absorb traffic off of the adjacent I-95. The property is easily accessible from I-95,
and public parking facilities at the property will minimize the number of cars trying to navigate
through the urban sections of the City. Managed by the Miami Parking Authority (MPA), the
parking garage will be operated 24 hours a day, and it will be available to adjacent existing and proposed
community activity centers after the retail stores have closed.
Design Option for Conversion and Change of Use: It is the intent of the development team to design
and construct the parking facility in such a manner as to allow for the top two levels of parking to be con-
verted to a higher and better use, conforming with the intended master plan. The team envisions that at a
future date, with the advent of improved mass transit, the expansion of ride-sharing programs and self-driv-
ing vehicles, demand for parking will more than likely decrease. In planning for that future opportunity, we
have provided for the opportunity to re-envision the upper levels and activate them with either residential or
commercial uses. This adds another layer of flexibility to the project and is consistent with the future vision
for the neighborhood.
Food and Personal Services
We are evaluating the feasibility of offering reasonably priced delivery services to better serve customers
who would walk or bike to Sawyer's Landing and to those who prefer to leave their cars at home, shop and
have their purchases delivered. With the recent development of various residential projects in the area,
many more people will live within a few blocks of the project.
JOB CREATION
DRA’s goal is to promote health, equity and sustainability by improving access to quality, stable, workforce
housing and opportunities for employment.
Rather than view workforce housing developments as simply creating projects that result in additional
housing inventory, Sawyer's Landing is designed to create an improved construction and post-construction
labor force, as well as produce a sustainable community.
Our goal is to create sustainable communities by:
• Developing a responsive workforce that enables the residents to remain a substantial contributor to the
community.
• Guiding residents to discover and prepare for the wide range of employment opportunities in the
community.
• Increasing the number of residents working in skilled, greater than livable-wage occupations.
Five overall strategies toward meeting these goals are:
1. Improve Workforce Readiness. We have identified the need for workers to have an essential skill set
(soft skills) coming into a job. This is a critical skill set to build and foster for both entry-level jobs and
as an important foundation for higher-level positions.
2. Train Community Members on Our Projects. Provide actual opportunities for adults to join the work-
force, upgrade their skills, or advance their careers, on our development projects.
3. Grow Awareness of Occupations and Develop Career Pathways. Ensure that community members
understand and can access the opportunities for career-level and well-paying jobs in our development
projects as well as the commercial partners, like retail and hospitality.

DEVELOPMENT CONCEPT
4. Support Recruitment and Retention. Recruitment and retention are critical to ensure that the maxi-
mum number of community members are aware of and can take advantage of job opportunities avail-
able as a result of the development.
5. Promote Sustained Industry Engagement. Our projects must be driven by identified needs of the
community as well as our development partners. Sustained engagement will provide ongoing guidance
and is critical to effectively organize, advocate for, and implement the goals, strategies, and action
steps.
Sawyer's Landing will generate both short-term construction jobs, as well as more than 390 permanent
jobs. The proposed development contains smaller retail and restaurant spaces that can be occupied by
local small businesses, as well as large retail spaces that will anchor both the smaller retail spaces and
community by providing name-recognition and predictable levels of pedestrian traffic. With retailers that
can extend their operating hours from morning to late-night, the surrounding streets can be activated for
more than a standard Monday to Friday 9 a.m.–5 p.m. working hour profile.
QUALITY AND SENSITIVITY OF DESIGN AND COMPATIBILITY WITH OVERTOWN AND

IMMEDIATE SURROUNDINGS
The building exterior would become a visual palette of iconic graphics depicting Overtown’s founding his-
tory and its influence as one of Miami’s oldest neighborhoods. The southern façade on NW 6th Street
features a dynamic overlay of diverse material hosting symbolic images acknowledging agriculture, entre-
preneurship and resilience against adversity. On the northern section, the façade energy is connected to
existing Sawyer’s Walk by incorporating dynamic open areas encouraging community involvement through
farmers markets and other open air events. A broad pedestrian-friendly residential entrance on the corner
of NW 2nd Avenue and Sawyer’s Walk (NW 7th Street) stretches from NW 2nd Avenue to NW 3rd Avenue,
linking retail and shopping for the community and the neighborhood surrounding the master plan.
We will also solicit input from the local community and artists in developing the theme of these murals
and symbolic images. The realization of this vertical, large value retail and workforce housing project suc-
cessfully addresses the needs of the local community and will also create a structure, which by its nature,
addresses many of the major current environmental and community issues that confront our society today.
FULFILLMENT OF SEOPW CRA REDEVELOPMENT GOALS
We are aware that the goals of the SEOPW CRA Redevelopment Plan are accomplished through the var-
ious guiding principles described in Section Two of the Plan. The ways in which our proposal for Block 55
meets the intent of the guiding principles are:
1
Guiding Principle 1: The community as a whole has to be livable. Land uses and transpor-
tation systems must be coordinated with each other.
Sawyer's Landing provides all the ingredients for a successful Live, Work, Play neighborhood
within one block as described in Guiding Principle 1: a variety of shopping venues, value clothing
and housewares, entertainment, dining, fitness club, pet supplies, workforce housing. The enter-
tainment establishment, which includes a restaurant component, is intended to have recreation-
al activities such as bowling and laser tag games. Sawyer's Landing also includes ground-level
restaurants. The residents on our block can address many of their needs without having to cross
a street.
Access to public transportation is excellent! Metrorail is one block away. Additionally, the block’s
edges are served by two bus lines along NW 2nd Avenue and three along NW 6th Street.

DEVELOPMENT CONCEPT
Our national tenants will attract outside traffic. Given our location next to I-95, however, we antici-
pate they will come and go with minimal impact to the other downtown areas. The parking garage
supplies enough parking and is designed so that parts of it can be retrofitted in the future for
additional residential housing, should the demand for parking decrease as is expected with the
introduction of autonomous vehicles and the rise of the for-hire vehicle business.
The entertainment establishments in our proposal are within close access to the Lyric Theater to
our north, the Library and Cultural Center to the south, the Adrienne Arsht Performing Arts Cen-
ter to the northeast, Museum Park and American Airlines Arena to the east, and in the future, a
world-class soccer stadium three blocks to the west. Our proposed entertainment establishment
complements the other local arts and cultural affairs-related facilities.
2
Guiding Principle 2: The neighborhood has to retain access to affordable housing even as
and the neighborhood becomes more desirable to households with greater means.
and Guiding Principle 4: There must be variety in employment opportunities.
4 We know that access to affordable housing and jobs are linked together to help improve equity in
the community. These two principles in the SEOPW CRA Redevelopment Plan are working toward
the same goal. We explain how important it is to provide workforce housing and jobs for people
within Overtown on page 15 under the heading Job Creation. Here, we have laid out our strategies.
As already explained, our team includes the Greater Bethel A.M.E. Church as our local community
liaison (LCL). With the support of the LCL, DRA will not only create temporary jobs related to con-
struction, but also 390 permanent jobs for various levels of skill sets are anticipated.
3 Guiding Principle 3: There must be variety in housing options.
In contrast to the high-end condo towers along Biscayne Boulevard, we are offering 115 workforce
housing units in one- and two-bedroom units. Although there is workforce housing a few blocks
to the north, ours will be better suited for access to transit via Metrorail. In addition, our residents
have direct access to dining, retail, fitness and entertainment facilities right on the same premises.
Lastly, there are permanent job opportunities for local residents as well.
5
Guiding Principle 5: Walking within the neighborhood must be accessible, safe, and pleas-
ant.
We anticipate making sidewalk improvements where Sawyer's Landing meets the street on all four
street frontages. Facilitating pedestrian and bike movement within the neighborhood is as import-
ant to us as it is to our neighbors. We have incorporated the following items as described further in
the Development Concept of this proposal:
• Substantial width for pedestrian movement and amenities.

• Bike racks and motor scooter racks to support alternative transportation means.
• Increased landscaping for shade and comfort.
• Fixed awnings to provide shade and shelter from the sun and rain.
• Frequent spacing of doors and windows at the street level to activate the sidewalk.
6 Guiding Principle 6: Local cultural events, institutions, and businesses are to be promoted.
We will be providing a variety of retail spaces. In addition to the larger national retailers, the pro-
posed development contains smaller retail and restaurant spaces that can be occupied by local
small businesses, which we anticipate will be neighborhood serving. Our local community liaison
will provide community input regarding how Sawyer's Landing can best promote community cultur-
al events, institutions and businesses, as well as the neighborhood's historic heritage.

DEVELOPMENT CONCEPT
Our scenario for Sawyer’s Walk is to redevelop it as a cultural plaza. This will provide a variety of
spaces with landscaping and art for the enjoyment of the public, where local cultural events can
take place. There is a small performance area intended for the intersection with NW 2nd Avenue.
7
Guiding Principle 7: The City and County must provide access to small parks and green
spaces of an urban character.
This guiding principle doesn’t apply to this site; however, our improvements intended for Sawyer’s
Walk provide an improved public plaza that is intended for public use and will serve as a space for
cultural and arts-related activities.
Guiding Principle 8: Older buildings that embody the area's cultural past should be re-
8 stored.
This site does not have any buildings to restore. However, the north façade is intended to be
adorned with imagery to show the past spirit of Overtown. As described on page 16 of this pro-
posal, under the heading Quality and Sensitivity of Design and Compatibility with Overtown and
Immediate Surroundings, we will solicit input from the local community and artists in developing the
theme of these murals and symbolic images.
9
Guiding Principle 9: New and rehabilitated buildings must respond to our climate and re-
flect the community's cultural heritage.
The development concept embraces the climate response in its character:
• By providing shade and shelter with awnings and overhangs at the street level.
• By providing balconies in the residential building.
• By planting substantial street trees in the sidewalks.
Sawyer's Landing is designed in a sustainable manner and will pursue the respective LEED cer-
tification. Sawyer's Landing has a contemporary style, common in the newer buildings of Miami
today. As mentioned in the response to Guiding Principle 8, we will solicit input from the local
community and artists on the design for imagery and art along Sawyer’s Walk to reflect the com-
munity’s cultural heritage.
10 Guiding Principle 10: The Streets and buildings must be attractive.
The architects of the team have spent considerable effort to devise an attractive building for Saw-
yer's Landing. The facades on the three commercial sides of the building are organized with a
distinguishable base and upper section, created by a change of material between the 2nd and
3rd floors. The base at the street level has multiple doors and windows that open directly to the
sidewalk. That part of the façade has multiple shading devices to provide visual variety. The upper
floors are intended to have advertisements that will change over time following the City’s restric-
tions. To screen the portions of the parking garage that are open to the street, we will install panels
that can be etched with a design and also attach art panels. The design for the residential building
on NW 2nd Avenue has a series of balconies and privacy screens that will create a dynamic effect
of light and shadow as the sun moves across the sky.
The building will take advantage of creative lighting techniques to enhance its appearance at night.
Continual maintenance of the property, sidewalks, and Sawyer’s Walk will be performed by our man-
agement company. That will include the pavement, trees, landscaping, and additional amenities.

DEVELOPMENT CONCEPT
11 Guiding Principle 11: 24-hour environments should be encouraged.
Managed by the Miami Parking Authority, the parking garage will be operated 24 hours a day.
There is nothing in our proposal that would prohibit the businesses to operate 24 hours. The en-
tertainment, health club and dining venues plan to keep late hours. Some of the other venues may
choose to remain open late at night as well. Their hours may change in time, as demand increases
with more growth in the neighborhood.
Guiding Principle 12: Identifiable neighborhood centers are to be established in a distribut-

12 ed pattern within Overtown and Park West.
Because of the variety in offerings within this project, our project—Sawyer’s Landing—will become
a neighborhood center, given that there is presently nothing like it for blocks around.
13
Guiding Principle 13: The zoning and other development regulations must be reworked to
yield the results envisioned in this Community Redevelopment Plan.
This principle does not apply since it was accomplished when the City adopted the Miami 21 zon-
ing code.
14 Guiding Principle 14: Restore a sense of community and unify the area culturally.
This principle appears to be directed to the CRA. It can be met when the CRA selects this pro-
posal, and we get it up and running. In fact, Sawyer's Landing accomplishes this goal! We are
creating a development that invites the community in and caters to its needs. Further, our proposal
includes improvements to Sawyer's Walk, which can become a community gathering place, with
farmer's markets, community fairs, small-scale concerts, etc.
Please see letter from Dover Kohl & Partners on page 21.
PROJECT DESCRIPTION
Sawyer's Landing has been designed to be consistent with and promote the City of Miami CRA master plan
authored by Dover Kohl. The design of the building and streets are unique in a modern identifiable design,
which is reflective of the neighborhood and the existing Park West and Overtown tradition. The concept is a
pedestrian-friendly and eyes-on-the street design on all four surrounding streets. The unique architectural
design restores a sense of community and unifies the area visually and culturally. The streets and the lin-
ear park are designed in a modern attractive fashion using the DNA of this neighborhood and community.
Sawyer’s Walk will be renovated to be able to host local cultural events open to the public, with institutions
and businesses promoting their uniqueness along the broad sidewalks.
Sawyer's Landing will introduce family-friendly uses and activities to the neighborhood that do not currently
exist, such as value shopping, family entertainment including bowling, fitness facilities, pet supplies and
street-level indoor and outdoor dining. These amenities will create extra value for all property within the
CRA and make the area more attractive and desirable for many more residents and businesses.

DEVELOPMENT CONCEPT
PROPOSED DESIGN
Please see design concepts beginning on page 25:
• 3D Renderings
• View looking northeast from I-95
• View looking northwest from 6th Street to the residential building
• View looking northwest from 6th Street to the residential building – close up
• View looking southwest from 7th Street to the residential building and entry to Sawyer’s Walk
• Plans and Drawings

• Ground level retail
• Level 2 plan with retail, garage and single-loaded residential areas
• Levels 3-9 typical levels, retail, garage and single-loaded residential areas
• Levels 10-12 double-loaded residential plans
• Typical 1-bedroom and 2-bedroom unit plans
• Building Elevations
• South elevation
• North elevation
• East elevation
• West elevation
• Diagrammatic section
SUSTAINABILITY
Sawyer's Landing will include LEED-qualifying project components such as:
• Shaded parking (Heat Island Effect)/roof-rooftop-level parking, paving material with a Solar Reflective
Index of at least 29.
• An electrical system design, which includes the use of electronic ballasts and T8 lamps, which provide
power consumption efficiency.
• The building also benefits from solar light through the openings in the exterior of the perimeter and the
use of glass.
• The stores will have low power consumption lighting as well as motion lighting controls.
• All stormwater collection onsite is disposed of via onsite drainage wells.
• The tenant spaces will utilize water-efficient toilet fixtures.
• Alternative transportation: the project is located within ¼ mile of one or more stops for two or more bus
lines.
Sawyer’s Landing is a sustainable model for urban core development and will be widely studied as an ef-
fective and efficient solution for integrating high-density consumer-convenient retail into the inner city core.
One true indicator of the future success of this building’s innovative design and urban context is its current
pre-leasing of the majority of the 220,000 square feet of retail space with major national quality tenants,
which makes this project financially viable and guarantees its future success.

DEVELOPMENT CONCEPT
October 13, 2017
Clarence Woods, Executive Director SEOPW CRA

819 NW 2nd Ave, 3rd Floor,
Miami, Florida 33136,
Mr. Woods and fellow Response Reviewers:
I am the principal from Dover, Kohl & Partners who worked with the Overtown and Parkwest stakeholders
and city staff to draft the CRA Revitalization Plan from 2001 to 2004. I wrote much of the text that is in
the document. I am delighted to see that the hard work that went into the creation of the redevelopment
plan has helped the neighborhood succeed with great progress through the years since.
Recently I’ve had the opportunity to review Downtown Retail Associates, LLC’s proposal for Block 55.
At the time of the plan’s adoption, this site was never conceived as a catalyst for redevelopment. The focus
at that time was on the projects that are identified in the plan. However, we knew there would be new
opportunities in the future, which is why we produced the guiding principles to use as a judging
mechanism. I have reviewed the proposal using those guiding principles.
From today’s perspective I can see why the CRA sees this as a pivotal location connecting downtown with
the western side of the CRA area. Downtown Retail Associates’ proposal accomplishes the goals of the
plan. Their most important objectives include:
 providing a mix of uses within one block of the city, that also includes entertainment venues
(different from night clubs) and discount retailers which have been needed in the downtown for a
long time.
 providing access to centrally located workforce housing that is in stark contrast to the newer
buildings on Biscayne Boulevard,
 providing assistance to local residents for housing and jobs,
 providing a variety of permanent jobs with the block,
 providing leasable commercial space to local businesses,
 creating a useable sidewalk that provides an attractive pathway for the neighborhood and
accommodates bikes and motor scooters, and
 providing a cultural plaza for Sawyer’s walk, tying Overtown’s past to the present.
Feeling very enthusiastic about the project after seeing the proposal, we asked Downtown Retail
Associates if we could join their team. If their proposal is selected, we will help with further refinements
and with the submission requirements for city planning and zoning approval.
Sincerly,
Joseph A. Kohl, CNU-A

Principal,
1571 Sunset Drive, Coral Gables, Florida 33143 Telephone (305) 666-0446 Fax (305) 666-0360
www.doverkohl.com

DEVELOPMENT CONCEPT
Historic Overtown Inspiration/Reference Images for Garage Screening and Sawyer’s Walk

DEVELOPMENT CONCEPT
Historic Overtown Inspiration/Reference Images for Garage Screening and Sawyer’s Walk

DEVELOPMENT CONCEPT
View Looking Northeast from I-95
View Looking Northwest from 6th Street to the Residential Building

DEVELOPMENT CONCEPT
View Looking Northwest from 6th Street to the Residential Building – Close Up
View Looking Southwest from 7th Street to the Residential Building and Entry to Sawyer’s Walk

DEVELOPMENT CONCEPT
DEVELOPMENT PARTNERS/TENANT COMMITMENTS

Area Use Occupied Commitment
Retail A Dining/retail 1
Not yet on market
Retail B Fitness/health club  Executed LOI
Retail C Pet supply store  Executed LOI
Retail D Municipal office  CRA/office
Retail E Dining/retail 1
Not yet on market
Level 2 3
Value retail  Executed LOIs
Level 3 Value retail 2

Not yet on market
Level 4 4
Entertainment  Executed LOI
Workforce housing
Residential development Workforce housing
rentals
Parking garage 24/7 garage operations  Turnover to MPA
Notes
1
Being held off market for local community opportunity until completion of a Development
Agreement.
2
Being held off market until completion of a Development Agreement.
3
The floor is split between two value retailers.
4
An entertainment establishment takes up the entire floor.
71%
EXECUTED
COMMITMENTS
NO FINANCIAL CONTINGENCIES NEEDED.

DEVELOPMENT CONCEPT

DEVELOPMENT CONCEPT

DEVELOPMENT CONCEPT

DEVELOPMENT CONCEPT

DEVELOPMENT CONCEPT
1-Bedroom Unit 2-Bedroom Unit

01 AREA: 583 S.F. 02 AREA: 917 S.F.
0' 5' 10' 15'
3' 30'
TYPICAL UNIT PLANS

(1) BEDROOM & (2) BEDROOM
SCALE : 1/8" = 1`'-0"
A3.05
DEVELOPMENT CONCEPT

DEVELOPMENT CONCEPT

DEVELOPMENT CONCEPT

DEVELOPMENT CONCEPT

DEVELOPMENT CONCEPT

DEVELOPMENT CONCEPT
RETAIL / RESIDENTIAL
SAWYER'S LANDING - Areas & Parking Spaces
West Building Retail / Parking East Building /Residential
STORY LEVEL Ground Serv. Equip. Service Comm. Parking Ramp Cars STORY
Retail Stairs Elev. Esc. Level Unit RESIDENTIAL
Receiving Elev Room Court Areas
RESIDENTIAL DECK
1 Ground Level 66,894 1,323 2,976 38,491 915 6,685 1 Lobby & stair 2,605
2 GR Parking 588 546 102,197 8,180 240 2 Residendial 8 8,626
3* 1st Level A /Parking 50,025 2,168 854 1,136 1,945 546 671 47,032 8,180 117 3 Residendial 8 8,626
4 1B Parking 588 546 46,780 8,180 121 4 Residendial 8 8,626
5 2nd Level A /Parking 51,418 2,168 436 1,136 1,945 546 671 47,032 8,180 117 5 Residendial 8 8,626
7 3rd Level A / Parking 51,856 2,168 1,136 1,945 546 671 47,032 8,180 117 7 Residendial 8 8,626
9 9 Residendial 8 8,626
10 10 Reside/Deck 17 14,946 5,629
11 11 Reside/Deck 17 14,946
12 12 Reside/Deck 17 14,946
6,505 1,290 7,083 2,976 38,491 6,750 3,822 2,013 388,471 59,365 116,451 5,629
SUB- TOTALS 220,193 516,766 968 115 122,080
BUILDING TOTALS
TOTAL BUILDING 220,193

GROSS RETAL S.F.
TOTAL BUILDING 122,080

GROSS RESIDENTIAL
S.F.
859,039
TOTAL BUILDING
GROSS S.F.
General Note: Square footages are subject to minor changes as final plans are prepared.

DEVELOPMENT CONCEPT
ECONOMICALLY VIABLE DESTINATION
A demonstration on how the Proposer’s vision of the Property will create an economically viable
4 destination that will complement recent economic development activity in the surrounding area, create
jobs, and compliment the rich history of the Overtown community.
LIVE, WORK, PLAY IN OVERTOWN
The Sawyer's Landing plan includes uses that currently do not exist in the SEOPW CRA. This void in the
market has become apparent by the level of interest and commitments we have from tenants and operators
of the various project components. The development of discount shopping, entertainment, dining, fitness
club, pet supplies, workforce housing and its related parking will ensure the success of the Sawyer’s Land-
ing project. Additionally, this project will anchor the community and inspire and accelerate additional devel-
opment in the SEOPW CRA. The amenities proposed will enhance working, living and visiting the SEOPW
CRA more attractive and desirable, enhance the area’s tax base and increase the demand for additional
development in the area.
SHOVEL-READY PROJECT
Once the development agreement with the SEOPW CRA is completed, we are shovel ready. We have
scheduled all our critical design, permitting, construction and tenant interior fit-out activities for a project
completion in February 2021. Please see the schedule on page 40 for more details.
A PROVEN DEVELOPMENT PROGRAM AND TEAM
There is nothing speculative about the proposed improvements and the vision we have for the develop-
ment of the site. We know Sawyer's Landing will be successful because the tenants and operators of the
to-be-completed project have already made their intentions known to us. Over 160,000 square feet out of
approximately 220,000 square feet of commercial space have been committed to national, credit-worthy
tenants. We have letters of intent (LOI) from the retail tenants. They contain confidential information
and therefore cannot be included in this submittal, but may be viewed, by appointment, at our office. We
also have several proposals from well-known outdoor advertising companies for the proposed signage.
The Miami Parking Authority, one of our key team members, has agreed to manage and operate the parking
facility; they are also considering and currently in due diligence to acquire the parking asset as a public-pri-
vate partnership. We are including 115 much-needed workforce housing units in which residents will be
living and working within the integral Live, Work, Play development environment. Further, our financial
partner, The Baupost Group, has the resources and ability to fund 100% of the project costs with
equity. The project is designed to be permitted via normal administrative processes. Finally, although we
are aware that certain governmental subsidies may be available to finance the construction of this project,
it can be financed conventionally, with only private funding or, as described above, financed with 100%
equity. If we are the successful bidder, we see no impediment to completing the project on schedule.
Additional information demonstrating how our proposed vision for Sawyer's Landing will create an econom-
ically viable destination that will complement recent economic development activity in the surrounding area,
create jobs, and complement the rich history of the Overtown community is included earlier in this section,
as well as in Section 8.
PROPOSED TRANSACTION STRUCTURE
For detailed information on the proposed transaction structure, please see page 41.

4
SAWYER'S LANDING - DOWNTOWN RETAIL ASSOCIATES
TIMETABLE
'LIVE, WORK PLAY' MILESTONE SCHEDULE

ID Task Name Duration Start Finish 2, 2017 Half 1, 2018 Half 2, 2018 Half 1, 2019 Half 2, 2019 Half 1, 2020 Half 2, 2020 Half 1, 2021
SOND J FMAM J J A SOND J FMAM J J A SOND J FMAM J J A SOND J FMAM J
1
2 Milestones 43 mons Mon 10/30/17 Fri 2/12/21
3 DRA.LLC selected Proposer 0 mons Mon 10/30/17 Mon 10/30/17 10/30/17
4 CRA Concept Design Review & Approval 0 mons Fri 6/8/18 Fri 6/8/18 6/8/18
5 Permitting Complete 0 mons Fri 1/18/19 Fri 1/18/19 1/18/19

phasing plan, if applicable.
6 Construction Complete 0 mons Fri 11/20/20 Fri 11/20/20 11/20/20
7 Garage Turnover to MPA 0 mons Fri 12/18/20 Fri 12/18/20 12/18/20
8 Retail Move - In 0 mons Fri 2/12/21 Fri 2/12/21 2/12/21
9 Residential Move - In 0 mons Fri 2/12/21 Fri 2/12/21 2/12/21
10
11 Design & Permitting 16 mons Mon 10/30/17 Fri 1/18/19
12 Development Agreement Execution 1 mon Mon 10/30/17 Fri 11/24/17
13 Construction Documents Design 6 mons Mon 11/27/17 Fri 5/11/18
14 CRA Concept Design Review & Approval 1 mon Mon 5/14/18 Fri 6/8/18
15 Permittng 8 mons Mon 6/11/18 Fri 1/18/19
16
17 Construction 24 mons Mon 1/21/19 Fri 11/20/20
18 Construction 24 mons Mon 1/21/19 Fri 11/20/20
19 Retail Tenant Interiors (TI) Stocking & Fixtures 4 mons Mon 6/8/20 Fri 9/25/20
SAWYER’S LANDING: LIVE, WORK, PLAY IN OVERTOWN

DEVELOPMENT CONCEPT
20
21 Tenant Turnover 3 mons Mon 11/23/20 Fri 2/12/21
22 Garage Turnover to MPA 1 mon Mon 11/23/20 Fri 12/18/20
23 Retail & Residential: Tenant Move - In 2 mons Mon 12/21/20 Fri 2/12/21
24 Grand Opening 0 mons Fri 2/12/21 Fri 2/12/21 2/12/21
Task Milestone External Tasks

Project: Block 55 Milestone schedule
Split Summary External Milestone
Date: Fri 10/13/17
Progress Project Summary Deadline
Page 1
through project occupancy, including a development schedule with a timetable for review and approval
of design and construction documents, construction commencement date, occupancy date, and a
A timetable for implementation of the project, from the execution date of a development agreement
40
DEVELOPMENT CONCEPT
PROPOSED TRANSACTION STRUCTURE
A proposed transaction structure for the project, i.e., purchase, lease, or ground lease, specifying the
4 financing structure, such as purchase price, lease payments, etc.
We propose a fee simple, all cash acquisition of the site for a shovel-ready project. Details are included
below.
Purchase Price: $15,000,000.00 (Fifteen Million Dollars), all Cash Payable at

Closing.
Additional
Purchase Price: A contribution at no cost to the SEOPW CRA of approximately
8,500 ground level retail space square feet (inclusive of a
mezzanine) fronting on NW 6th Street. The CRA will be responsible
for its own CAM, taxes and insurance. The space shall be delivered
as an unfinished shell. The benefit of title to this space exceeds
$3,000,000.00 (Three Million Dollars). The benefit of the Ownership
of this space is approximately $3 million (if the space is rented at
$17 per square foot, which is approximately 50% of our normal
rent, and sold at a 5% return, the value of this space is
approximately $3 million).
This above additional financial benefit to the SEOPW CRA results

in a total Purchase Price of approximately $18,000,000.00
(Eighteen Million Dollars)
Other Buyer
Obligations: 1. The construction of 115 workforce housing units.
2. Upon executing the Development Agreement, Buyer shall
diligently pursue the design and permitting of Sawyer’s Landing
with the goal of obtaining Building Department approval within 2
years of executing the Development Agreement.
3. Buyer shall commence construction of the Proposed
Improvements within 12 months of Closing.
4. Buyer’s contractor shall give priority in awarding contracts to
neighborhood and Miami-Dade County Contractors.
5. Buyer’s contractor shall give priority in hiring to neighborhood
residents and to Miami-Dade County residents.
6. Buyer shall organize a minimum of 2 job fairs to encourage local
residents to be hired by the subcontractors performing the
construction work and to encourage local residents to be hired by
the retailers who will occupy the premises.
7. Approximately $500,000 of improvements to Sawyer’s Walk.

FINANCING PLAN
HARD & SOFT COSTS
Project budget/breakdown of all hard and soft costs required to implement project including, but not
5 limited to: property due diligence tasks, approvals, professional fees, construction, marketing, legal
Block 55
fees, etc.
Development of Block 55 - RFP
NW 6th St & NW 2nd Ave
South
Below is East Overtown/Park
a summary West
followed byCRA
detailed categories of the development costs for the project.
City of Miami, FL
October 16, 2017
Summary of Development Costs
Retail & Parking Residential Total
Development Costs
Land (allocated) 12,700,000 2,300,000 15,000,000
Residential Parking - 2,350,000 2,350,000
Hard Costs 65,534,153 20,398,125 85,932,278
Soft Costs 22,108,874 5,089,421 27,198,295
Totals 100,343,027 30,137,546 130,480,573
Sources of Funds
Construction Loan 97,860,430 75.00%
*The CRA
Developer Portion
Equity of the Land Payment is $15 Million 32,620,143
as noted in the above
25.00%summary.
130,480,573 100.00%
Total Development Costs after Asset Sales

Total Cost 130,480,573
Sale of Residential (30,137,546)
Sale of Garage (20,000,000)
Net Development Costs for Retail 80,343,027
Retail Income 6,924,974
Return on Net Costs 8.62%
Permanent Loan Funding Calculations

Estimated Retail Value at Completion, 5.50 % Cap Rate 125,908,618
Loan Available at 65% LTV 81,840,602
Annual Debt Service, 6.25% Constant 5,115,038
DSCR (Debt service coverage Ratio) 1.35

FINANCING PLAN
HARDBlock 55
& SOFT COSTS
South East Overtown/Park West CRA
City of Miami, FL
October 16, 2017
Retail and Parking Development Costs
Retail & Parking Development Costs
Description Cost ($) Notes
Project Land
Payments to the CRA 12,700,000
Value of Retail Gift to CRA $3M Value benefits included in calcs
Subtotal Land 12,700,000 **
Hard Costs
Retail, Parking and Service Areas 50,879,904 i
Entertainment Use and Residential Extra Parking, 130 Spaces @ $20,000/Space 2,600,000 ii
Parking Reimbursement from Residential (2,350,000)
Subtotal GC Costs 51,129,904
Allowance Owner's Parking Garage Equipment (to be paid by parking authority) -

Allowance Owner's Signage Cost 300,000 iii
Subtotal Owner Furnished Items 300,000
TI Allowance/Sq Ft
Ground FL - Health Club 30,000 SF 75.00 1,470,675
Level 3A - Entertainment 52,487 SF 65.00 3,411,655
Ground FL - East, Small Shop, 6,192 70.00 433,440
Ground FL - West Small Shops (CRA) - - iv
Interiors Big Box, 155,736 SF 55.00 5,667,805 v
Subtotal Tenant Interiors 10,983,575
Subtotal Hard Costs 62,413,479
Owner's Hard Cost Contingency, 5% 3,120,674
Total Hard Costs 65,534,153
Soft Costs
Predevelopment Costs 1,750,000
A & E, Survey, Misc. Consultants, Testing, Inspections, etc. 3,775,000 vi
Plan Review, Permits and Impact Fees 1,497,823 vii
Property Taxes During Construction 300,000
Builders Risk and Liability Insurance 650,000 viii
Legal (land use, partnership, finance, etc.) 250,000
Legal, leasing 300,000
Leasing Commissions, Small Shops 222,912
Leasing Commissions, Big Box 2,497,836
Marketing 200,000
Construction Accounting, Supervision & Oversight 1,800,000
Construction Loan Interest * 2,812,500
Loan Fees and Closing Costs for Land Acquisition and Construction Loan 2,000,000
Developer's Fee 3,000,000
Subtotal Soft Costs 21,056,070
Soft Cost Contingency, 5% 1,052,804
Total Soft Costs 22,108,874
Total Retail Development Costs 100,343,027
Notes
*Construction loan is at a 5% interest rate for 3 years interest only for 75% of
i. Per MCM Cost Estimate
ii. Additional Parking Required for Entertainment and for Residential Units
project cost with a 1% loan fee.
iii. Based on estimate from Tom Graboski
iv. Reduced rent with no landlord provided tenant work
v. Based on J Raymond information plus $4 for landlord provided interior A/C units
**The CRA Portion of the Land Payment is $15 Million as noted on page 42.
vi. See tab titled A&E, Testing, etc. for details
vii. Please refer to the tab titled 'Permits and Impact Fees' for detail.
viii. Estimate based on average of range provide by Marc Shapiro

Block 55
FINANCING PLAN
HARD & SOFT COSTS
City of Miami, FL
October 16, 2017
Residential Development Costs
Residential Development Costs
Land $
Project Land Cost 2,300,000
Parking Garage Costs 2,350,000
Subtotal Land Costs 4,650,000
Hard Costs Residential
Rental Apartments 18,975,000
Parking Allocation of parking costs included above-
Subtotal Hard Costs 18,975,000
Hard Cost Contingency, 5% 1,423,125
Total Hard Costs 20,398,125
Soft Costs
Predevelopment Costs 250,000
A & E, Survey, Misc. Consultants, Testing, Inspections, etc. 1,328,250
Plan Review, Permits and Impact Fees 1,034,625
Property Taxes During Construction 100,000
Builders Risk and Liability Insurance 190,443
Legal (land use, partnership, finance, purchase & sale, etc.) 250,000
Residential Marketing and Leasing Allowance -
Marketing (Brochures, Conventions, Travel, Out -of Pocket, etc.) -
Construction Accounting, Supervision & Oversight, included in residential -
Construction Loan Interest Allocation * 843,750
Loan Fees and Closing Costs for Land Acquisition and Construction Loan 350,000
Developer's Fee 500,000
Subtotal Soft Costs 4,847,068
Soft Cost Contingency, 5% 242,353
5,089,421
Grand Total Residential Development Costs 30,137,546
*Construction loan is at a 5% interest rate for 3 years interest only for 75% of proj-
ect cost with a 1% loan fee.
**It is anticipated that the residential component will be separated from the retail
and garage part of the project via a condominium ownership structure.

FINANCING
Block 55
PLAN
SOURCES,
Development AMOUNTS,
of Block 55 - RFP TERMS, CONDITIONS & EQUITY
Sources, amounts, terms, and conditions of financing and Proposers’ equity consistent with the project
City of Miami, FL
budget. If financing is not completely in place (for project or one or more of its components), Proposer
5
October must
16, 2017
provide letters of interest from financing sources. If necessary, indicate status of fund-raising
efforts and schedule.
Retail & Parking Residential Total
Development Costs
Although we are aware that governmental subsidies, grants and public finance options are available, which
Landintend
we (allocated) 12,700,000
to pursue if we are selected, for purposes of this submittal, included any in15,000,000
we have not 2,300,000 the anal-
Residential
ysis below.Parking - 2,350,000 2,350,000
Hard Costs 65,534,153 20,398,125 85,932,278
Soft Costs
Block 55 Sources and Uses of Funds 22,108,874 5,089,421 27,198,295
Block 55 Totals 100,343,027 30,137,546 130,480,573
Development of
Development of Block
Block 55
55 -- RFP
RFP
Block 55
NW 6th
NW 6th St
St &
& NW
NW 2nd
2nd Ave
Development
Sources of BlockAve
of Funds 55 - RFP
South
South East
East Overtown/Park
Overtown/Park West CRA
Construction
NW 6th St & NW 2nd Ave West CRA
Loan 97,860,430 75.00%
City of
City of Miami,
DeveloperMiami, FL
FL
South EastEquity
Overtown/Park West CRA 32,620,143 25.00%
October
October 16, 2017
16, 2017 130,480,573 100.00%
City of Miami, FL
October
Uses 16, 2017
of Funds
Total Development Summary of
Costs after Asset Sales Summary of Development
Development Costs
Costs
Total Cost Retail & Parking
Parking
130,480,573
Retail & Residential
Residential Total
Total
Development
Sale of Residential
Development Costs
Costs (30,137,546)
Land (allocated) Retail & Parking
12,700,000 Residential
2,300,000 Total
15,000,000
Sale
Land of Garage
(allocated) (20,000,000)
12,700,000 2,300,000 15,000,000
Development
Residential ParkingCosts
Parking
Residential
Land (allocated)
Net Development Costs for Retail --
80,343,027
12,700,000
2,350,000
2,350,000
2,300,000
2,350,000
2,350,000
15,000,000
Hard Costs
Hard Costs Retail Income 65,534,153
6,924,974
65,534,153 20,398,125
20,398,125 85,932,278
85,932,278
Residential
Soft Costs Parking -
22,108,874 2,350,000
5,089,421 2,350,000
27,198,295
Soft Return on Net Costs 8.62%
HardCosts
Costs Totals
22,108,874
65,534,153
100,343,027
5,089,421
20,398,125
30,137,546
27,198,295
85,932,278
130,480,573
Soft Costs Totals 100,343,027
22,108,874 30,137,546
5,089,421 130,480,573
27,198,295
Permanent Loan Funding Calculations
Sources of ofRetail
FundsValue at Completion, 5.50 % Cap Rate Totals 100,343,027 30,137,546 130,480,573
Estimated
Sources Funds 125,908,618
As stated
Construction
Loan previously,
Loan
AvailableLoanat 65% LTV we will potentially sell the residential units after
97,860,430
81,840,602 project completion.
75.00% For purposes
Construction
of this plan,
Sources of Fundswe are showing them sold at cost for the price of 97,860,430 $30,137,546. The Miami 75.00%
Parking Authority
Developer
Annual
DeveloperDebt Equity
Service, 6.25% Constant 32,620,143
5,115,038 25.00%
intends toEquity
Construction acquire
Loan and operate the parking garage for a price of 32,620,143
$20,000,000. These25.00%
97,860,430 funds will be used to
75.00%
DSCR (Debt service coverage Ratio) 130,480,573
1.35
130,480,573 100.00%
100.00%
pay down the
Developer Equity construction loan resulting in a net development cost to the
32,620,143 retail, which must be refinanced
25.00%
of approximately $80,343,027. 130,480,573 100.00%
Total Development
Total Development Costs Costs after
after Asset
Asset Sales
Sales
Total Cost
Total Cost 130,480,573
130,480,573
Total
Sale Development
of Residential Costs after Asset Sales (30,137,546)
Sale
TotalofCost
Residential (30,137,546)
130,480,573
Sale of Garage
Sale Garage (20,000,000)
Sale of
of Residential Net Development Costs for Retail
(20,000,000)
(30,137,546)
80,343,027
Sale of Garage Net Development Costs for Retail 80,343,027
(20,000,000)
Retail
Retail Income
Income 6,924,974
6,924,974
Net Development Costs
Return on for
Net Retail
Costs 80,343,027
8.62%
ReturnRetail
on Net Costs
Income 8.62%
6,924,974
Permanent Loan Loan Funding
Funding Calculations
Calculations Return on Net Costs 8.62%
Permanent
Estimated Retail
Estimated Retail Value
Value at
at Completion,
Completion, 5.50
5.50 %
% Cap
Cap Rate
Rate 125,908,618
125,908,618
Permanent
Loan Available Loan
Available at Funding
at 65%
65% LTV
LTV Calculations 81,840,602
Loan
Estimated Retail Value6.25%
at Completion, 5.50 % Cap Rate 81,840,602
125,908,618
Annual
Annual Debt Service,
Debt Service, 6.25% Constant * 5,115,038
Loan
DSCR Available
(Debt at 65%
service LTV Constant
coverage Ratio)
5,115,038
81,840,602
1.35
DSCR
Annual(Debt
Debtservice
Service,coverage Ratio)
6.25% Constant 1.35
5,115,038
DSCR (Debt service coverage Ratio) 1.35
*Permanent loan is at a 4.75% interest rate with 30-year amortization and a 0.5% loan fee.

FINANCING PLAN
PRO FORMA CASH FLOW STATEMENTS
5 Pro forma cash flow statements, with documentation of assumptions for a 15 year period.
Block 55
City of Miami, FL
October 9, 2017
Stabilized Net Operating Income
Retail & Signage Rental Income
Retail
Level Store Number Description/Proposed Tenant Status Net Rentable Sq Ft Rent/Sq Ft Lease Type Annual Rent
Ground GA - 1 Pet Supply Signed LOI 19,609 33.00 NNN 647,097
GA - 2 Health Club Signed LOI 30,000 42.00 Modified Gross 1,260,000
GS - 1 West Side, CRA (includes mezzanine) Pending RFP 8,500 - transfer of title -
GS - 2 East Side, Small Shop Available 6,192 60.00 NNN 371,520
Subtotals 64,301 2,278,617
1st Level 1A - 1 Apparel Signed LOI 25,000 33.00 NNN 825,000
1A - 2 Apparel Signed LOI 20,000 28.00 Prorata Except CAM 560,000
1A - 3 Available Available 3,000 45.00 NNN 135,000
1A - 4 Available Available 3,000 45.00 NNN 135,000
Subtotals 51,000 1,655,000
2nd Level 2A - 1 Available Available 52,051 28.00 NNN 1,457,428
Subtotals 52,051 1,457,428
3rd Level 3A - 1 Entertainment Signed LOI 52,487 27.00 NNN 1,417,149
Subtotals 52,487 1,417,149
Total Retail Rent 219,839 6,808,194
Other Income
Off Premises Advertising (minimum against 50% of estimated advertising revenue) Pending 700,000
Garage Income N/A -
Subtotal 700,000
Subtotal All Income 7,508,194
% of Retail Leased 71%

% of Income Committed 72%
Expenses and Vacancy Allowances

Health Club Unrecoverable Expenses, $10/SF (300,000)
Apparel Unrecoverable Expenses, $3/SF (60,000)
Allowance for other Unrecoverable Expenses (200,000)
Vacancy Allowance, Small Shop Income (18,576)
Leakage on Small Shop Vacancy Allowance (4,644)
(583,220)
Grand Total Stabilized NOI 6,924,974
Note: Confidentiality requirements prohibit us from listing tenant names in this proposal, however signed LOI's may be viewed by appointment at the Swerdlow office.
Confidentiality requirements prohibit us from listing tenant names in this proposal;

however, signed Letters of Intent (LOI) may be viewed by appointment at the Swerdlow
office.

Block 55
City of Miami, FL
October 9, 2017
Cash Flow Analysis
Cash Flow Analysis
Retail Annual Rent

Store Rentable Initial Assump-
Level Number Tenant Sq Ft Rent/Sq Ft tions Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10 Year 11 Year 12 Year 13 Year 14 Year 15
Ground GA - 1 Pet Supply 19,609 33.00 i 647,097 647,097 647,097 647,097 647,097 666,706 666,706 666,706 666,706 666,706 686,315 686,315 686,315 686,315 686,315
GA - 2 Health Club 30,000 42.00 i 1,260,000 1,260,000 1,260,000 1,260,000 1,260,000 1,360,800 1,360,800 1,360,800 1,360,800 1,360,800 1,469,664 1,469,664 1,469,664 1,469,664 1,469,664
GS - 1 West Side, CRA 8,500 - ii - - - - - - - - - - - - - - -
GS - 2 East Side, Small Shop 6,192 60.00 iii 371,520 371,520 371,520 371,520 371,520 408,672 408,672 408,672 408,672 408,672 449,539 449,539 449,539 449,539 449,539
1st Level 1A - 1 Apparel 25,000 33.00 i 825,000 825,000 825,000 825,000 825,000 825,000 825,000 825,000 825,000 825,000 850,000 850,000 850,000 850,000 850,000
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1A - 2 Apparel 20,000 28.00 i 560,000 560,000 560,000 560,000 560,000 580,000 580,000 580,000 580,000 580,000 600,000 600,000 600,000 600,000 600,000
1A - 3 Available 3,000 45.00 iii 135,000 135,000 135,000 135,000 135,000 148,500 148,500 148,500 148,500 148,500 163,350 163,350 163,350 163,350 163,350
1A - 4 Available 3,000 45.00 iii 135,000 135,000 135,000 135,000 135,000 148,500 148,500 148,500 148,500 148,500 163,350 163,350 163,350 163,350 163,350
2nd Level 2A - 1 Available 52,051 28.00 iv 1,457,428 1,457,428 1,457,428 1,457,428 1,457,428 1,530,299 1,530,299 1,530,299 1,530,299 1,530,299 1,606,814 1,606,814 1,606,814 1,606,814 1,606,814
3rd Level 3A - 1 Entertainment 52,487 27.00 i 1,417,149 1,417,149 1,417,149 1,417,149 1,417,149 1,495,880 1,495,880 1,495,880 1,495,880 1,495,880 1,600,854 1,600,854 1,600,854 1,600,854 1,600,854
Total Retail Rent 219,839 30.97 6,808,194 6,808,194 6,808,194 6,808,194 6,808,194 7,164,357 7,164,357 7,164,357 7,164,357 7,164,357 7,589,886 7,589,886 7,589,886 7,589,886 7,589,886
Other Income
Off Premises Advertising (minimum against 50% of estimated advertising revenue) v 700,000 707,000 714,070 721,211 728,423 735,707 743,064 750,495 758,000 765,580 773,235 780,968 788,778 796,665 804,632
Garage Income - - - - - - - - - - - - - - -
Total Other Income 700,000 707,000 714,070 721,211 728,423 735,707 743,064 750,495 758,000 765,580 773,235 780,968 788,778 796,665 804,632
PRO FORMA CASH FLOW STATEMENTS
Total Rent & Other Income 7,508,194 7,515,194 7,522,264 7,529,405 7,536,617 7,900,064 7,907,421 7,914,852 7,922,357 7,929,937 8,363,122 8,370,854 8,378,664 8,386,551 8,394,518
Expenses and Vacancy Allowances
Health Club Unrecoverable Expenses, $10/SF v (300,000) (303,000) (306,030) (309,090) (312,181) (315,303) (318,456) (321,641) (324,857) (328,106) (331,387) (334,701) (338,048) (341,428) (344,842)
Apparel Unrecoverable Expenses, $3/SF v (60,000) (60,600) (61,206) (61,818) (62,436) (63,061) (63,691) (64,328) (64,971) (65,621) (66,277) (66,940) (67,610) (68,286) (68,968)
Allowance for other Unrecoverable Expenses v (200,000) (202,000) (204,020) (206,060) (208,121) (210,202) (212,304) (214,427) (216,571) (218,737) (220,924) (223,134) (225,365) (227,619) (229,895)
Vacancy Allowance, Small Shop Income v (18,576) (18,762) (18,949) (19,139) (19,330) (19,524) (19,719) (19,916) (20,115) (20,316) (20,519) (20,725) (20,932) (21,141) (21,353)
Leakage on Small Shop Vacancy Allowance v (4,644) (4,690) (4,737) (4,785) (4,833) (4,881) (4,930) (4,979) (5,029) (5,079) (5,130) (5,181) (5,233) (5,285) (5,338)
SAWYER’S LANDING: LIVE, WORK, PLAY IN OVERTOWN

Subtotal (583,220) (589,052) (594,943) (600,892) (606,901) (612,970) (619,100) (625,291) (631,544) (637,859) (644,238) (650,680) (657,187) (663,759) (670,396)
Grand Total NOI 6,924,974 6,926,142 6,927,321 6,928,513 6,929,716 7,287,094 7,288,321 7,289,561 7,290,813 7,292,077 7,718,884 7,720,174 7,721,477 7,722,793 7,724,122
*
Debt Service (5,115,038) (5,115,038) (5,115,038) (5,115,038) (5,115,038) (5,115,038) (5,115,038) (5,115,038) (5,115,038) (5,115,038) (5,115,038) (5,115,038) (5,115,038) (5,115,038) (5,115,038)
Cash Flow 1,809,936 1,811,104 1,812,284 1,813,475 1,814,678 2,172,056 2,173,284 2,174,523 2,175,775 2,177,040 2,603,846 2,605,136 2,606,439 2,607,755 2,609,084
DSCR 1.35 1.35 1.35 1.35 1.35 1.42 1.42 1.43 1.43 1.43 1.51 1.51 1.51 1.51 1.51
Assumptions
i Escalation per LOI, available for review at Swerdlow office
ii Refer to proposal included in RFP response
iii Assume 10% every 5 years
iv Assume 5% every 5 years
v Assume increases of 1% per year
Loan terms are provided on page 45.
47
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FINANCING CONSISTENT WITH PROJECT BUDGET
5 Evidence of financing consistent with project budget.
As demonstrated by the financing letter from City National Bank on page 50 and the letter from Kenneth
J. Scott, CPA, on page 85, addressing the financial strength of the team, as well as the millions of square
feet previously developed by the team participants, the ownership entity is comfortable with the financing
requirements of the project consistent with the project budget.
In addition, the Proposer, DRA, has a multibillion-dollar equity partner on the project team as demon-
strated by the letter from The Baupost Group included in this proposal on page 49. The Baupost Group
relationship provides either (i) all equity funding of the project in the event financing is not readily available
as occurred in 2009 or (ii) traditional equity funding above the construction debt obtained by the entity.
Further, the Proposer plans to sell both the parking garage and workforce housing residential tower upon
completion of the project. The baseline project financing plan included in this proposal assumes that both
the parking facility and residential workforce tower are sold by the Proposer. The effect of these sales is that
they substantially reduce the risk profile of the project, materially reduce the equity required to complete the
permanent financing of the project and demonstrates to the CRA the overall viability of the project design
elements. If the Proposer decides to presale the residential tower and parking facility, this gives the Propos-
er a number of simplistic financing scenarios it can pursue to complete the project. In sum, project financing
can be achieved through a number of different scenarios, none of which require additional partners.
Beyond the traditional financing options described above, there are a number of other sources of funds
available to the Proposer to cover the cost of the project. These include EB-5 loan proceeds, and new mar-
ket tax credits equity. These sources of funds have been recently used successfully by the Proposer team
on other similar projects, thereby providing additional ways to meet the required sources of capital with less
expensive funds. Again, all of these sources of funds are readily available for a project in this location and
of this size. With these proceeds in hand, the remaining funds required to complete the project are reduced
substantially, and the overall financial viability of the project is enhanced significantly.
In sum, in addition to The Baupost Group and City National Bank funding letters, there are multiple sources
of funds for the project available to the Proposer, each of which represents another way to ensure com-
pletion of the project. All these financing options should provide the requisite comfort to the CRA that the
project will be completed as scheduled and without delay.
DRA HAS A MULTIBILLION - DOLLAR

EQUITY PARTNER.

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FINANCIAL CAPACITY OF LENDERS & EQUITY SOURCES
5 Evidence of financial capacity of lenders and equity sources.

FINANCING PLAN
FINANCIAL CAPACITY OF LENDERS & EQUITY SOURCES
5 Evidence of financial capacity of lenders and equity sources.
1450 Brickell Avenue, Suite 2800

Miami, FL 33131
305-577-7224
September 28, 2017
The Office of the City Clerk

City of Miami
3500 Pan American Drive
Attention: Mr. Brian Zeltsman, RA

Director of Architecture and Development
Southeast Overtown/Park West Community Redevelopment Agency
RE: RFP NO. 17-02

REQUEST FOR PROPOSALS FOR THE DEVELOPMENT OF BLOCK 55
PLAT BOOK “B” PAGE 41, 249 NW 6TH STREET, MIAMI, FLORIDA
City National Bank (Bank) has reviewed the information provided by you on the property known
as “Block 55” (Project) located in Miami, Florida. Based on a preliminary review of these
documents, City National Bank would have an interest in continuing discussions around the
financing of the Project.
This is not a commitment to lend, but rather an expression of interest on behalf of the Bank. A
formal commitment to lend may only be issued after the Bank has completed its full underwriting,
including its customary due diligence processes, and approval by the appropriate approving
authority.
Please feel free to contact us with any questions.
Best regards,
Yamil Aguad
Sr. Vice President

FINANCING PLAN
PUBLIC FINANCING ASSISTANCE
5 Any public financing assistance that may be required.
The project will not require any public financing assistance. However, the Proposer intends to pursue all
public financing programs available for a project of this magnitude. In the event that public financing as-
sistance is obtained, it will both simplify and reduce the capital structure required to complete the project.

FINANCING PLAN
ADDITIONAL INFORMATION
FINANCIAL BENEFITS TO THE SEOPW CRA/CITY OF MIAMI
As detailed in the Miami Economic Associates, Inc. project economic benefits study beginning on page 53,
the financial benefits to the SEOPW CRA/City of Miami from the proposed Sawyer’s Landing mixed-use
project are numerous and significant including:
• The $15,000,000 purchase price for the land.

• DRA will transfer the grade-level space of up to 8,500 SF at no cost to the CRA. This benefit is estimat-
ed at a savings of approximately $3 million to the CRA.
• The workforce housing is being provided for the community. The value to the CRA is not quantifiable
at this time.
• The employment of 1,276 local residents during construction representing over $67 million in payroll
and then 390 permanent jobs and 56 indirect jobs in the retail and entertainment uses of the project.
The economic impact of this permanent employment is calculated in the economic study as totaling
$13.1 million in annual wages.
• A recurring benefit to the CRA/City is the estimated $1.9 million per year that will be paid in real estate
taxes from the project once stabilized, of which more than $1,000,000 will go to the SEOPW CRA
annually.
• Another benefit, though harder to calculate in a dollar economic impact, is the project itself as it serves
as an anchor in Overtown enabling the balance of the CRA land to accelerate its development plans
with this vibrant project underway.
• The $1,213,000 in annual revenue to the City of Miami from the parking facility fees and the $181,950
per year in parking taxes it will pay to the City on the garage usage, which is in addition to the benefit to
the community of having an approximately 1,000-space garage available for the community and visitors
and guests.
• Further, there is the estimated $7.5 million per year in total sales tax that will be paid by the retailers
and entertainment uses at the project.
• Additionally, the occupants of the workforce housing residential units will provide $1.62 million per
year in expenditures in the local community. This economic benefit is in addition to the growing vibrancy
in the local area generated by these full time residents.
• Finally, we are providing a health/fitness club, value retail stores and significant neighborhood en-
tertainment and gathering place.
In sum, there is a multiplier effect of benefits from this proposed project starting with the $15 million pay-
ment for the land plus $3 million of the savings from the CRA space and including the multiple sources of
tax revenue paid daily. Plus, there is the after effects of the project through additional development in the
CRA accelerated by this project all of which will compound the tax revenues earned by the SEOPW CRA
and the City of Miami.

FINANCING PLAN
ECONOMIC AND FISCAL BENEFITS ANALYSIS
The economic and fiscal benefits have been outlined in detail on page 52. Furthermore, Miami Economic
Associates, Inc., a real estate consulting expert in performing economic studies and reports, has performed
an in-depth analysis of the subject project. Please see below and on the following pages for the analysis of
our Sawyer’s Landing Live, Work, Play Development Program.

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PARKING ANALYSES/RECOMMENDATIONS AND PARKING/TRAFFIC STUDY REPORT
July 10, 2017
The Swerdlow Group

2901 Florida Ave., Ste 806
Attn: Michael Swerdlow
RE: Parking Revenue Analysis – Block 55 project
Dear Mr. Swerdlow:
As requested, below are the revenue projections for the above mentioned project along
with full size detailed profit and loss documents. Our revenue forecast is based on the
following projections and assumptions:
• Parking garage built to code with 1,000 parking spaces

• Equipment to allow for fully automated operations (Pay on foot, pre-payment
options, and no cashiers at the exit lanes).
• Our estimated volume is based on the most recent project programming shared
with us and applying the demand indices previously shared with the team.
• We assume normal metro mover operations in the Downtown area (important for
our special event projections).
• We assume the Beckham Stadium project will be built at the current proposed
site with a seating capacity of 25,000 seats. Additionally, we assume that the
stadium will be allowed to use already built parking spaces to fulfill their parking
requirements.
• We assume 100% occupancy on all retail components and 80% in Food Court
venues.
• We assume normal economic conditions in the City of Miami and Miami-Dade
County.
We have created a final model that assumes vehicle volumes generated from our
demand analysis and takes into account discounted parking expected to be offered to
certain tenants. Below we detail our assumptions which roll up to our one (1) year Profit
and loss statement.

FINANCING PLAN
July 10, 2017

Page 2
Revenues –
We project the gross transient revenues to be $1,544,174 made up of the following

contributing factors:
• Transient weekday Revenue of $104,000 (80 vehicles a day with an Average

Ticket Price {“ATP”} of $5.00).
• Transient weeknight Revenue of $351,000 (225 vehicles a day with an ATP of
$6.00).
• Transient weekend Revenue of $567,000 (675 vehicles a day with an ATP of
$8.00).
• Special Event Revenue –
o $25,200 - Miami Heat (40 vehicles at an ATP of $15 for 42 games)
o $13,600 – Bayfront Park (40 vehicles at an ATP of $17 for 20 events)
o $68,000 – Beckham Stadium (200 vehicles at an ATP of $17 for 20
events)
o $8,400 – Valet storage (70 vehicles at a set $10.00 rate for 12 events)
• Main event Discounted tickets (per lease) of $190,974 (261 vehicles a day with
an ATP of $2.00). The main event proposed lease stipulates that all of their
visitors will be offered a $1 per hour rate for the first three hours of their stay.
We project the Monthly Parking revenues to be $267,120 made up of the following

parker groups:
• Outside monthly Parker Revenues of $120,000 (100 vehicles at a rate of

$100/month).
• Monthly Parkers – Residents $96,000 (100 vehicles at a rate of $80.00/month).
Our total projected gross revenues under these assumptions are estimated at
$1,544,174 and $1,213,223 net of taxes & surcharge/credit card fees. This is equivalent
to $1,213 per space.
Expenses –
Our expenses are estimated at $445,388 per year. The expenses are made up of the
following items:
Please note the attached report prepared by
• Payroll and related costs: $225,406 SP Plus Corporation understates the parking
garage net income by $445,388. This is equal
• Other Operating costs: $191,983
to the sum of all the garage expenses, which
• Management fee: $28,000 will be paid by the tenants of Sawyer’s Land-
ing, resulting in a Net Operating Income of
Net Operating Income of $767,835 $1,213,223 to be received by MPA.

FINANCING PLAN
July 10, 2017

Page 3
First Year Pro Forma

First Year ProBlock
Forma55 (Final)
Block 55 (Final)
Year 1
Revenues
Year 1
Transient 1,328,174
RevenuesMonthly 216,000
Transient Other Income -Fees paid by Sawyer's
1,328,174
landing 445,388
Monthly Gross Revenue 216,000 $ 1,989,562
Other Income
Less Sales Tax - (289,258)
Credit Card Fees
Gross Revenue $ 1,544,174 (41,693)
NetTax
Less Sales Revenue (289,258) $ 1,658,611 $ 1,213
Expenses
Credit Card Fees (41,693)
Net Revenue
Payroll & Benefits $ 1,213,223 $ 1,213
ExpensesSalaries & Wages 176,211
Payroll Taxes & Burden 18,102
Payroll & Benefits
Health, Pension & 401(k) 16,115
Salaries &Workers
WagesCompensation 176,211 14,978
Payroll
Payroll Taxes && Benefit Expense
Burden 18,102 $ 225,406
Health, Pension & 401(k) Expenses
Other Operating 16,115
Workers Compensation
Uniforms & Laundry 14,978 2,250
Printing Expense
Payroll & Benefit $ 225,406 8,000
Amenities & Supplies 4,900
Other Operating
RepairsExpenses
& Maintenance 39,100
Uniforms & Laundry
License & Permits 2,250 2,500
Printing Liability Insurance 8,000 22,000
AmenitiesUtilities
& Supplies 4,900 81,600
Repairs &Postage & Freight
Maintenance 39,100 1,200
Telephone
License & Permits 2,500 12,480
Data Processing
Liability Insurance 22,000 7,996
Employee Processing 1,929
Utilities 81,600
General Expense 8,028
PostageTotal
& Freight
Operating Expense 1,200 $ 191,983
Telephone 12,480
Data Processing
Management Fee 7,996
EmployeeBase Processing
Management Fee 1,929 28,000
GeneralTotal
Expense
Management Fee 8,028 $ 28,000
Total Operating Expense $ 191,983
Expense Total $ 445,388 $ 445
Management Fee
Net Operating Income $ 1,213,223
Base Management Fee 28,000
Total Management Fee $ 28,000
Expense Total $ 445,388 $ 445

Net Operating Income $ 767,835
Adjusted income statement with Sawyer's landing fee.

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July 10, 2017

Page 4
Rate Survey:
Block 55 Retail Local Comparables
Shops at Merrick The Shops at Bal Harbour

BCC Retail Mary Brickell Village Bayside Mid Town Miami 5th and Alton Average Rates Block 55 - Current
Park Sunset Place Shops
LOCATION
First Hour $ - $ 3.00 $ - $ 5.00 $ - $ - $ 1.60 $ -
40-60 mins $ 3.00 $ 7.00 $ 5.00
2 HOURS $ - $ 6.00 $ 9.00 $ 3.00 $ 3.00 $ 10.00 $ 1.00 $ - $ 4.57 $ 2.00
3 HOURS $ 3.00 $ 9.00 $ 10.00 $ 4.00 $ 4.00 $ 15.00 $ 3.00 $ 3.00 $ 6.86 $ 12.00
4 HOURS $ 6.00 $ 12.00 $ 12.00 $ 5.00 $ 5.00 $ 20.00 $ 6.00 $ 5.00 $ 9.29 $ 15.00
5 HOURS $ 9.00 $ 15.00 $ 12.00 $ 6.00 $ 6.00 $ 25.00 $ 6.00 $ 7.00 $ 11.00 $ 25.00
6 HOURS $ 12.00 $ 18.00 $ 12.00 $ 7.00 $ 7.00 $ 30.00 $ 10.00 $ 9.00 $ 13.29 $ 25.00
7 HOURS $ 20.00 $ 21.00 $ 12.00 $ 8.00 $ 8.00 $ 35.00 $ 12.00 $ 16.00 $ 25.00
8 HOURS $ 28.00 $ 24.00 $ 12.00 $ 9.00 $ 40.00 $ 12.00 $ 19.40 $ 25.00
9 HOURS $ 40.00 $ 30.00 $ 15.00 $ 10.00 $ 15.00 $ 17.50 $ 25.00
10 HOURS $ 15.00 $ 15.00 $ 15.00 $ 25.00
11 HOURS $ 20.00 $ 15.00 $ 17.50 $ 25.00
12 HOURS $ 20.00 $ 20.00 $ 20.00 $ 25.00
Each Addtl. 15 mins
Each Addtl.1 HOUR $ 5.00 $ 5.00
Each Addtl. ½ HOUR
DAILY MAX $ 40.00 $ 30.00 $ 20.00 $ 10.00 $ 8.00 $ 120.00 $ 10.00 $ 20.00 $ 31.14 $ 25.00
Flat Rate $ 15.00 $ 15.00
First 1 hour $ 13.00
First 2 hours $ 16.00

First 3 hours $ 16.00 $ 8.00 $ 8.00
DAILY MAX $ 50.00 $ 14.00 $ 14.00
VIP $ 26.00 $ 26.00
$5 Early Bird Special
(In Betw een 6am and
10am , Out Friday 6PM to
$8 w ith validation
before 6pm ); $4 Monday AM $6.00 $1.50/hr w ith
Notes from Rosa Mexicano
Lunch Special (In to 2Hr. $3.00, 2 to 24 validation
or Toscano Divino
after 11am , out Hrs. $6.50
before 3pm , Mon-Fri)
Full validation
Nordstrom - 2
for em ployees
hours, Equinox - 2
Validations None None None
hours, Cycling
None See above None and patrons TBD
staying past 2
classes - 2 hours
hours
We felt that our rates are consistent with other comparable projects within the County.
The average rate per time band is slightly skewed by the Bal Harbor Shop rates which
are substantially reduced if the visitor gets a validation in any of their shops. Our daily
max rate is higher than the average rate, but it’s substantiated by the proximity to
special event venues.

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Page 5
I look forward to continue my assisting your team with any parking related questions
that may surface in the next stages of this project. Should you need any additional
information or clarification, please call me at your leisure at 305-218
218-9032.
Thank you for this opportunity.
Sincerely,
Chester Escobar
Regional Manager III, South Florida and Puerto Rico

QUALIFICATIONS & EXPERIENCE
PROPOSER’S QUALIFICATIONS & EXPERIENCE
A description of the Proposer’s qualifications and experience relevant to project development, design,
6 construction, and management. Include information on all firms which comprise the Proposer and their
role in the project, as well as experience working together on previous projects.
PROJECT TEAM STRUCTURE
We have assembled a best-in-class team of credible, capable firms and individuals with the capacity to
execute and successfully complete the Sawyer’s Landing project. The table below is a summary of those
team members and consultants.
Team Members and Corporate Years

Project Role Local
Consultants of Experience
Swerdlow Group
(on behalf of DRA)
Master Developer 45+ 
Project Management
SJM Partners, Inc.
Services
35+ 
Miami Parking Authority Parking Garage
(MPA) Manager/Operator
61 
General Contractor/
MCM
Construction Manager
34 
Robin Bosco Architects Architect-of-Record/
& Planners, Inc. Retail Architect
46 
Kobi Karp Architecture
& Interior Design, Inc.
(KKAID)
Residential Architect 21 
Larry Spring, Jr., CPA Government Liaison 25+ 
Greater Bethel A.M.E. Local Community
Church Liaison
90 
CRA Redevelopment
Dover, Kohl & Partners
Master Plan Consultant
30 
Shutts & Bowen LLP Real Estate Attorney 100+ 
Bercow Radell
Zoning and Land Use
Fernandez & Larkin,
PLLC (BRFL)
Attorney
21 
Miami Economic
Associates, Inc. (MEAI)
Economist 22 

TEAM SUMMARY AND QUALIFICATIONS
Our team includes the following members:
Swerdlow Group | Master Developer
Michael Swerdlow and Alben Duffie are co-master developers for the Sawyer's Landing project.
Swerdlow Group has experience in all aspects of acquisition, land use and zoning, environmental permit-
ting, land development, commercial and residential building construction, sales, leasing, management and
finance. During the last 15 years, Swerdlow Group’s management team has successfully and profitably
navigated through all phases of the business cycle, which has placed the Company in an outstanding com-
petitive position to expand and prosper in the current real estate environment. Swerdlow Group is capable
of providing the full spectrum of services required to successfully own and develop institutional quality real
estate as evidenced by its successful undertaking of numerous large- and small-scale complex projects in
South Florida.
Swerdlow Group is currently operating under three primary legal entities: Swerdlow Development Compa-
ny, LLC; Bonefish Partners, LLC; and Bonefish Realty Management, LLC. Since 2006, the Company has
been actively involved in pursuing distressed real estate and debt opportunities that meet their investment
criteria. Due to the financial stability of their partners and investors, Swerdlow Group is in an excellent po-
sition to quickly act on those opportunities as they arise.
The Company has a proven record of assessing the potential of undeveloped parcels and obtaining nec-
essary entitlements to position such undeveloped parcels for development in anticipation of the eventual
upturn in the real estate market. These properties were, for the most part, strategically located in the more
densely populated areas of South Florida. Consequently, Swerdlow Group developed great expertise in
what came to be known as “infill development.”
In 1999, the Company consolidated its holdings into a new entity called the Swerdlow Real Estate Group,
a private REIT whose shareholders included Swerdlow, Fidelity Investments, Colony Capital, Landmark
Funds, Stanford Management and Merrill Lynch. The REIT had an initial capitalization of approximately
$500 million (approximately $175 million in initial equity) and had grown to approximately $1 billion in total
assets. The REIT developed, owned and operated over five million square feet of properties.
Post-REIT History
More recent projects include Biscayne Landing (land development), Civica Center (retail) and Marina
Grande on the Halifax (multi-family). Other projects over the past 15 years include the Dolphin Mall, Dol-
phin Commerce Center (f/k/a Beacon Tradeport), Great Mall of the Bay Area and Las Olas Riverfront, to
name a few.
In 2001, Michael Swerdlow formed Bonefish Partners, LLC as an investment vehicle outside of the REIT to
gain entry into the high-rise residential condominium industry. Bonefish successfully negotiated a multi-bil-
lion-dollar ground lease with the City of North Miami that facilitated the development of Biscayne Landing,
a 190-acre master-planned community that was planned to include 6,000 luxury condominium units. In
addition, Bonefish acquired and obtained entitlements to construct over 2,000 condominium units in six
different waterfront locations along the South Florida corridor. Bonefish partnered with Boca Developers,
whose expertise was in the construction of high-rise condominiums. In July 2006, sensing the over-devel-
opment of the condominium market in Florida, Bonefish successfully sold all of its ownership interests to
Boca Developers.

Since 2009, Swerdlow has successfully reacquired two of the premier projects sold in 2006 to Boca De-
velopers. The first is a two-phased condominium project called Marina Grande on the Halifax (MG) located
in Daytona Beach. In 2009, Swerdlow purchased Phase 2, a 108-unit apartment complex from the lender
with the goal of reacquiring the Phase 1 inventory of unsold units, selling off the inventory, and commencing
construction of an additional 486 units on Phase 2 land. In 2011, Swerdlow partnered with a major Bos-
ton-based institutional fund to acquire the unsold units at Phase 1 at MG and manage the sale of the re-
maining 414 unsold developer units. Swerdlow is currently the asset manager on behalf of the joint venture.
The second, Biscayne Landing, was reacquired in August 2012. Swerdlow Group partnered with the Le-
Frak Organization, one of the largest private landlords in the United States, managing more than 200 apart-
ment buildings in New York and New Jersey, to reacquire the Biscayne Landing project. Swerdlow was the
asset manager overseeing land development activities and the implementation of the new business plan
that included the approval for the construction of 4,200 residential units, 750,000 square feet of commercial
space, hotels and other uses. In February 2015, Swerdlow sold its partnership interests to LeFrak for a
sizeable profit.
In May 2013, Swerdlow Group partnered with a Boston-based real estate private equity firm to acquire a
hotel site adjacent to the Jackson Memorial Hospital District in Miami, Florida. Prior to the acquisition, the
Company successfully changed the existing entitlements to allow for a 45,000-square-foot retail center and
an adjacent parcel of land entitled for either multi-family residential or office. Swerdlow Group is the asset
manager of the retail center. The project opened in August 2015.
Most of the senior-level staff have been associated with Swerdlow Group for 20 or more years. Swerdlow
Group’s staff combines a wide array of asset-specific technical skills, broad financial sophistication and in-
novative strategic planning. Swerdlow Group’s management has engaged in the development, ownership,
leasing and management of festival/entertainment centers, regional power centers, community shopping
centers, office buildings, industrial, commercial and residential projects. Management enjoys excellent
relationships with local governmental and regulatory agencies and many leading regional and national
retail organizations, and Swerdlow Group’s properties have consistently grown in value through Swerdlow
Group’s expert asset management.
SJM Partners, Inc. | Project Management Services
The key principals of SJM Partners, Stephen Garchik and Stephen McBride, began their career at The
Evans Company (TECO). TECO was incorporated in the District of Columbia in 1972 and operated as a
full-service commercial real estate development and asset management company since 1973.
As principals of TECO, the SJM Partners executives acquired over 2,000 acres of land in Florida, Northern
Virginia, Maryland, New York, New Jersey and Pennsylvania. All of this land has been zoned/rezoned,
master planned and is in various stages of development. In addition, the Company has constructed ap-
proximately 7.5 million square feet of space in the Florida, Washington, D.C., Baltimore, New York and
New Jersey areas. Further, the company owns, with partners, 11 self-storage projects and three multifamily
projects in South Florida.
SJM Partners’ residential experience includes 4.5 million square feet of master-planned, developed or
constructed mixed-use and standalone residential projects. The development value of these projects is in
excess of $1.2 billion and includes projects in Florida, Washington DC, New York and Baltimore.
Miami Parking Authority (MPA) | Parking Garage Manager/Operator
MPA, also known as the Department of Off-Street Parking, manages and develops on- and off-street park-
ing in the City of Miami. It shares responsibility with the City of Miami Police Department and Miami-Dade
County for enforcement of parking regulations.

MPA, a semi-autonomous, self-sustaining agency managed by parking industry professionals and financed
by parking revenues, receives no taxpayer support.
The Authority is governed by a five-member Off-Street Parking Board, which has the customary duties and
powers of a private corporation’s board. The MPA Board and management view parking as a vital compo-
nent of the urban transportation network, overall mobility strategy and economic development.
The Authority manages approximately 34,000 spaces, including 15 garages, 75 surface lots and approx-
imately 10,600 on-street spaces. The Authority operates the facilities it owns, as well as those owned by
other government units, non-profit entities and public-private sector joint ventures. In addition, there are a
number of non-Authority-owned facilities that operate under management or lease agreements.
MCM | General Contractor/Construction Manager
MCM is a Miami-based, family-owned full-service general contractor that specializes in general building
construction. Serving the South Florida community for 34 years, MCM has developed close working rela-
tionships with local stakeholders, including utility and government agencies. MCM, an Engineering-News
Record Top-400 Contractor, employs more than 500 personnel in the United States, including more than
300 employees in Florida. MCM is ISO 9001:2008 certified and a gold-level member of the U.S. Green
Building Council. In South Florida, MCM has successfully delivered over $1.85 billion in construction proj-
ects.
MCM has earned a reputation for managing the construction of some of the most complex and challenging
projects in South Florida. MCM is a South Florida builder and knows the area.
Founded in Miami, Florida, in November 1983, MCM is a builder committed to delivering total client satis-
faction. These words represent MCM’s mission as a company, a team of construction professionals, crafts-
men and skilled laborers, united and dedicated to building excellence. The ownership and top management
of the company is in the hands of the Munilla family whose construction background dates back to 1940
when Fernando Munilla, Sr. pioneered construction methodology and systems specializing in pre-cast, pre-
stressed and heavy structural construction in Cuba. The powerful drive for delivering quality and excellence
instilled by their father make up the standards of today’s generation.
MCM has expertise in a wide range of complex building types including residential, multi-story, municipal,
public works, heavy civil, aviation, road and bridge, rail, educational, military, and commercial. MCM has
solid financial resources; their bonding capacity is $150 million single and $750 million aggregate.
MCM is fully committed to an injury-free work environment. Their Safety First! Program is designed to be
proactive. MCM believes that all accidents are preventable. The safety program addresses site-specific
hazards and prevention methods and involves all levels of the company’s employees. A successful safety
program is a product of proper communication, recognition, teamwork and training. MCM’s Experience
Modification Rate (EMR) is currently 0.85, well below the industry standard.
MCM’s dedication to quality is highlighted by their ISO 9001:2008 certification, the internationally recog-
nized standard of excellence for managing and delivering quality management services. MCM believes
quality is the main ingredient for long-term success and is defined by meeting the client’s expectations,
schedule and budget requirements—every time, every project! MCM strongly believes that QA/QC not
only benefits the client by facilitating efficient construction, but is also beneficial to everyone involved in the
project. The implementation of an outstanding QA/QC plan leads to fewer mistakes and ensures that work
is performed correctly the first time.

Robin Bosco Architects & Planners, Inc. | Architect-of-Record/Retail Architect
Since the firm’s inception in 1971, Robin Bosco Architects & Planners, Inc. has attained a reputation for
its innovative design philosophies and for its understanding of the elements inherent in solving contempo-
rary development problems. Dadeland Station, the first major “big box” vertical power center in the United
States, was designed by Robin Bosco. This successful concept of vertical power centers combines archi-
tectural and urban innovation with a strategic rethinking of the commercial retail mall. Robin Bosco’s inno-
vative design of the vertical retail center represents an urban translation of the suburban mall, responding
not only to the traditional need for convenience shopping but to the need for in-fill solutions to the expand-
ing urban context.
In addition to specializing in commercial retail projects, Robin Bosco Architects & Planners, Inc. has also
designed numerous award-winning office buildings, residential communities and specialty projects. While
the firm has established a prominent client listing with large architectural commissions to its credit over the
past 46 years, it has, at the same time, formed an efficient corporate base, which affords the firm the flex-
ibility to respond quickly to changing client and market conditions. It is the philosophy of the firm to foster
creativity, client interaction and to streamline project management systems.
Kobi Karp Architecture & Interior Design, Inc. (KKAID) | Residential Architect
For over two decades, KKAID has been providing unique, creative and innovative design solutions to re-
nowned clients internationally and domestically in hospitality, retail and high-rise residential developments.
To date, KKAID has designed over $36 billion in mixed-use commercial, residential and multi-family prop-
erties worldwide from the Caribbean, to the Far East, to the Black Sea region, throughout the Gulf and the
Middle East.
KKAID’s clients have relied on the firm for their architecture design and planning. Kobi Karp, the firm’s
founding principal, is an award-winning member of the American Institute of Architects (AIA) and American
Society of Interior Design (ASID). KKAID is an award-winning company and member of the AIA and ASID.
KKAID’s studios are headquartered in Miami, with branch studios in the Middle East. The firm is the re-
cipient of many awards, including AIA Awards for Outstanding Young Architect of the Year Award, AIA
Outstanding Service Award, AIA Award of Merit, American Resort Development Association (ARDA) Gold
Award for Hotel Conversion, the Network of the Hospitality (NEWH) Excellence in Design Award, Miami
Design Preservation League Merit Awards, and Dade Heritage Trust Historic Preservation Awards.
KKAID has been recognized in various publications such as The Wall Street Journal, The New York Times,
The Miami Herald, Ocean Drive Magazine, Haute Magazine, El Nuevo Herald, Architectural Digest, Forbes
Magazine, Newsweek, Fisher Island Magazine and Hospitality Design Magazine. KKAID has also been
featured on CBS, NBC, CNN and 1 TV Russia.
Larry Spring, Jr., CPA | Government Liaison
Larry is a government and financial consultant with over 23 years of experience across several industries
including commercial banking, municipal government, and healthcare. In the past several years he has
served as Chief Financial Officer for the City of Miami and more recently as the City Manager for the City of
North Miami. During his municipal career he has negotiated numerous significant public private infrastruc-
ture and development transactions throughout South Florida; the most significant is the financing frame-
work for the Global Compact between the City of Miami and Miami-Dade County that ultimately produced
the development of Museum Park (Perez Art Museum and Frost Museum of Science), Marlin’s Park, and
the Miami Port Tunnel. He also led the bond offering process that financed over $500 million in streets,
parks, public facility and affordable housing projects.

Greater Bethel A.M.E. Church | Local Community Liaison
God has been good to the church; amid great challenges and adversity, the legacy of Miami's oldest Black
organized church continues. Greater Bethel is pressing on toward the fulfillment of the mission to liberate
God's people by spreading the good news, not just in word but also through the provision of meaningful
ministries in the 3rd most impoverished city in the nation.
The "Bethelites" have looked out over the fields of Overtown and the surrounding communities and have
seen the plight and brokenness, and as a result, have become, "A People On A Mission" reaching out in
compassion. Over 2,000 persons have been fed and clothed through the Manna and Helps Ministries;
some 2,500 people either at risk or infected with HIV/AIDS have accessed services through the HIV/AIDS
Ministry; several hundred youth and seniors have received technology and educational enhancement ser-
vices through the Mattie Koonce Learning and Technology Center; The BAME Development Corporation of
South Florida cut ribbon on its 211-unit high-rise, which is presently 100% occupied with a waiting list, and
anticipate by this time next year the completion of the long-awaited New Hope Overtown Project, providing
40 single-family affordable homes for low- to moderate-income persons. The church is thankful for added
growth in its membership and new initiatives, which are under way.
Dover, Kohl & Partners | CRA Redevelopment Master Plan Consultant
Dover, Kohl & Partners was founded in 1987. The firm's expertise lies in balancing the visionary ‘civic art’ of
planning with the practical consensus building needed to make projects succeed. The firm is trained in the
principles of sustainable town planning, and has perfected techniques for documenting and understanding
local traditions in building to enhance each community’s sense of place.
Dover, Kohl & Partners' plans and codes focus on smart growth, sustainability, and emphasizing that there
does not have to be a trade-off among livability, economic prosperity, and environmental concerns. Victor Do-
ver and Joseph Kohl are charter members of the Congress for the New Urbanism and have worked for many
public agencies, developers, and citizen groups to create appropriate methods of land development regula-
tions. Victor Dover served on the LEED for Neighborhood Development Core Committee, and the Congress
for the New Urbanism Board; both Joseph and Victor are founding members and on the Board of the Form-
Based Codes Institute. The firm has produced and facilitated over 200 charrettes during the last decade.
Dover, Kohl & Partners currently has a staff of 17 based in Coral Gables, Florida. The firm's experience
includes a national and international portfolio of work in a variety of settings. The common thread is the
holistic approach to sustainable community building, which includes the formation of complete settlements
offering a mix of uses and dwelling types, an interconnected network of walkable streets, and building
forms and architecture that reinforce the distinctiveness of the place. Dover, Kohl & Partners believes that
design is the missing element in much of contemporary town planning, and the firm's work centers on
re-introducing form and design into master plans, policy and land development regulations. Dover, Kohl
& Partners maintains tight working relationships with collaborators and subconsultants in fields including
transportation planning, urban economics, land use law, and historic preservation.
Numerous Dover, Kohl & Partners projects have received American Planning Association (APA) awards, in-
cluding the Downtown Plan for Richmond, VA; the Downtown Plan for Montgomery, AL; and the Jamestown
Mall Area Plan in St. Louis, MO. The firm has also received Congress for the New Urbanism (CNU) Charter
Awards for I’On in Mount Pleasant, SC; City Plan 2025 for Fayetteville, AR; Glenwood Park in Atlanta, GA;
South Main in Buena Vista, CO; the Columbia Pike corridor in Arlington County, VA; and North Beach in
Miami Beach, FL. The EPA awarded Plan El Paso a 2011 National Award for Smart Growth Excellence in
Programs, Policies, and Regulations. Dover, Kohl & Partners' work has received the Driehaus Form-Based
Codes Award three times since its inception in 2007 for Towns, Villages, Countryside Land Development
Regulations in St. Lucie County, Florida; the Compact Communities Code for Lee County, Florida; and the
2012 award for the Bradenton, Florida Form-Based Code.

Shutts & Bowen LLP | Real Estate Attorney
Shutts & Bowen LLP is a full-service law firm with a deep connection to Florida’s history, a commitment to
excellent service for clients and community, and a focus on diversity in the workplace. Founded in 1910,
Shutts has been opening doors to their business clients across the state with sophisticated, cutting-edge
legal skills from Florida’s top legal talent.
The firm employs approximately 270 attorneys who focus on more than 30 distinct practice areas, includ-
ing real estate acquisition, planning, land use, zoning and development, mixed-use retail and multi-family
housing projects, construction, financial services, hospitality, insurance, taxation and trusts and estates. At
Shutts, they are committed to offering sophisticated legal services efficiently and responsively.
As real estate attorneys with decades of experience, they pride themselves on partnering with commercial
and residential developers, financiers, builders, contractors and others conducting business in the real es-
tate arena. They counsel clients throughout Florida, and also serve as trusted advisors to major companies
in national and international markets.
They have been honored for outstanding service to clients by such prestigious organizations and ranking
agencies as Chambers USA, Best Lawyers in America®, Super Lawyers and Florida Trend, and several of
their attorneys are Florida Bar Board Certified in real estate.
Their statewide practice handles projects such as residential and condominium developments, mixed-use
projects, office buildings, shopping centers, industrial parks, hotels and resorts, golf courses, hospitals and
manufacturing plants. They also bring knowledge and experience in finance, corporate law, litigation, tax
and other areas.
Services
• Development: Whether your project is a building complex or a single unit, they have experience in
counseling developers, property owners and investors in buying, developing, selling, leasing and con-
verting residential and commercial property.
• Finance: They have built close working relationships with many lenders in Florida and across the coun-
try, and help clients get deals done. They advise on interim and permanent mortgage loans on commer-
cial projects, as well as workouts, bankruptcies, foreclosures and restructurings of troubled projects.
• Construction: They represent developers, home builders and contractors on contract and other con-
struction-related issues. Their construction litigation team counsels clients when construction defects,
delays and contract disputes arise. They work to resolve matters quickly and effectively.
• Land Use and Zoning: The laws and regulations governing land use and zoning matters are often
dense and complex. They help companies navigate through this regulatory labyrinth, and regularly
appear before local, state and federal agencies.
• Litigation: When disputes involving contracts, tax protests, zoning, construction and related areas
surface, their litigation attorneys help resolve matters quickly and efficiently.
• Eminent Domain and Condemnation: They represent property and business owners, tenants and
mortgage holders in eminent domain and condemnation proceedings and appeals. They also counsel
on inverse condemnation proceedings.
• Title Insurance: They act as agents for most major title insurance companies in issuing owners and
mortgagee title insurance policies for both residential and commercial transactions and are experi-
enced in the review of, and resolution of, problems concerning matters of title and survey as well as
covenants and deed restrictions.

Bercow Radell Fernandez & Larkin, PLLC (BRFL) | Zoning and Land Use Attorney
BRFL provides strategic advice in zoning, land use and environmental law. BRFL is one of South Florida’s
premier boutique law firms specializing in land use, zoning, and environmental matters. They excel at
managing complex and politically sensitive legislative and quasi-judicial matters from initial due diligence
to construction, including local government comprehensive plan amendment applications, re-zoning, site
planning, subdivision approvals, and permitting matters.
Members of the firm frequently appear before various regulatory, entitlement and enforcement boards
throughout South Florida, including all municipalities in Miami-Dade County and selected areas in Broward
and Palm Beach Counties.
BRFL’s services include the following:
• Land Use and Zoning: BRFL has extensive knowledge and experience in devising creative, custom
strategies that produce practical solutions to the most challenging land use issues. BRFL also counsels
clients and design professionals in identifying issues, preparing quality applications, negotiating with
stakeholders, expediting processing, and presenting before government boards to ensure a seamless
permitting process.
• Transportation-Oriented Development (TOD): BRFL has long been at the forefront of working with
developers who seek to develop in areas where the public sector has invested heavily in transportation
infrastructure. It has served as land use counsel to the Dadeland Station vertical retail development
since its inception, and represented a number of other projects in the Downtown Kendall Urban Cen-
ter, such as the Downtown Dadeland development, and in other urban centers throughout the County.
BRFL is also representing applicants on an application for site plan approval for a multi-family residen-
tial development to be constructed on the site of the Dadeland North Metrorail Station, and on redevel-
opment of the Douglas Road Metrorail Station. More recently, BRFL worked on obtaining the approvals
for Hialeah’s Market Station TOD.
The firm has a long and valued relationship with the Southeast Overtown/Park West (SEOPW) Community
Redevelopment Agency (CRA). They have acted as Development of Regional Impact (DRI) counsel for
the CRA, and obtained approval for the CRA’s application for development approval of DRI Increment III
governing the SEOPW area. The DRI’s approved development program included 2,300,000 square feet of
office space, 1,250,000 square feet of retail space, 4,000 residential units, 2,100 hotel rooms and 200,000
square feet of conference area. The firm negotiated the terms of the DRI Development Order, and drafted
and obtained approvals for City Code amendments relating to environmental requirements, transportation
mitigation, and impact fees.
Miami Economic Associates, Inc. (MEAI) | Economist
MEAI was formed in 1995 to provide real estate consulting services to both private and public sector cli-
ents. MEAI’s business plan is based on the following principles:
• Geographic focus on Florida, the Caribbean and Latin America.

• Provision of quality client service through the personalized involvement of senior professionals.
• Establishment of strategic alliances with co-professionals in planning, architecture and engineering,
appraisal and macro-economics to assure a multidisciplinary approach to problem solving, where ap-
propriate.
MEAI is capable of providing a wide range of services to its clients with respect to all uses of real estate
including for-sale and rental housing, planned unit development, hotels and destination resorts as well as
office, retail and industrial uses. Services provided by the firm include:

• Market research.
• Financial feasibility analysis.
• Development programming.
• Economic/fiscal impact analysis.
• Economic development strategy formulation.
• Acquisition due diligence.
• Economic valuation analysis.
• Preparation of financing packages.
• Financial structuring analysis.
• Zoning advocacy.
• Litigation support, including expert witness testimony.
Adherence to MEAI’s business plan as well as its operational management is the responsibility of Andrew
Dolkart, the firm’s President. Andrew has been providing real estate and economic development consult-
ing services to clients in Florida, the Caribbean and Latin America for a period of over 40 years. Prior to
establishing MEAI, he served as the Director of Real Estate Consulting Services for the Miami offices of
three national firms including GA/Partners (merged with Arthur Andersen LLP), Laventhol & Horwath and
Kenneth Leventhal & Company (merged with Ernst & Young LLP).
EXPERIENCE WORKING TOGETHER ON PREVIOUS PROJECTS
Most of the parties appearing on the organizational chart have worked together on all the properties de-
veloped by Swerdlow. For additional information, please see our relevant projects and resumes included
in this section.
RELEVANT PROJECT EXPERIENCE
Our team’s relevant project experience is included at the end of this section. Projects have been grouped
using the following categories:
• Project Development/Master Planning

• Design/Construction/Management
• Retail and/or Garage
• Entertainment
• Workforce Housing/Residential
• Other Experience

ORGANIZATIONAL CHART
6 An organizational chart.
DOWNTOWN RETAIL
ASSOCIATES, LLC
TEAM MEMBERS
AND CONSULTANTS
DOWNTOWN RETAIL
ASSOCIATES, LLC
Master Developer
THE BAUPOST GROUP

Financial Partner
ALBEN DUFFIE MICHAEL SWERDLOW

Managing Member Managing Member
RHONY ALSTON
Administration
KOBI KARP
Residential Architect
MIAMI PARKING MARSHALL EMAS STEVEN MCBRIDE

ROGER LEBLANC SIDNEY ATZMON MCM
AUTHORITY Real Estate Attorney STEVEN GARCHIK
Leasing Project Manager General Contractor/
Parking Garage Manager/ Shutts & Bowen Project Management Services*
Construction Manager
Operator SJM Partners, Inc.
LARRY SPRING,
JR., CPA
Government Liaison ROBIN BOSCO
Architect-of-Record/
Retail Architect
GREATER BETHEL
A.M.E. CHURCH
Local Community
Liaison JEFFREY BERCOW
Zoning & Land Use Attorney
Bercow Radell Fernandez &
DOVER, KOHL & Larkin
PARTNERS
CRA Redevelopment
Master Plan Consultant
* Due to the complexities of this project, the developer decided to bring on an
experienced construction and management firm who provides a third-party service. MARIA FUNDORA
MIAMI ECONOMIC
Controller
ASSOCIATES, INC.
Economist

EXPERIENCE & ABILITY TO COMPLETE PROJECT
6 Demonstrate the experience and ability to successfully complete the project.
Each of our team members has been carefully selected for their successful track records in their respective
roles, along with their local knowledge and deep understanding of historical Overtown and its redevelop-
ment vision.
Each team member’s experience and qualifications have been included in this section. Additionally, rele-
vant projects and resumes have also been included.
DRA’s proposal promotes the vision of the SEOPW CRA redevelopment plan and responds to the commu-
nity’s needs by providing Live, Work, Play components:
• LIVE: 115 modern workforce housing apartment units.

• WORK: more than 390 permanent jobs, plus additional construction jobs.
• PLAY: value retail component with health and fitness, entertainment, and food/restaurants.
LIVE WORK PLAY

KEY STAFF
Identify key staff, including brief resumes that include length of time providing such services and contact
6 information (including location, phone and e-mail address). The proposal should indicate each team
member’s responsibility for project tasks.
Our key personnel’s brief resumes, including length of time providing such services and contact informa-
tion (location, phone and e-mail address), have been included at the end of this section. The table below
indicates each team member’s and consultant's responsibility for project tasks.
Team Members and

Responsibility for Project Tasks
Consultants
Development Team
Michael Swerdlow Master Developer
Alben (Al) Duffie Master Developer
Sidney Atzmon Project Manager
Roger Leblanc Retail Leasing
Rhonda (Rhony) Alston Office Manager
Maria Fundora Controller
Stephen J. Garchik Owner's Representative
Stephen McBride Owner's Representative
Arthur Noriega Parking Garage Manager/Operator
Construction Team
Jorge Munilla MCM President
Pedro Munilla Risk Manager
Alexis Leal Corporate Operations Director
James (Jim) Rasche Florida General Construction Operations Manager
Erick Valderrama Pre-construction Manager
Alex Suarez Project Manager
Design Team
Robin Bosco Architect-of-Record/Retail Architect
Kobi Karp Residential Architect
Carlos Aguayo Residential Architect
Mathieu Picard Residential Architect
Johanna Ojeda Residential Architect
Consultants
Larry Spring, Jr., CPA Government Liaison
The Reverend Willie J. Cook, Sr. Local Community Liaison
Bryan K. Finnie Local Community Liaison
Joseph Kohl CRA Redevelopment Master Plan Consultant
Marshall Emas Real Estate Attorney
Jeffrey Bercow Zoning and Land Use Attorney
Andrew Dolkart Economist

FINANCIAL STATEMENTS
Proposer(s) most recent reviewed financial statements including an audited balance sheet and income
6 statement prepared by an independent Certified Public Accountant.

TABLE OF CONTENTS
• Project Development/Master Planning
• Design/Construction/Management
• Retail and/or Garage
• Entertainment
• Workforce Housing/Residential
• Other Experience


PROJECT DEVELOPMENT/
MASTER PLANNING

The City of Miami is proactively

planning for the future of its
neighborhoods.
Miami CRA Plan
Miami, FL
PROJECT DETAILS
Project Area: 279 acres
Client: Southeast Overtown/
Park West CRA and the
City of Miami Planning
Department
PROJECT DEVELOPMENT/MASTER PLANNING

Year Adopted: 2004
For more information, visit doverkohl.com.
Concept for Biscayne Boulevard
The Project
The Southeast Overtown/Park West Community Redevelopment Agency (CRA) was established to
promote the physical, social, and economic revitalization of several blighted areas in Downtown Mi-
ami, including Biscayne Boulevard, Park West, and Historic Overtown. Each area presented its own
challenges. Biscayne Boulevard provided little connectivity to neighboring areas and featured an
egregious imbalance between vehicles and pedestrians; Park West devolved from a thriving ware-
house district after the relocation of the original and adjacent Port of Miami; Historic Overtown
suffered as far back as the 1960’s, when desegregation, urban renewal, and highway construction
changed the character of the neighborhood. The CRA plan sets forth the mechanisms to guide growth
Reeves Park in Overtown will be shaped to fit the and redevelopment of the community. ZHA, UrbanAdvantage, and David Plumer + Associates were
existing block structure. Buildings with windows part of the project team assisting in this effort.
and doors facing the street will front the park, in-
creasing safety and natural surveillance over the
public space. The Process
An initial charrette was held in 2001 for Downtown Miami’s Bicentennial Park, which lead to the re-
examination of plans for neighboring Biscayne Boulevard. A series of public meetings with city staff
and elected officials was held to address first, the boulevard and later, the extended Miami CRA areas.
Key Aspects of the Plan

Biscayne Boulevard was redesigned to be pedestrian-friendly, with special street features, wide
sidewalks, shopfronts, and outdoor cafes to serve the redesigned park. The creation of development
standards maximized development potential of waterfront properties along Biscayne Boulevard and
established an architectural integrity for Downtown. The Promenade, a once-abandoned railroad
right-of-way in the center of Park West, was redesigned as an Entertainment District centerpiece to
celebrate Miami’s diverse music and cultural scenes.
Today the FEC railroad right-of-way and NW 1st
Avenue form a barrier between Overtown and
Park West. This space is to be reconfigured as Status
a grand linear urban park and transit-way, joining The CRA Plan was approved in 2004. Biscayne Boulevard streetscape improvements have been
instead of separating the neighborhoods. completed, and infill projects in Overtown and Park West are well underway.

The Promenade

Proposed design for The Promenade, above, and 2001 conditions, below
The Promenade was meant to add a dis-

tinctive, informal urban character to downtown
Miami while reinforcing a sense of connection to
the City’s historic economic growth. Located in
Park West, the Promenade occupies the aban-
doned railroad right-of-way (currently owned by
the City of Miami) in the mid-block between NE
10th and NE 11th Streets. The Promenade was
intended as the centerpiece of the Park West
Entertainment District, where a bustling after-
hours club scene had taken root. Redevelopment
should cultivate a genuine 24-hour environment
where people can be entertained, work, and re-
side – a place that celebrates Miami’s diverse
popular culture and music scene.
The Promenade Special Area Plan was a collab-
orative effort to enact an effective and compre-
hensive strategy for redevelopment. The Plan
outlines unambiguous design details and imple-
mentation measures to channel public and pri-
vate redevelopment efforts to create new com-
merce and social activity.
With the right mix of uses and activities, the
Promenade can be a "celebrated place" of street
culture and artistic diversity. This vibrant street
life is what makes city living attractive, exciting,
and decidedly different from a passive suburban Above: Media Tower for the Promenade
lifestyle.
Above Right: A mid-block paseo on the Prom-
enade enters onto a small square.
Right: A parking garage lined with habitable

space, on a narrow Promenade lot

Plan Downtown Oakland

Oakland, CA
PROJECT DETAILS
Project Area: Downtown neighborhoods
Client: City of Oakland
Website: http://www2.oaklandnet.
com/Government/o/

PBN/OurServices/Plans/
OAK051133
The Project
Dover, Kohl & Partners is leading a multi-disci-
plinary team to create a Specific Plan to guide
continued growth and revitalization of this his-
toric Downtown, aimed to benefit residents and
the larger community.
A draft vision and goals for Plan Downtown Oak-
land emerged through a series of small group
meetings, large public events, and a nine-day
public interactive design charrette in October
2015. Draft ideas include maintaining afford-
ability; supporting arts and cultural heritage;
improving streets and public spaces to support
walking, biking, and transit use; creating qual-
ity new public spaces; and encouraging incre-
mental, context-sensitive infill development that
improves the public realm. In the specific plan,
policies will be outlined and illustrated to repre-
sent these plan goals.
Status
A Plan Alternatives report will be available for
community review in February 2016; the draft
Specific Plan is anticipated in the summer. Downtown Illustrative Master Plan
Proposed multi-use plaza as a downtown gateway
Visualizing the I-980

freeway transformed to an
at-grade boulevard, with
rail below

Visualizing Alternatives for the Howard Terminal Site

Howard Terminal is currently owned by the Port of Oakland, but there have been recent discussions of the potential to vacate it. During the design
charrette, the Dover-Kohl team explored multiple scenarios for the potential reuse of this prominent waterfront site.
The TOD Scenario contemplates private

development of the site for residential, office,
light industrial or hotel uses, with a portion of
the waterfront remaining as open space. This
concept provides new residential growth at tran-
sit served areas and at the waterfront.

With the large size of this parcel, the site allows
infill development opportunities that are not
possible in other areas of the core of Downtown.
This scenario shifts costs of improvements to
the private sector, including those associated
with the environmental cleanup of the site.
Howard Terminal TOD Scenario
The Stadium Scenario shows that a Major

League-sized stadium can fit on the site, with
additional land available for civic public spaces.
To make the best use of prime waterfront land,
additional signature community park spaces
are proposed on the waterfront, with stadium
parking provided in structures toward the west
of the parcel (near existing industrial uses) and
off-site.
A well-designed architectural focal point of the
stadium could provide a "terminated view" of both
Market Street and Brush Street simultaneously,
designating a new City landmark.
The waterfront park space is large enough for
an informal soccer field, amphitheater, small
botanical garden and additional programmed or
passive open spaces.
Howard Terminal Stadium Scenario

“This charrette will probably be looked

back upon as a historic event in the
redevelopment and revitalization of
Columbia Pike.”
Columbia Pike
– charrette participant (2002) Arlington, VA
PROJECT DETAILS
Project Area: 3.5 mile corridor
Client: Arlington County
Year Adopted: 2003 (Commercial Centers)
2012 (Neighborhoods Plan)

Website: columbiapikeva.us
New buildings on Columbia Pike following the Plan and Code
The Project
In 1998, Arlington County and the community-based Columbia Pike Revitalization Organization (CPRO)
embarked on a planning process called the Columbia Pike Initiative to encourage revitalization and
build a safer, cleaner, more competitive, and vibrant Columbia Pike community. Initial planning ef-
Existing conditions in the Central Pike area
(2011) forts focused on the commercial centers, called the Revitalization District Nodes. During an extensive
public charrette process led by Dover-Kohl in 2002, over 700 citizens, along with local stakeholders
and the design team, studied four specific areas along the corridor. The Revitalization District Form-
Based Code is the result of this effort which sets forth the community’s long-range vision to create a
competitive and vibrant corridor and urban center. The Plan and Code have unlocked development
potential, and public and private reinvestment (including the first mixed-use development projects in
over 40 years) is helping to transform the Pike.
In June 2011, Dover-Kohl led a team of consultants in a second phase of planning to create a commu-
nity-based master plan for the residential areas surrounding the mixed-use nodes, called the Neigh-
borhoods Plan. The purpose of this Plan is to guide future public and private investment decisions
to implement community goals such as enhancing the quality of life along the corridor, creating a
pedestrian and bicycle-friendly community, supporting the planned streetcar investment coming to
the Pike, and, importantly, sustaining a supply of housing to serve a community with a broad mix of
incomes. A new Form-Based Code was created specifically to implement these Plan goals, which
Proposed public improvements include the planned includes standards for walkable urban form and provisions for the creation of new affordable housing.
streetcar, generous planting areas for street trees,
and a wide sidewalk. Dover, Kohl & Partners led a consultant team which included Ferrell Madden Associates and Ur-
banAdvantage (phases 1 and 2); VOA Associates (phase 1); Partners for Economic Solutions and
AECOM (phase 2).
Status
The Arlington County Board unanimously approved the Columbia Pike Form-Based Code in February
2003. At that time, Arlington County was one of the first jurisdictions in the nation to apply a form-
based code to revitalize existing older sectors, and among the largest application of form-based codes
in the country. The evolution from suburban strip to street-oriented urbanism with each new infill
building was chronicled in the publication Retrofitting Suburbia by Ellen Dunham-Jones.
The Columbia Pike Neighborhoods Area Plan was adopted unanimously by the Arlington County Board
on July 23, 2012; the accompanying Form-Based Code was approved in November 2013. The Colum-
bia Pike Initiative was awarded the 2014 CNU Charter Award for Best Corridor Plan.
Residential areas along the Pike will differ in
character from the mixed-use nodes, with street-
oriented buildings placed behind a small dooryard.

Visualizing change through charrette planning
Columbia Pike

Above: Plan and rendering depicting the transition from existing single family homes (foreground) to buildings of a greater intensity proposed along the Pike.
An important element of planning for the Pike

corridor has been visualizing change through
illustrative plans and renderings that apply
Plan goals to actual streets, properties, and
public spaces. Created as part of the char-
rette process, community members used
these images to evaluate if the goals illus-
trated were appropriate to achieve their vi-
sion and gave quality feedback. This process
helped to define priorities, evaluate alterna-
Proposed Improvement tives, and refine Plan ideas. The Form-Based
Codes for both the mixed-use nodes and sur-
rounding residential neighborhoods were in-
formed by these illustrations and give predict-
ability to the built results.
Existing (2002)
Existing Conditions, 2002 in the Town Center Charrette Visualization, showing proposed devel- Built Results 2011, following the Plan and Code.
study area. A blank white wall faces Columbia opment with glazed surfaces meeting pedestrians
Pike, and a parking area is shown beyond. on the street and upper floors adding office or
residential space, and the planned streetcar line.

OAKRIDGE | Hollywood, FL
Project Size: 153 Acres; 477 Units | Cost: $150 Million
Oakridge is a 153-acre, 477-unit high-density single-family residential development located on a former
golf course. Swerdlow Group completed a local Land Use Plan Amendment with the Florida Department
of Community Affairs, Broward County and the City of Hollywood following its annexation into Hollywood
from unincorporated Broward County. The County and City Land Use Plans had to be modified
accordingly and were successfully defended against an appeal by local community groups.
Unique development characteristics

include converting an existing golf course
drainage and outfall system to serve a
residential development. Approvals to route

drainage outfall to the Dania Cutoff Canal
were obtained from the US Army Corp of
Engineers, State of Florida Department of
Environmental Protection, South Florida
Water Management District, Broward
County Department of Environmental
Protection and the City of Hollywood.
The Oakridge development also included

the preservation and incorporation of a
6-acre archeological site within the site’s
40-acres of open area and passive parks.
BISCAYNE LANDING | Aventura, FL

Project Size: 190 Acres | Cost: $1 Billion+
Biscayne Landing is a $1 billion mixed-used residential community that was being developed in joint
venture with The LeFrak Organization. The project is one of the most significant urban redevelopment
projects in South Florida’s history. Situated on 190 acres in the heart of North Miami, Biscayne Landing
is master planned around a town center and consists of approximately 5,000 condominium apartments.
Amenities include multiple club houses, pools and tennis courts along with a 35-acre park featuring
jogging trails, picnic areas, a children’s
playground and more. The 100,000 square
foot town center will feature restaurants and
retail stores. A five-acre hotel and conference
center will be for local and City use and for joint
programs with neighboring Florida International
University. A local charter school will also be
developed adjacent to the Project.
Swerdlow Group was the successful bidder in

the City of North Miami RFP for development
of the site. The project will be on the largest
piece of undeveloped land east of I-95 in
Miami-Dade and Broward counties and
will be one of the most significant urban
redevelopment projects in South Florida’s
history. Swerdlow sold its interest in Biscayne
Landing to The LeFrak Organization.
TRILOGY | Miramar, FL
Project Size: 489 Units; 163 Acres | Cost: $80 Million
Trilogy is a 163-acre, 489-unit single-family residential community. Trilogy was a fast paced project which
was completed in less than two years in order to keep pace with sales.
The project included extensive site clearing and earthwork operation consisting of over 6 million cubic
yards of material. At the time, the City of Miramar did not have water and sewer facilities to serve
this development. Interagency agreements were
negotiated to construct a water main interconnect to
the City of Pembroke Pines water distribution system
and over 5 miles of off—site water main extensions
to deliver potable water to the site. Additionally,

on-site facilities were constructed to accommodate
a future City of Miramar raw water wellfield and
adjacent water treatment plant.
Prior to the start of development the property was

concluded to contain wetlands. Although the majority
of the 50 acres of wetlands mitigation occurred
on-site, a 20-acre off-site mitigation project was
included in the environmental approvals required by
the US Army Corps of Engineers, the South Florida
Water Management District and the Broward County
Department of Natural Resource Protection.
WEST LAKE VILLAGE | Hollywood, FL

West Lake Village is a 95-acre, 770-unit high-density single-family residential development within ¼ mile
of the Intracoastal Waterway. Approvals by the U.S. Army Corps of Engineers, FDEP, FDOT, SFWMD,
Broward County Department of Natural Resource Protection, Broward County Parks and Recreation and
the City of Hollywood were required to construct numerous environmentally sensitive components of the
development.
Foremost among the environmentally sensitive components of

the development was the DEP Class III Closure and conversion
of a 30-acre Yard Clipping Landfill into an active recreation
area. Additional unique components included an 80-foot wide
entrance roadway through state and county wetlands, relocation
and radiation of tidal canals, several bridge structures spanning
mangrove preserves, creation of a 20-acre mangrove forest and
the protection of the City’s regional wastewater treatment plant’s
60-inch ocean outfall main crossing the property.
The plan for West Lake Village included three basic housing
types ranging in price and size. The construction was ventured
with Westbrooke Communities, who proceeded to build and
sell homes at the rate of over 15 per month. The result was a
resoundingly successful project that attained all its financial goals
and contributed significantly to the revival of east Hollywood and
its downtown areas.
DOLPHIN MALL | Miami, FL

Project Size: 1.7 Million Gross Square Feet | Cost: $350 Million
Dolphin Mall was developed as a 1,700,000-gross-square-foot (1,400,000 GLA) super-regional
outlet mega-mall and entertainment complex. The Dolphin Mall was part of a mixed-use commercial
development encompassing more than 320 acres on the last significant developable parcel of
undeveloped land in the area. In addition to the retail, this development includes approximately four
million square feet of industrial and telecommunications buildings (see Beacon Tradeport/LightSpeed
Miami Center). The Dolphin Mall, which was the first of its kind in South Florida, incorporates a unique
combination of shopping, dining, entertainment and amusements. This exciting combination attracts both
residents and tourists with an estimated 18 to 22
million visits per year.

The project required extensive land use approvals
including a DRI, Land Use Plan Amendment
and rezoning. To accommodate the forecasted
traffic volumes, Swerdlow Group had to construct
$25-million of offsite road improvements including a
new interchange at Northwest 12th Street and the
Florida Turnpike (HEFT). To finance the extensive
onsite and offsite infrastructure requirements,
a Community Development District (CDD) was
created. This was Miami-Dade County’s first CDD.
The CDD issued tax-exempt bonds which will be
repaid through assessments against the property.

DESIGN/CONSTRUCTION/MANAGEMENT
RETAIL AND/OR GARAGE

DADELAND STATION | Miami, FL

Project Size: 1,150,000 Square Feet | Cost: $27.99 Million
This project, which received the 1997 Grand Aurora Award for “Best Commercial Project,” features urban
vertical retail, multi-level parking garage, and value retailers. Project highlights include the following:
• Site Area: 7.25 Acres

• Gross Building Area (GBA): Retail/350,000 Square Feet
DESIGN/CONSTRUCTION/MANAGEMENT: RETAIL AND/OR GARAGE

• Gross
Leasable
Area (GLA):
315,298
Square Feet
• Floor/Area
Ratio: 1.1
• Levels:
Shopping (3)/
Parking (7)
• Parking
Spaces: 1,470
Cars
• Parking Ratio:
4.6 Spaces per
1,000 Square
Feet of GLA
FIFTH & ALTON | Miami Beach, FL

Project Size: 750,000 Square Feet | Cost: $52 Million
This project, which received the ULI SE Florida/Caribbean 2010 Vision Award for “Project of the Year”
and the Southeast Construction Award for “Best Retail Project of 2010,” features urban vertical retail,
multi-level parking garage, and value retailers. Project highlights include the following:

• Gross Building Area (GBA): Retail/213,000 Square Feet
• Gross Leasable
Area (GLA):
173,667 Square
Feet
• Floor/Area Ratio:
1.99
• Levels: Shopping
(3)/Parking (6)
• Parking Spaces:
1,081 Total Cars
• Parking Ratio:
3.8 Spaces per
1,000 Square
Feet of GLA; 6.2
Spaces per 1,000
Square Feet of
GLA (City)
GABLES STATION | Coral Gables, FL

Project Size: 1,100,000 Square Feet | Cost: $67 Million
This project features urban vertical retail, multi-level parking garage, and value retailers. Project
highlights include the following:
• Site Area: 4.46

Acres

• Gross Building Area
(GBA): 1,100,000
Square Feet
• Gross Leasable
Area (GLA):
Retail/320,000
Square Feet
• Floor/Area Ratio:
1.96
• Levels: Shopping
(4)/Parking (8)
• Parking Spaces:
1,479 Cars
• Parking Ratio:
Retail/4 Spaces per
1,000 Square Feet
of GLA
OMNI CENTER | Miami, FL

This mixed-use project features urban vertical retail and value retailers. The Omni Center was an existing
1,000,000-square-foot shopping mall with a hotel and 2,700-car parking garage located on Biscayne
Boulevard in Miami, Florida, constructed in the mid-1970s. It consisted of two department store anchors
at each end with an interior mall connecting the two. In the late 90s, the mall and anchors went dark,
and the building was acquired for redevelopment as a NAP center. The interiors had been gutted and
preparation was being made to renovate the million-square-foot when the NAP bust occurred, leaving the
developer in need of other
redevelopment options.
Robin Bosco Architects &

Planners was retained to
develop the initial concept,
which consisted of 425,000
square feet of Class A office
space on the south end of the
project and the conversion of
the old connecting mall levels
to interior parking to service a
new vertical retail component
to be developed on the north
side of the project. The initial
phase of the office conversion
was completed in 2013.
THE PALMS AT TOWN & COUNTRY | Miami, FL

This mixed-use project features a lifestyle center and multi-level parking garage. The retail/office mixed-
use redevelopment includes the following:
• Site Area Tract B: 63.36 Acres

• Specialty Center

(Retail): 312,308
Square Feet
• Office Building:
135,000 Square Feet
(Plus, 4-Story Parking
Structure for 856
Cars)
• Convenience Center:
257,322 Square Feet
• Floor/Area Ratio: 25%
• Levels: Retail (1)/
Hotel (4)
• Surface Parking
Spaces: 3,597 Cars
• Parking Ratio: 5.1
Spaces per 1,000
Square Feet of GLA
BROADWAY MARKETPLACE AT GEORGE WASHINGTON BRIDGE |

Northern Manhattan, NY
The George Washington Bridge Bus Terminal Project is a
redevelopment of the existing bus terminal serving customers from
northern New Jersey and development of roughly 105,000 square
feet of retail space built within the terminal facility. The project is
being developed on a 99-year lease from the Port Authority of New
York and New Jersey. It involves redevelopment of the facility,
modernization of the bus terminal systems, and construction over
I-95. The project was awarded to former partners of the SJM
Partners principals and in 2010, SJM Partners, Inc. agreed to become the developer of the project.
The anchor tenants for the project include Marshalls, The Gap, Club Equinox fitness, Citicorp, PNC Bank,
Time Warner Corporation and Key Food. The project is significant because this Washington Heights
portion of upper Manhattan had very little retail and no grocery stores with fresh produce or vegetables.
This project is intended to revitalize the neighborhood and offer its local citizens the choices found
elsewhere in the City.
The financing includes $92 million of EB5 financing that is awarded based on job creation at the
project. Plus, another $20 million of New Market Tax Credit financing was provided the project because
of the blighted nature of the area. Plans are also under way to obtain $5 million of Upper Manhattan
Empowerment Zone debt again based on the need for this part of the City to have retail services for its
residents. The project is scheduled to open Spring 2017, with the bus terminal growing by 50% in size
and the subway system linking right into the bus terminal lobby.
SHOPS AT CIVICA | Miami, FL

Swerdlow Group acquired and modified existing entitlements to redevelop a unique location in the heart
of the Health District surrounding Jackson Memorial Hospital and the University of Miami Medical School.
The existing outdated hotel was razed and a new 2-story retail center was constructed. The location is
immediately adjacent to SR-836, a very highly traveled east-west highway connecting the Downtown
Miami area west to Miami International Airport, the Palmetto Expressway and the Florida Turnpike.


CYPRESS CREEK STATION | Fort Lauderdale, FL

Cypress Creek Station is a 229,000-square-foot retail and entertainment center. It was originally planned
and permitted as an office building and hotel project. When the site became available, Swerdlow Group
determined that the highest and best use for the property was not offices and hotels but a facility to
serve the daytime needs of the area’s existing offices and hotels with entertainment and dining needs to
serve the general community in an area which had no state-of-the-art movie theater and a shortage of

restaurants and other services.
CROSS COUNTY PLAZA | West Palm Beach, FL

Cross County Mall was an existing partially enclosed mall located in West Palm Beach, Florida. Swerdlow
Group identified the opportunity to purchase the Cross County Mall through its long-standing relationship
with K Mart. In addition, relationships with Ross, Just For Feet, Builders Square and AMC were crucial
to recapturing space and reconfiguring
the center. Cross County Mall was an
outdated partially enclosed mall that
was largely vacant. It was encumbered
by existing below market leases with K
Mart, AMC and Ross that provided those
tenants with absolute rights over the site
plan and any expansion or demolition of
the center. These leases were terminated.
New leases were negotiated with K Mart
and Ross providing for their relocation
into new premises at current market rental
rates. Previous developers had failed to
obtain the cooperation of K Mart and AMC,
which was critical to the reconfiguration
of the center. The enclosed mall had to
be demolished, preserving the ability
for K Mart and Ross to operate in their
existing stores while new premises were
constructed.
GREAT MALL OF THE BAY AREA | Milpitas, CA

The Great Mall of the Bay Area is Northern California’s largest outlet mega-mall and entertainment
complex, comprising 1,246,000 square feet of anchor and in-line retail tenants. The mall is strategically
located in the heart of Silicon Valley where I-880 and U.S. 101 intersect in Milpitas, California. The Great
Mall of the Bay Area is the premiere
regional shopping center in the San

Francisco Bay-Silicon Valley area.
Swerdlow Group saw the potential

for the Great Mall of the Bay Area
to be redeveloped by, among other
things, incorporating a significant
entertainment component, which
the existing center currently lacked.
To enable the Great Mall to achieve
its potential, Swerdlow adopted a
redevelopment and re-tenanting
plan that included an entertainment
and leisure component with movie
theaters, restaurants and an
interactive adult entertainment center.
With its proximity to Silicon Valley,
state-of-the-art amenities were a must.

The project required extensive land use

approvals including a DRI, Land Use Plan
Amendment and rezoning. To accommodate
the forecasted traffic volumes, Swerdlow Group
had to construct $25-million of offsite road
improvements including a new interchange at
Northwest 12th Street and the Florida Turnpike
(HEFT). To finance the extensive onsite and
offsite infrastructure requirements, a Community
Development District (CDD) was created. This
was Miami-Dade County’s first CDD. The CDD
issued tax-exempt bonds which will be repaid
through assessments against the property.
KENDALE LAKES PLAZA | Miami, FL

Kendale Lakes Plaza is a 400,000-square-foot community retail power center in Miami, Florida located in
the middle of an area with very strong demographics. Although the original Kendale Lakes Mall was very
well located, the property experienced high vacancies. In addition, the property had become rundown
and badly damaged as a result of Hurricane Andrew. Ultimately, the property was taken back from its
original owner by the lender and subsequently purchased by affiliates of Swerdlow Group. A site plan

and construction phasing plan was developed and successfully executed which converted the existing
concept into a state-of-the-art community retail center.
HOLLYWOOD HILLS PLAZA | Hollywood, FL

Hollywood Mall was a partially enclosed mall with a free standing convenience oriented strip on an
adjacent property. Originally built in 1965, it was the areas first enclosed mall. Swerdlow Group re-
developed the mall and designed it for a 117,000 square foot Target store, the first in South Broward
County, a 42,000 square foot Publix Supermarket, as well as two additional junior anchors. The
reconfiguration plan demolished the enclosed portion of the center and replaced it with in-line exterior
retail space.

LAS OLAS RIVERFRONT | Fort Lauderdale, FL

Las Olas Riverfront was a festival entertainment center comprised of 256,000 square feet of theater
and entertainment facilities, restaurants, nightclubs and upscale retail shops. This 3.8-acre downtown
Fort Lauderdale site became available through the cooperative assemblage efforts of the City of Fort
Lauderdale and the Broward County School Board. Originally called Brickell Station, the project was
stalled for several years. Ultimately, Swerdlow Group was brought in to lend its expertise to the project.

The site’s prime location and the area’s lack of state-of -the-art entertainment and dining facilities
presented an intriguing development
challenge. Because the property was acquired
from the City of Fort Lauderdale, there were
many restrictions and limitations placed on its
use such as preserving a variety of easements
and several historic buildings.
MILLENIA PLAZA | Orlando, FL

Millenia Plaza is a 600,000-square-foot retail power center on I-4 at the Conroy Road Interchange. The
shopping center is one of the most dominant power centers in the Orlando market with such notable
national anchor tenants as Home Depot, BJ’s Wholesale Club, ROSS Dress for Less, Toys R Us and
Dick’s Sporting Goods as well as numerous other national and regional retailers.

MIRACLE CENTER | Coral Gables, FL

The Miracle Center was an architecturally distinctive building located just outside the Coral Gables central
business district in the City of Miami. It was formerly an enclosed shopping center and was comprised of
247,000 square feet of gross leasable space and over 1,200 parking spaces on three levels.
Swerdlow Group acquired the building

through an affiliated real estate company
and demolished the interior space
for redevelopment. The single tenant
in the building, Bally’s Health Club,
occupied approximately 36,000 square
feet and continued to operate during
the demolition. The building had large
open floor plates, potential for 20-foot
clear heights and was ideally suited for
“big-box” retailers or use as a corporate
headquarters for a large company looking
to relocate in Miami.
Swerdlow sold the building in an

unfinished state to a retail developer. The
location is currently a very successful
shopping center.
OAKWOOD PLAZA | Hollywood, FL

Oakwood Plaza, a 900,000-square-foot regional power center, is the largest open air shopping center in
South Hollywood and spans an entire mile of frontage directly on I-95. The property enjoys great visibility
on I-95 between the Sheridan Street and Stirling Road exits. Swerdlow Group determined that if the
balance of land between these exits could be acquired, it would own a unique piece of property suitable
for a large-scale regional shopping center. The north and south parts of the property were separated by
the C-10 Canal Spur. A bridge had to be permitted and built over this environmentally sensitive body of
water. The plans included measures to protect existing mangroves, plant new mangroves and installation
of rip-rap to prevent erosion of the banks.
Development of the project was completed

substantially in accordance with the original
budget and timeline.

SHERIDAN PLAZA | Hollywood, FL

Sheridan Plaza is a 506,000-square-foot, open, regional shopping mall located at the northeast corner of
Sheridan Street and North 56th Avenue. When Swerdlow Group acquired the property it was outdated,
largely vacant and encumbered by existing below market leases. The Company was successful in its
effort to keep the major tenants open for business during the renovation. New leases were negotiated
with the major tenants and for a better mix of new retailers to bring the center to profitability. The

reconfigured center boasts a strong line-up of
national big-box retailers, an AMC Theater and
many more national and regional tenants, as
well as several well-known restaurants on the
highly visible out-parcels along Sheridan Street.
WESTFORK PLAZA | Pembroke Pines, FL

Westfork Plaza is a 398,000 square foot community retail center servicing one of the fastest growing
residential community areas in South Florida. The well-established and rapidly growing city of Pembroke
Pines afforded retailers a market that had previously been under retailed. The center is located at the
intersection of Pines Boulevard and Dykes Road, one half mile from I-75. Contiguous to the site on Pines
Boulevard are five outparcels which were sold to national retailers. The center brings every amenity
to the community including a Publix grocery
store, Regal multi-plex movie theater, several
eateries and many national and regional
tenants of other uses.

MIAMI-DADE ISD WEST LOT MIXED-USE PARKING FACILITY | Miami, FL

Project Size: 6 Stories; 810 Spaces | Cost: $15.4 Million
This project represents MCM’s second design/build delivery to Miami-Dade County’s Internal Services
Department (ISD), and ultimately achieved Gold LEED certification. This 6-story pre-cast facility occupies
the entire project site at approximately 1.73 acres and is comprised of 810 parking spaces distributed
across 324,000 SF of parking area, including 45,000 SF of office space on four floors, plus 10,000 SF of
retail space on the ground floor.

LEON MEDICAL CENTERS PARKING GARAGE – KENDALL | Kendall, FL
This project consisted of the construction of a new 7-story, 644-space parking garage designed to replace
an existing parking lot that serviced the patrons for the Leon Medical Centers Kendall Branch. MCM’s
scope included the demolition of the existing lot, which included relocating several oak trees to the other
side of the property. The overall project scope included the construction of a parking garage (pre-cast
structure) to service the parking needs for patients and
doctors of the Leon Medical Centers Kendall Branch.
MCM completed the phased civil scope ahead of schedule,

leaving the client pleased with how successful we were
at meeting our promised turnover dates of the areas that
required to be shut down to perform the work. Due to the
technical nature of the building erection sequence, MCM
completed the necessary pre-construction documentation
(long lead procurement items) ahead of the actual start of
the work, providing a smooth sequence. The building has
two elevators servicing all levels and two stairwells.
The building foundations consisted of 326 piles, and pile

caps that varied in size from 5 to 50 pile caps. Due to the
elevation of the water table and the depth of the pile caps,
dewatering was a challenge MCM successfully overcame
with an effective dewatering plan, completing all foundation
ahead of schedule.
ALAMEDA STATION | Denver, CO


• Gross Building Area (GBA): 555,714 Square Feet

• Gross Leasable Area (GLA): Retail/385,876 Square Feet
• Floor/Area Ratio: 1.3
• Levels: Shopping (4)/Parking (8)
• Parking Spaces: 1,483 Cars
• Parking Ratio: 3.8 Spaces per 1,000
Square Feet of GLA
FALABELLA STATION | Santiago, Chile


• Gross Building Area (GBA): Retail/300,000 Square Feet; PH2 Office/400,000 Square Feet
• 2,672-Car
Parking
Structure/
1,068,800
Square Feet
• Floor/Area
Ratio: 1.85
• Levels:
Shopping
(3)/Parking
(8)
• Parking
Ratio: 50
Spaces
per 1,000
Square Feet
of GLA

TARGET STORE T-1038 | North Miami Beach, FL

Project Size: Not applicable | Cost: $5.09 Million
MCM’s responsibilities on this project consisted of remodeling, expanding and converting key areas
within an existing high volume Target store. The project scope included a loading dock expansion,
construction of a new walk-in cooler and freezer, seal coating and striping of existing parking lot, and
painting of all existing site light poles. Also included in the project scope were extensive interior finish
improvements and coordination of work activities through a shared shopping center campus.

TARGET STORE T-1039 | Miami, FL
This project was a stock-to-sales conversion known as an “in the box remodel.” The food service
area was converted into a Starbucks and a “Food Avenue Express” food court/concession area. Also
included in the project’s scope were the retrofit of the Guest Services area, Fitting Rooms and Pharmacy.
Demolition and rebuilding of the Guest Restrooms and installation of a new freight elevator and Machine
Room were part of this project.

TARGET STORE T-2022 | Davie, FL

Construction of a new Super Target. The shell is slab-on-grade with concrete tilt up panels, steel
columns, beams and bar joists, metal decking with lightweight concrete and a single ply membrane.
There is a 4 truck loading dock, a Garden with irrigation system, a Pre-fabricated utility Center (PUC) and
an electrical Distribution Center.

TARGET STORE T-877 | Hollywood, FL
Project Size: 123,000 Square Feet | Cost: $2.87 Million
Addition and renovation of the existing Target Store consisting of 123,000 SF. A new fitting room,
bathrooms, a “Food Avenue Express” food court, a pharmacy, and a new garden center were built.
The sales area flooring was replaced, including carpets and vinyl tile. There was a replacement of
retail fixtures and acoustical ceiling tile, and the whole store was repainted. Doors and hardware were
replaced. A new low-voltage system was installed.

LEON MEDICAL CENTERS PARKING GARAGE – FLAGLER | Miami, FL

Leon Medical Centers Flagler Parking Garage is a unique project because of the challenges faced
to ensure overall safety and address logistical constraints while delivering an excellent project for the
owner. Phased construction of civil and pre-cast activities allowed minimal impact to Leon Medical
Centers’ Flagler Center operations. Construction of this 6-story, pre-cast parking garage situated in the
northeast corner of the property will address the center’s parking congestion for years to come. Extensive

maintenance of traffic, various parking lot
interconnection and complete two-way
lane closures within the center enabled
a safe and productive MCM construction
site and Leon Medical Centers operation
environment.
The project site compares to a zero lot line

site, and erection of the pre-cast elements
was done less than 100 feet from the
bus drop-off and main entrance to the
center. The garage structure provides 419
additional parking spaces to a very busy
medical center accessible through two
stair towers and two glass-back elevators
completed with landscaping, signage and
a wayfinding system.
MIAMI SENIOR HIGH SCHOOL PARKING GARAGE | Miami, FL

Project Size: 3 Levels; 204 Spaces | Cost: $54.81 Million (applicable to full scope)
This project consisted of extensive historical renovations, additions, and alterations to the oldest high
school in South Florida. Miami Senior was originally built in 1926 and is listed on the National Register
of Historical Places. Work was scheduled under three major phases, with the first phase consisting
of construction of new buildings around the existing occupied campus. This added three new multi-
story classroom buildings; a 3-level pre-cast parking garage (94,539 SF) with 204 parking spaces; a
new Central Energy Plant housing the “New Heart” of the campus; and a new auto-vocational building
with four Inground Light Duty SmartLifts. Phase Two
shifted students from the historical buildings into the
newly constructed classrooms, allowing for a complete
renovation of the historic buildings. This included
installation of new hurricane impact windows, HVAC,
electrical, plumbing and fire sprinkler systems. Under
this phase, the Media Center was overhauled, and
the decorative steel trusses exposed. Additionally,
the 1,132-fixed seat auditorium received new seating,
lighting and sound systems. Phase Three consisted of
overall site improvements, including new irrigation and
landscaping in Columbia Park, construction of Stingaree
Plaza, dedicated student drop-off and pick-up areas,
and all other miscellaneous hardscape upgrades. When
completed in 2014, the school’s capacity was increased
from 1,649 to 2,800 student stations.

PARKING GARAGE AT NORMAN S. EDELCUP SUNNY ISLES BEACH K-8 |

Sunny Isles Beach, FL
Project Size: 4 Levels; 145 Spaces | Cost: $28.59 Million (applicable to full scope)
This project consisted of the construction management-at-risk of a new 165,000-SF multi-story K-8 facility
designed to house 1,642 student stations on 2.1 acres in the City of Sunny Isles Beach. This fast-track,
three-phase project consisted of multiple GMP packages, which were issued for demolition of an existing
apartment building, construction of the new school’s extensive foundations, and a shell and finish package.

Under the final GMP package, a new 4-level pre-cast
double-tee parking garage with 145 parking spaces
was constructed. The ground level of this garage
included spaces for housing physical education areas,
an emergency generator, fire sprinkler control and
mechanical chiller rooms.
AVENTURA GOVERNMENT CENTER PARKING GARAGE | Aventura, FL

Project Size: 3 Levels; 207 Spaces | Cost: $2.79 Million
This project revolved around the demolition of an existing parking lot and the construction of a new pre-
cast double-tee parking garage with a capacity of 207 cars. The scope also included the construction
of a new satellite police station in the building’s penthouse, storefront curtain walls, site work, concrete
sidewalks, signage, elevators, and landscaping. All MEPF systems were coordinated and integrated with
the existing City Hall Building.

WESTLAND HIALEAH SENIOR HIGH SCHOOL PARKING GARAGE |

Hialeah, FL
Project Size: 154,000 Square Feet; 288 Spaces | Cost: $51.45 Million (applicable to full scope)
MCM is proud to have delivered this complex design/build project. The project’s ultimate objective
was the creation of a new 322,084-SF senior high school complex composed of multiple buildings and
paved courtyards with a capacity of 1,839 student stations. The organization of the school was based
on a ‘school-within-a-school’ concept for grades 9-12. This involved the strategic distribution of general

classrooms, administration spaces,
student services areas, a media center,
art rooms, science labs, vocational
classrooms, a complete auditorium with
associated music labs, a full cafeteria and
kitchen with interior and exterior dining,
and parking and all site improvements.
One of the key components of the
project was a multi-story 154,000-
SF, 288-parking space garage, which
included a rooftop gymnasium with air
conditioned basketball/volleyball courts,
male and female lockers, weight training
rooms, classrooms and other conditioned
spaces; along with open air hard courts
for basketball, volleyball and other sports.
JACKSON MEMORIAL HOSPITAL NORTH PARKING GARAGE | Miami, FL

MCM is proud of having successfully delivered this complicated, multi-phased project on time, on an
active hospital campus, and without any manner of disruption to ongoing hospital operations. This
achievement is all the more impressive because of the requirement that the hospital’s existing tank
farm (Oxygen and Nitrogen) undergo a phased relocation of its own, all without any manner of service
interruption to standard hospital activities. This was the most significant aspect of the project’s first phase,
which also included the construction of a new Autoclave and Trash/Linen building (for the disposal of
the hospital’s medical waste and
select other hazardous materials.
All phase 1 activities ultimately
served as enabling work that
facilitated the actual construction of
a new, 5-story 702-space parking
garage. The crux of phase 2, this
new garage structure was built to
be easily-expandable to a full 7
stories. This structural design called
for the driving of over 700 piles and
the installation of more than 60
pile caps. Another key component
was the construction of a 180+ foot
steel-structure pedestrian bridge
connecting the new parking facility
to the existing hospital structure.
ST. TROPEZ ON THE BAY | Sunny Isles Beach, FL

Project Size: 270 Units; 19 Stories | Cost: $80 Million
A trio of towers gently placed atop
a four-story pedestal consisting of
retail spaces lined with loggias and
promenades. Street level finds an
incredible village-like setting, complete

with quaint shops and cafes for the
use of residents, as well as outside
patrons. The residential amenities
are placed strategically atop of the
four-story pedestal to allow residents
to enjoy the numerous pools, spa
facilities, lounges and gymnasium.
With stunning views to the Atlantic
Ocean and Intracoastal Waterway, the
St. Tropez on the Bay development
is nestled on a barrier island allowing
each luxury residential unit a unique
view. Each tower’s shape is derived
from a triangular form to establish a
visual language in which from each
tower residents can see only an angle
of the neighboring tower.

ENTERTAINMENT

CYPRESS CREEK STATION | Fort Lauderdale, FL

Cypress Creek Station is a 229,000-square-foot retail and entertainment center. It was originally planned
and permitted as an office building and hotel project. When the site became available, Swerdlow Group
determined that the highest and best use for the property was not offices and hotels but a facility to
serve the daytime needs of the area’s existing offices and hotels with entertainment and dining needs to
serve the general community in an area which had no state-of-the-art movie theater and a shortage of
restaurants and other services. Regal Cinemas signed a long-term lease for a 16-plex stadium-seating
theater, which included game rooms, party rooms and sit-down eating areas. Leases were also signed
DESIGN/CONSTRUCTION/MANAGEMENT: ENTERTAINMENT
with several local, regional and national restaurants.


the City of North Miami RFP for development of
the site. The project will be on the largest piece
of undeveloped land east of I-95 in Miami-Dade
and Broward counties and will be one of the most
significant urban redevelopment projects in South
Florida’s history. Swerdlow sold its interest in
Biscayne Landing to The LeFrak Organization.

GREAT MALL OF THE BAY AREA | Milpitas, CA

The Great Mall of the Bay Area is Northern California’s largest outlet mega-mall and entertainment
complex, comprising 1,246,000 square feet of anchor and in-line retail tenants. The mall is strategically
located in the heart of Silicon Valley where I-880 and U.S. 101 intersect in Milpitas, California. The Great
Mall of the Bay Area is the premiere
regional shopping center in the San
Francisco Bay-Silicon Valley area.
Swerdlow Group saw the potential
for the Great Mall of the Bay Area
to be redeveloped by, among other
things, incorporating a significant
entertainment component, which
the existing center currently lacked.
To enable the Great Mall to achieve
its potential, Swerdlow adopted a
redevelopment and re-tenanting
plan that included an entertainment
and leisure component with movie
theaters, restaurants and an
interactive adult entertainment center.
With its proximity to Silicon Valley,
state-of-the-art amenities were a must.

Oakwood Plaza, a 900,000-square-foot regional power
center, is the largest open air shopping center in South
Hollywood and spans an entire mile of frontage directly
on I-95. The property enjoys great visibility on I-95
between the Sheridan Street and Stirling Road exits.
Swerdlow Group determined that if the balance of land
between these exits could be acquired, it would own
a unique piece of property suitable for a large-scale
regional shopping center. The north and south parts of the
property were separated by the C-10 Canal Spur. A bridge
had to be permitted and built over this environmentally
sensitive body of water. The plans included measures to
protect existing mangroves, plant new mangroves and
installation of rip-rap to prevent erosion of the banks.
Development of the project was completed substantially

in accordance with the original budget and timeline.
The entertainment component of Oakwood Plaza

included a Regal Cinemas 18-plex stadium-seating
theater, a 70,000-square-foot Dave & Busters, Miller’s Ale
House, Sweet Tomatoes, Moonlight Diner and numerous
other eateries.
LAS OLAS RIVERFRONT | Fort Lauderdale, FL

Las Olas Riverfront was a festival entertainment center comprised of 256,000 square feet of theater
and entertainment facilities, restaurants, nightclubs and upscale retail shops. This 3.8-acre downtown
Fort Lauderdale site became available through the cooperative assemblage efforts of the City of Fort
Lauderdale and the Broward County School Board. Originally called Brickell Station, the project was
stalled for several years. Ultimately, Swerdlow Group was brought in to lend its expertise to the project.
The site’s prime location and the area’s lack of state-of -the-art entertainment and dining facilities
presented an intriguing development
challenge. Because the property was acquired
from the City of Fort Lauderdale, there were
many restrictions and limitations placed on its
use such as preserving a variety of easements
and several historic buildings.

The project required extensive land use

approvals including a DRI, Land Use Plan
Amendment and rezoning. To accommodate
the forecasted traffic volumes, Swerdlow Group
had to construct $25-million of offsite road
improvements including a new interchange at
Northwest 12th Street and the Florida Turnpike
(HEFT). To finance the extensive onsite and
offsite infrastructure requirements, a Community
Development District (CDD) was created. This
was Miami-Dade County’s first CDD. The CDD
issued tax-exempt bonds which will be repaid
through assessments against the property.
SHERIDAN PLAZA | Hollywood, FL

Sheridan Plaza is a 506,000-square-foot, open, regional shopping mall located at the northeast corner of
Sheridan Street and North 56th Avenue. When Swerdlow Group acquired the property it was outdated,
largely vacant and encumbered by existing below market leases. The Company was successful in its
effort to keep the major tenants open for business during the renovation. New leases were negotiated
with the major tenants and for a better mix of new retailers to bring the center to profitability. The
reconfigured center boasts a strong line-up of
national big-box retailers, an AMC Theater and
many more national and regional tenants, as
well as several well-known restaurants on the
highly visible out-parcels along Sheridan Street.
WESTFORK PLAZA | Pembroke Pines, FL

Westfork Plaza is a 398,000 square foot community retail center servicing one of the fastest growing
residential community areas in South Florida. The well-established and rapidly growing city of Pembroke
Pines afforded retailers a market that had previously been under retailed. The center is located at the
intersection of Pines Boulevard and Dykes Road, one half mile from I-75. Contiguous to the site on Pines
Boulevard are five outparcels which were sold to national retailers. The center brings every amenity
to the community including a Publix grocery
store, Regal multi-plex movie theater, several
eateries and many national and regional
tenants of other uses.

SEMINOLE THEATER | Homestead, FL

Project Size: 440-Seat Capacity | Cost: $3.51 Million
Historic renovation and state-of-the-art construction to rebuild the 1921 Seminole Theater in Homestead
Florida. This 440-seat capacity Live Performance Theater has state-of-the-art lighting and audio system,
new stage and curtain rigging, renovated Orchestra Pit and new catwalk. Additional classrooms, office,
ticket booth and front lobby with terrazo floors for receptions. This was a fast-track project.
MIAMI SENIOR HIGH SCHOOL AUDITORIUM | Miami, FL
Project Size: 1,132 Fixed Seats | Cost: $54.81 Million (applicable to full scope)
This project consisted of extensive historical renovations, additions, and alterations to the oldest high
school in South Florida. Miami Senior was originally built in 1926 and is listed on the National Register
of Historical Places. Work was scheduled under three major phases, with the first phase consisting of
construction of new buildings around the existing occupied campus. This added three new multi-story
classroom buildings; a 3-level pre-cast parking garage (94,539 SF) with 204 parking spaces; a new
Central Energy Plant housing the “New Heart” of the campus; and a new auto-vocational building with
four Inground Light Duty SmartLifts. Phase Two shifted students from the historical buildings into the
newly constructed classrooms, allowing for a
complete renovation of the historic buildings.
This included installation of new hurricane impact
windows, HVAC, electrical, plumbing and fire
sprinkler systems. Under this phase, the Media
Center was overhauled, and the decorative steel
trusses exposed. Additionally, the 1,132-fixed
seat auditorium received new seating, lighting
and sound systems. Phase Three consisted of
overall site improvements, including new irrigation
and landscaping in Columbia Park, construction
of Stingaree Plaza, dedicated student drop-off
and pick-up areas, and all other miscellaneous
hardscape upgrades. When completed in 2014,
the school’s capacity was increased from 1,649 to
2,800 student stations.
WESTLAND HIALEAH SENIOR HIGH SCHOOL AUDITORIUM | Hialeah, FL

Project Size: Not applicable | Cost: $51.45 Million (applicable to full scope)
MCM is proud to have delivered this complex design/build project. The project’s ultimate objective
was the creation of a new 322,084-SF senior high school complex composed of multiple buildings
and paved courtyards with a capacity of 1,839 student stations. The organization of the school was
based on a ‘school-within-a-school’ concept for grades 9-12. This involved the strategic distribution of
general classrooms, administration spaces, student services areas, a media center, art rooms, science
labs, vocational classrooms,
a complete auditorium with
associated music labs, a full
cafeteria and kitchen with interior
and exterior dining, and parking
and all site improvements. One of
the key components of the project
was a multi-story 154,000-SF,
288-parking space garage, which
included a rooftop gymnasium
with air conditioned basketball/
volleyball courts, male and female
lockers, weight training rooms,
classrooms and other conditioned
spaces; along with open air hard
courts for basketball, volleyball
and other sports.

WORKFORCE HOUSING/RESIDENTIAL

CITY LANDINGS | Miami, FL

Project Size: Approximately 160 Units | Cost: Not available
City Landings is a family/
elderly affordable housing
DESIGN/CONSTRUCTION/MANAGEMENT: WORKFORCE HOUSING/RESIDENTIAL

project located in Miami,
Florida, directly adjacent
to I-95 and NW 81st
Street. It is made up of
two residential towers
with a parking structure,
retail and residential
amenities at the ground
level. KKAID worked
closely with the county
to arrive at the decision
that affordable housing
is urgently needed in this
community. The design
of the project relates to
its urban surroundings,
and the façade plays off
of the motion of I-95 with
streamlined balconies
and color combinations.
ESMERALDA BAY | Miami, FL

Project Size: 96 Units | Cost: $20 million
The proposed elderly,
multi-family residential
development of Esmeralda
Bay will be comprised of
a 13-story building with a
total of 96 units. Located
in the neighborhood of
Allapattah, the residential
development provides
a number of amenities
including one- and two-
bedroom units, a fitness
center, community room,
parking garage and putting
green. The affordable
housing community
seeks to revitalize an
under-developed area
and proposes a number
of improvements to the
infrastructure surrounding
the project site.

GARDENS AT DRIFTWOOD | Hollywood, FL

Project Size: 120 Units | Cost: $16 Million
The Gardens at Driftwood affordable housing community, awarded LEED Silver certification, was
designed to provide sustainable live-in accommodations to its residents with exterior and interior spaces

that enhance the sense of community and environmental awareness. Using the latest in energy-efficient
and green construction technologies, Gardens at Driftwood offers 120 apartment units specially designed
for adults 55 and older. The modern community features a series of gathering spaces including a
community room,
computer library,
fitness center, and
putting green. The
project, which was
completed for The
Gatehouse Group
in collaboration
with the Hollywood
Housing Authority,
also boasts 3,500
square feet of
office space for
the Hollywood
Housing Authority
on the ground
level.
1101 BRICKELL | Miami, FL

1101 Brickell is a sparkling 74-story
glass tower with an attached parking
garage and 538 luxury residential units.
The project includes ground-floor retail,
restaurants and meeting facilities. The
top floors of the pedestal consist of a
fully equipped health club, spa and pool
deck. Located on a full city block fronting
Brickell Avenue, in the heart of Miami’s
international financial district, 1101
Brickell’s main tower occupies a forward
position on the site. Its simple, elegant
lines and sculptured exterior provide
dramatic views and an iconic presence
in the City considered the gateway to
Latin America. The main entrances to the
building are located along Brickell Avenue
from the west and an internal access
road and pedestrian bridge from the east.
Accessible from Brickell Avenue or via
the motor court, the tower’s ground level
contains the banking lobby for the Bank of
Venezuela and restaurant/retail facilities.
golf course. Swerdlow Group completed a local Land Use Plan Amendment with the Florida Department

of Community Affairs, Broward County and the City of Hollywood following its annexation into Hollywood
from unincorporated Broward County. The County and City Land Use Plans had to be modified
accordingly and were successfully defended against an appeal by local community groups.


6-acre archeological site within the site’s


TRILOGY | Miramar, FL
Project Size: 489 Units; 163 Acres | Cost: $80 Million
Trilogy is a 163-acre, 489-unit single-family residential community. Trilogy was a fast paced project which
was completed in less than two years in order to keep pace with sales.

The project included extensive site clearing and earthwork operation consisting of over 6 million cubic
yards of material. At the time, the City of Miramar did not have water and sewer facilities to serve
this development. Interagency agreements were
negotiated to construct a water main interconnect to
the City of Pembroke Pines water distribution system
and over 5 miles of off—site water main extensions
to deliver potable water to the site. Additionally,
on-site facilities were constructed to accommodate
a future City of Miramar raw water wellfield and
adjacent water treatment plant.
Prior to the start of development the property was

concluded to contain wetlands. Although the majority
of the 50 acres of wetlands mitigation occurred
on-site, a 20-acre off-site mitigation project was
included in the environmental approvals required by
the US Army Corps of Engineers, the South Florida
Water Management District and the Broward County
Department of Natural Resource Protection.

West Lake Village is a 95-acre, 770-unit high-density single-family residential development within ¼ mile
of the Intracoastal Waterway. Approvals by the U.S. Army Corps of Engineers, FDEP, FDOT, SFWMD,
Broward County Department of Natural Resource Protection, Broward County Parks and Recreation and
the City of Hollywood were required to construct numerous environmentally sensitive components of the
development.
Foremost among the environmentally sensitive components of

the development was the DEP Class III Closure and conversion
of a 30-acre Yard Clipping Landfill into an active recreation
area. Additional unique components included an 80-foot wide
entrance roadway through state and county wetlands, relocation
and radiation of tidal canals, several bridge structures spanning
mangrove preserves, creation of a 20-acre mangrove forest and
the protection of the City’s regional wastewater treatment plant’s
60-inch ocean outfall main crossing the property.
The plan for West Lake Village included three basic housing
types ranging in price and size. The construction was ventured
with Westbrooke Communities, who proceeded to build and
sell homes at the rate of over 15 per month. The result was a
resoundingly successful project that attained all its financial goals
and contributed significantly to the revival of east Hollywood and
its downtown areas.
PINEHURST CLUB | Hollywood, FL

Project Size: 196 Units; 719 Square Feet–1,270 Square Feet | Cost: $22 Million
Pinehurst was designed and constructed as a luxury, gated, garden apartment complex with an
outstanding recreational package. The prime location lent itself to shopping, tennis and golf, excellent

schools and fine restaurants within walking distance. Conveniently located one-half mile from I-95 and
the Tri-Rail Station, a five minute drive to I-595 and the Florida Turnpike, and close proximity to downtown
Fort Lauderdale, Fort Lauderdale International Airport, Port Everglades and the football stadium made
this property very inviting to the burgeoning
young professional demographic of the area.
PARK TERRACE | Hollywood, FL

Park Terrace was designed to be a luxury, gated, family-friendly garden apartment complex. Its location
boasts easy access to I-95, the Florida Turnpike, Fort Lauderdale International Airport, Memorial Regional
Hospital, with its renowned Joe DiMaggio Children’s Hospital, and the downtown metropolis of both the
City of Hollywood and Fort Lauderdale. The neighborhood offers a wide variety of establishments for
everyday shopping, dining and recreation. The one, two and three bedroom units range in size from 645
square feet to 1,356 square feet.
Great attention to detail was taken in providing a high-

end apartment living experience. The property boasts
three swimming pools, billiards room, bowling alley, indoor
racquetball court, tennis courts, sand volleyball, fitness
center, spa and steam room and a business center. Every
one, two and three bedroom apartment features 9 foot
ceilings and a gourmet kitchen.

THE LEXI RESIDENCES | North Bay Village, FL

The sweeping panoramic
views of Biscayne Bay

from each residential unit,
the design concept of Lexi
creates an atmosphere
of sophisticated island
living. The tower features
spacious residences with
10-foot ceilings and high-
end finishes as well as large
terraces. The building boasts
several amenities including
a lounge, entertainment
center, business center,
infinity edge pool and spa.
The pedestal includes the
commercial and parking
components. The 40,000
square feet of retail
spaces on the ground level
houses several shops and
restaurants.
WESTFORK/SPRING VALLEY | Pembroke Pines, FL

Project Size: 1,800 Single-Family Homes | Cost: $288 Million
Westfork and Spring Valley were joint venture projects between Swerdlow Group and Westbrooke
Communities. Swerdlow Group with its vast experience in development was responsible for zoning,
permitting and infrastructure. Westbrooke, a very well-known home builder in South Florida, constructed
the residences. Westfork offered a range of styles from modest townhomes to high-end luxury homes. By
appealing to such a varied demographic, and with the burgeoning population in western Pembroke Pines,
the project was very successful and sold out much more quickly than projected.

TEQUESTA KNOLL APARTMENTS RENOVATIONS | Miami, FL

Project Size: 9 Stories; 100 Units | Cost: $10.1 Million
Tequesta Knoll Apartments is a low-income housing project that consists of 100 apartment units. This
9-story building has had water leak problems for the past few years, and MCM was contracted to perform

repairs and other renovations.
JOE MORETTI DEVELOPMENT | Miami, FL

Project Size: 13 Stories; 116 Units | Cost: $10.97 Million
Located west of the Brickell Area at SW 9 Street and 2nd Avenue,
the Joe Moretti Development Project is an affordable apartment
building for the elderly. A 13-story building with 116 units, each 583
SF (total area: 98,024 SF), the building is a post-tensioned concrete
structure with masonry exterior walls and a stucco finish. The project
also featured a 73-space surface parking lot and several mixed-use
common areas.

LIBERTY VILLAGE | Miami, FL

Phase 1
consists of

the demolition
of an existing
automobile
service facility
and requires
soil remediation
to the site.
Phase 2
consists of the
construction
of a 6-story
building with a
parking garage
and residential
amenities on
Level 1 and
a total of 60
affordable
housing units
on Levels 2-6.
SMATHERS PLAZA II | Miami, FL

The work consists of providing the following scopes, including installation to Smathers Plaza II Elderly
Departments: landscaping, toilet accessories, window treatment, signage, residential appliances, and
meet UFAS/ADA requirements.

PHOENIX APARTMENTS | Homestead, FL

Phoenix is an affordable apartment community for adults 55 and older who are on a limited budget but
still want to enjoy an active, independent and high-quality lifestyle. All utilities are included with the rent.

The community features a clubhouse, swimming pool, spa/hot tub, courtyard area, and laundry hookups
for three bedrooms. They offer 24-hour emergency maintenance service. Apartments are wheelchair
accessible and include a private balcony or patio area. Shopping and dining out is located very close to
the community.
PRAXIS OF DEERFIELD APARTMENTS | Deerfield Beach, FL

Praxis of Deerfield is an affordable apartment community for adults 55 and older who are on a limited
budget but still want to enjoy an active, independent and high-quality lifestyle. All utilities are included
with the rent. The community features two clubhouses, swimming pool, jacuzzi, picnic area, shuffle
board, business center and laundry facility. They offer 24-hour emergency maintenance service. All of the
apartments are wheelchair accessible and include a private balcony or patio area. Shopping and dining
out is located very close to the community.

COALITION LIFT | Miami, FL

Project Size: 34 Units Total | Cost: $3.67 Million
Coalition Lift consists of the renovation of two
separate 3-story buildings located on the same

property. One building will require a new roof,
while the other will receive repairs. Renovation
of the interior spaces will require a complete
gutting of all flooring and demising walls within
the building. New walls and new room layouts
will be installed. Window and door openings
will be opened/closed/modified as required
to service the new room layouts. Structural
members and damaged concrete will be
repaired/replaced as required.
UNIVERSITY VIEW STUDENT HOUSING | University of Maryland,

College Park, MD
University View at College Park, Maryland, was developed on private land adjacent to the University of
Maryland. The first phase consisted of a 16-story building—a 12-story residential tower on top of a 4-story
parking garage. The residential tower has 352 residential units with 1,054 beds. The residential units,
designed to accommodate the student population, consist of three main types—177 two-bed/two-bath
suites, 99 four-bed/two-bath suites, and 76 four-bed/
four-bath suites. All the units are fully furnished with
full-sized beds, dressers, full-sized washer/dryers and
complete kitchens, and monthly rents are inclusive
of furniture, utilities, cable and internet service. In
addition to residential units, the project has a parking
garage with 404 structured parking spaces, a fourth
floor outdoor pool and deck, a health club, media
room, large vending area and study area. Physically,
the project consists of a concrete superstructure with
a 12-story post-tension residential pedestal on top of
a 4-story cast-in-place parking garage. The residential
façade comprises brick at the lower 10 levels and
EIFS on the upper three levels. Includes unbelievable
vistas toward Washington, D.C. and Baltimore, wiring for multiple phone lines, high-speed internet access
and satellite television, garage parking, some street-front retail stores and services, regular shuttle bus
services to and from the University of Maryland or a ten-minute walk or five-minute bike ride via direct
bridge link to the campus and a short walk to the College Park Metro station and downtown College Park.
PARAMOUNT BAY AT EDGEWATER | Miami, FL

Paramount Bay is located
just two blocks from the

proposed Museum Park
Miami (Bicentennial
Park). This luxury
residential development,
completed in January
2010, is a 49-story
residential tower with 407
units. Each unit, designed
to provide the owners
with a unique sense
of privacy, includes a
private elevator lobby and
extensive ocean views.
The project contains
a myriad of amenities,
business center,
gymnasium and rooftop
pool deck located just
minutes from the colorful
nightlife of South Beach.
ST. TROPEZ ON THE BAY | Sunny Isles Beach, FL

A trio of towers gently placed atop
a four-story pedestal consisting
of retail spaces lined with loggias
and promenades. Street level finds
an incredible village-like setting,
complete with quaint shops and
cafes for the use of residents,
as well as outside patrons. The
residential amenities are placed
strategically atop of the four-story
pedestal to allow residents to enjoy
the numerous pools, spa facilities,
lounges and gymnasium. With
stunning views to the Atlantic Ocean
and Intracoastal Waterway, the St.
Tropez on the Bay development is
nestled on a barrier island allowing
each luxury residential unit a unique
view. Each tower’s shape is derived
from a triangular form to establish a
visual language in which from each
tower residents can see only an
angle of the neighboring tower.
DUO CONDOMINIUM | Hallandale Beach, FL

Project Size: Approximately 400 Units; 27 Stories (Two Towers) | Cost: $92 Million
Creating a tranquil enclave, the
Duo Condominium development

consists of two residential towers
adjacent to a world-class golf
course in Hallandale Beach,
Florida. The 3-acre development
includes 300,000 square feet of
commercial retail space along a
major thoroughfare. The project
creates an urban area that
connects the Duo towers to the
existing neighboring communities
via pedestrian and vehicular routes
as well as public transportation
hubs. Complete with ocean views,
the luxury residential units boast
a number of amenities such as a
tropically landscaped swimming
pool and spa, fitness center, social
room, business center, tennis
courts, sports court, jogging track,
and theater-style screening room.
TAO CONDOMINIUM | Sunrise, FL

Project Size: 396 Units; 26 Stories (Two Towers) | Cost: $122.8 Million
The Tao Condominium project is
a unique architectural and master
planning solution to provide
vertical multi-family residential
in the expanding urban areas
of Sunrise, Florida. Immediately
adjacent to several entertainment
and commercial facilities, Tao
redefines resort-style living
within an urban setting. The
project boasts a number of
luxury amenities, expansive
views and spacious residential
units. A dramatic steel and glass
canopy at the base of each tower
welcomes residents and visitors
alike. Once inside, an oriental
theme is expressed through the
building’s earth-toned colors
and materials as well as in the
meditation garden and serene
lobby. DBA “Residential High-
Rise of the Year”, Tao, 2006.
BRICKELL RESIDENTIAL | Miami, FL

SJM Partners oversaw the land selection,
entitlement and design of 605 units in two

34-story towners with a 10-story parking garage
with 822 parking spaces in downtown Miami.
PARK COLONY | Hollywood, FL

Park Colony is a luxury, gated, garden apartment complex with easy access to I-95, the Florida Turnpike,
Fort Lauderdale International Airport, Memorial Regional Hospital, with its renowned Joe DiMaggio
Children’s Hospital, and the downtown metropolis of both the City of Hollywood and Fort Lauderdale. The
neighborhood offers a wide variety of establishments for everyday shopping, dining and recreation. The
one, two and three bedroom units range in size from 645 square feet to 1,353 square feet.
Great attention to detail was taken in providing a high-end apartment living experience. The property
boasts exceptional landscaping around its two swimming pools, a state-of-the-art fitness center, spa and
tennis courts, a business center and media center. Every one, two and three bedroom apartment features
a gourmet kitchen.

MARINA GRANDE ON THE HALIFAX | Holly Hill, FL

Project Size: 18 acres | Cost: $175 Million
Marina Grande on the Halifax sits on the banks of the Intracoastal Waterway and the Halifax River in
Holly Hill, Florida and offers some of the best river and ocean views in the Daytona Beach area.

OTHER EXPERIENCE

BEACON TRADEPORT | Miami, FL

Beacon Tradeport is a 4-million square foot warehouse/distribution center and technologically
advanced facilities for the telecommunications industry. It is part of the 320-acre mixed-use commercial
development referred to in the Dolphin Mall description. The project is comprised of 29 buildings
ranging in size from 60,000 to 200,000 square feet and was developed in phases to allow maximum
flexibility in building design, size and location to meet market requirements. The telecommunications
facilities were designed and built with many unique
DESIGN/CONSTRUCTION/MANAGEMENT: OTHER EXPERIENCE

characteristics such as the ability to withstand a
Category 5 hurricane, 100 watts per square foot of
power, emergency power generations and multiple
fiber optic carriers to the buildings. Beacon Tradeport
is located within the burgeoning Miami Airport West
industrial market its location, with direct interchange
access to the Florida’s Turnpike and the Dolphin
Expressway, is well positioned to serve the Miami
International Airport and all of Florida with its links
to the interstate highway system. Swerdlow Group
formed a venture with four of the country’s leading
financial institutions and endowments to finance
the project valued in excess of $500 million. This
unprecedented transaction earned Swerdlow Group
a Best Real Estate Deal of the Year award for Best
New Development.
MIAMI CITY SELF STORAGE (MCSS) | Miami, FL

Project Size: 110,000 Square Feet (Davie); 100,000 Square Feet (Doral and Sweetwater); 112,000
Square Feet (Brickell) | Cost: $10 Million (Davie); $14 Million (Doral); $12 Million (Sweetwater);
$15 Million (Brickell)
SJM Partners, Inc., in a venture with Rivergate Realty, started a self-storage development business
in South Florida in 2013 called MCSS. The goal of the business was to acquire sites in South Florida
markets that were severely under-supplied for self storage. The company has now acquired 12 sites in
multiple markets in Miami-Dade and Broward counties. Nine of the projects are under way, with three
already open. Two more are scheduled to start this summer.

OAKWOOD BUSINESS CENTER | Hollywood, FL

Oakwood Business Center is a business/office/distribution facility comprised of three one- and two-
story buildings totaling 141,000 square feet. It is contiguous to Oakwood Plaza and shares the excellent
visibility provided by its location adjacent to I-95. The center is situated on 11 acres of landscaped
grounds. Its most important attribute as an office/warehouse/distribution center, however, is its central
Broward County location. It offers immediate access to I-95, is strategically located ten minutes from Fort
Lauderdale, thirty minutes from Miami, five minutes from Fort Lauderdale International Airport and five

minutes from I-595.
SOUTH FLORIDA INDUSTRIAL PARK | Hollywood, FL

The South Florida Industrial Park encompassed 168 acres of land between Stirling Road and
Sheridan Street, from I-95 west to the CSX Railway lines. The close proximity to both highway and
rail transportation made this an excellent location for light industrial use. Swerdlow owned, leased and
managed numerous buildings within the industrial park.

CENTRAL NTD MARKETPLACE | Miami, FL

Project Size: Not applicable | Cost: $130 Million (applicable to full scope)
As part of MCM’s $130 million MCC 8-10 – Miscellaneous Construction Contracts (MCC), this project
included the construction of 10 custom-designed aluminum and stainless steel, custom-finished, support
spaces and kiosks for new
concessions and public
areas for seating in an area
of Concourse D that will

be known as Marketplace.
Custom-designed kiosks
will be provided under
this contract for the
concessionaire. This scope
took place airside, in an
active concourse, directly
adjacent to the CBP area in
Concourse D requiring direct
coordination with CBP and
Homeland Security, requiring
critical coordination between
all stakeholders, including
MDAD Airside Operation for
MOT, deliveries, movement
of materials and manpower.
PIZZA HUT EXPRESS AT TARGET STORE T-1039 | Miami, FL


STARBUCKS AT TARGET STORE T-1039 | Miami, FL


KFC FOOD COURT | Miami, FL
As part of MCM’s $130
million MCC 8-10 –
Miscellaneous Construction
Contracts (MCC), this
project included remodeling
of KFC Food Court at
Miami International Airport.

HARBOR EAST | Baltimore, MD

The City Crescent Office building was a joint venture between SJM Partners, Inc. and the Oits Warren
Company, which was the largest African American developer of government-leased space in the U.S. The
venture had leased the ground from the City of Baltimore and then competed with multiple other sites and
development teams to win the 15-year lease for the headquarters of the Army Corps of Engineers. The
lease had a definite start date, so the 340,000-square-foot building had to be completed in less than 14
months. Omni Construction performed the work in

time to meet the requirements of the lease.
Unique to this property was the street car rail line

that ran in front of the project to facilitate public
transportation to and from the project, as well as
the covered walkway from the transportation stop
to the community to the west. Also unique to the
project was the security required for the asset. It
was state-of-the-art for its time with armed guards
24 hours a day at both entrances.
This property was financed with taxable bonds

issued by Lehman Brothers and was later
refinanced when the ground lease was acquired by
the entity. Now, more than 24 years later, the Army
Corps is still occupying the majority of the building.
STAFFORD PLACE ASSOCIATES | Arlington, VA

Stafford place was a joint venture between the land owners of the property and SJM Partners, Inc. The
project competed with 54 other sites to be the new home of the National Science Foundation. The project
was completed in 1993, and the lease ran until 2014. The project became the poster child for the new
way GSA wanted their space to lay out. The project had covered direct access to the Metrorail system; it
had covered direct access to a shopping mall and covered direct access to hotel space. The project also
had the first day care center for government
employees where cameras made their children
visible all day. Finally, the project had a major
data center that was unique at the time.
The project’s design included a full height

interior atrium with award-winning art hanging
from the ceiling. The space was used by the
tenant and other outside groups for public
gatherings and events throughout the year.
The design included noise cancellation
materials on all exterior walls and one of the
first strobe light fire alarm systems for the deaf.
After completion, the project won an award

for its design and integration into the
neighborhood.

TRIANGLE PLAZA | Chicago, IL

Project Size: 700,000 Gross Square Feet | Cost: $140 Million
Triangle Plaza provides 700,000 gross square feet of luxury office space. Two twin, 14-story towers,
situated on nine acres of land, are the international headquarters for the American National Can
Company and Gorman Publishing as well as other nationally recognized tenants. It is attractive to tenants
for its many amenities, such as proximity to I-90, the CTA Blue Line, and O’Hare International Airport, on-
site parking, on-site management, conference rooms, a gym and a full-service restaurant.

BRIEF RESUMES
MICHAEL SWERDLOW | MANAGING MEMBER,

SWERDLOW GROUP
Michael has led Swerdlow Group to become one of the preeminent real estate
firms of its kind in the Southeastern United States, bringing to bear over 40
years of real estate experience. During this time, Michael has developed
approximately 14 million square feet of retail, office and industrial space, as
well as approximately 5,000 single-family homes and apartment units.
Michael is known for his ability to identify and create value in situations
overlooked by competitors. During the early years of his career, Michael was
credited with revolutionizing the process of valuation and sale of retail leases
in bankruptcy liquidations by converting the leaseholds of bankrupt tenants,
historically viewed as liabilities, into valuable assets.
Between 1985 and 1987, he developed over 2 million square feet of retail
and office space in Northern Virginia, Connecticut and Illinois. In 1988, Education
Michael purchased Hollywood, Inc., the owner and developer of substantial Degrees in Engineering and
real estate holdings in South Florida, providing the Company with a portfolio Law
of approximately 3,000 acres of undeveloped land and two million square
feet of operating properties. The purchase catapulted the Company to the Years of Experience
forefront of the region’s real estate market, a presence Michael continued to 40+
expand upon over the ensuing decade. In 1999, Michael spearheaded the
Company’s conversion to a REIT, securing notable investors such as Fidelity Location
Management, Landmark Partners, Stanford University and Colony Capital, 2901 Florida Avenue
Inc. In 2003, the REIT was successfully liquidated as the Company focused Suite 806
its attention toward the redevelopment of Florida’s urban coastal areas. Along Coconut Grove, FL 33133
with its partners, Swerdlow Group owned land permitted for the construction
of approximately 8,000 condominium units. The Company sold its interest Phone Number
in 2006 for a low nine figure profit. Since that time, the Company continued 305-442-6520
to be involved in a broad range of real estate ownership, development,
management and leasing activities. Email Address
m.swerdlow@swerdlow.com
From 2012 to present, the Company again took control of the 193-acre mixed
use development in the City of North Miami, ultimately sold its interest to its
joint venture partner and went on to purchase Marina Grande on the Halifax in
Daytona and commence development of the Civica project.

BRIEF RESUMES
ALBEN (AL) DUFFIE | MANAGING MEMBER,

SWERDLOW GROUP
Al’s broad experience, professional accomplishments and business relationships
make him qualified to lead the project development team. Al has held a number of
leadership positions in the public/private sector. His career has included serving
as Vice President of Consumer Lending for Capital Bank and as a supervisor with
Miami-Dade County supporting the Office of Minority Business Development. Al, in
a joint collaboration with Bernard McGriff, Director of the Miami-Dade County Office
of GSA, is credited with creating a credit enhancement program to secure working
capital and establish bonding capacity for over 200 minority contractors and
subcontractors, enabling them to participate in the County’s Mass Transit projects.
In the Office of Minority Business Development in Miami-Dade County, Al was

part of the team that won in the U.S. Supreme Court, leading to the creation of
an ordinance drafted by the staff and approved by the County Commissioners
for the creation of the minority program. Prior to retiring from Miami-Dade County Education
in 1995, Al was the lead staff person in redrafting the ordinance that created Business Administration
the original minority program to include women, Hispanic and small business
enterprises. The County Commissioner approved the redraft in early 1995 and Years of Experience
hence broaden the opportunities available to minority companies and others. 45
Since his retirement from the County, Al has participated on many public/private Location
projects. To successfully address the needs of today’s communities, Al integrates 2901 Florida Avenue
the resources and agendas of public and private stakeholders, as well as the Suite 806
capital of outside investors. Coconut Grove, FL 33133
RELEVANT EXPERIENCE Phone Number

305-799-3719
Swerdlow Group: Joined forces for the Munisport Project in 2005 and has
worked closely with the firm since then on various public and private projects. Email Address
a.duffie@swerdlow.com
Martin Luther King (MLK) Station, Miami-Dade County, FL: 200,000 SF office
facility designed to headquarters three Miami-Dade County’s major departments.
Cost: $30 Million | Role: Co-Developer.
North Miami Munisport Project, North Miami, FL: 190-acre site for a mixed-use
development to include condominium high-rises, commercial and retail offices,
water theme park, student dorms for FIU University and approximately 5,000
single-family and multi-housing units to be built off-site for low and moderate-
income families. Cost: $1+ Billion | Role: Co-Developer.
CityView, Miami, FL: Joint venture between Red Rock Global, The Gale
Company, Al Duffie and the Miami Parking Authority to develop 308 units of
moderately priced market-rate housing, a 1,257 car parking structure and 15,800
SF of retail space. This project was reduced in its scale and reprogrammed in
2008. Cost: $33 Million | Role: Co-Developer.
Postmaster Apartments, Miami, FL: A senior’s housing project consisting of

55 one and two-bedroom-housing units, utilized $8M in tax credits and public
financing. Corinthian Apartments was a rental development consisting of 144
garden-style units to include one, two, three, and four-bedroom apartments. The
project utilized surtax dollars and tax credits. Both projects were co-developed
with Pinnacle Housing Group. Cost: $26 Million | Role: Chairman of the Board.
Ward Towers, Miami, FL: An Assisted-Living Facility developed with 100 units,
indoor swimming pool, state-of-the-art kitchen that feeds 5,000 elderly residents
and community members. This project was financed with low-income tax credits,
municipal bonds and Hope IV funds. Cost: $18 Million | Role: Chairman of the Board.
BRIEF RESUMES
SIDNEY ATZMON | CHIEF OPERATING OFFICER,

SWERDLOW GROUP
Sidney has been engaged in commercial real estate development for nearly
all of his professional life. During his 33-year tenure with Swerdlow Group,
he was an integral member of a team of professionals that has developed
in excess of 7.5 million square feet of commercial space and 1,100 acres
of vacant land containing more than 4,000 residential units. Sidney has
extensive experience managing large and complex projects across all asset
classes. Some of his key strengths include a thorough understanding of the
entitlement and approval process across a myriad of municipal and state
agencies; expertise in sophisticated financing alternatives including bond
financing available through Community Development Districts and public-
private partnerships; and proficient in development and construction project
management including financial analysis, budgeting, critical path coordination
and contract management. Additionally, Sidney runs a family business
operating the assets listed below. Education
Bachelor of Science and
Masters Degrees in
RELEVANT EXPERIENCE Engineering
1000 Museum, Miami, FL: Redevelopment of a former gas station
and convenience store into an ultra-luxury, uniquely designed, high-rise Years of Experience
condominium. Great American sold the property retaining an interest in the 33
profitability. Cost: $550,000,000 | Role: Owned and Managed.
Location
Various NNN Leases, Various Locations throughout Florida: Twelve 2901 Florida Avenue
single tenant, triple net leases. Tenants include such names as CVS, Wawa, Suite 806
Fresh Market, Steak n Shake, Chase Bank, Applebee’s, Ale House and the Coconut Grove, FL 33133
like. Cost: $45,000,000 | Role: Acquisition, Own and Manage.
Phone Number
Midtown Plaza, Daytona Beach, FL: Renovated and released underutilized 954-232-1633
existing 95,000-square-foot shopping center. Cost: $17,000,000 | Role:
Acquisition and Development. Email Address
s.atzmon@swerdlow.com
Ingraham Garage, Miami, FL: 600+ space parking garage with ground floor
retail in the Central Business District. Cost: $30,000,000 | Role: Acquisition,
Renovation and Management.

BRIEF RESUMES
ROGER LEBLANC | RETAIL LEASING, SWERDLOW GROUP

Roger has been involved in the development, leasing and management of
shopping centers for over 35 years. During his tenure as Executive Vice
President of Leasing and Property Management with Swerdlow Group,
he was responsible for all retail space throughout Florida, Maryland and
California. Roger has created and nurtured longstanding relationships with all
major national retail tenants in the industry.
RELEVANT EXPERIENCE
Shops of Civica, Miami, FL: 42,000-square-foot retail complex. Cost: $35
Million | Role: Responsible for all retail leasing
Biscayne Landing, Aventura, FL: 200-acre mixed-use retail, entertainment

and residential complex. Cost: $1+ Billion | Role: Responsible for all retail
leasing. Education
Bachelor of Science
Dolphin Mall, Miami, FL: 1.7 million-square-foot outlet mega-mall and
entertainment complex. Cost: $350 Million | Role: Negotiated all big box Registrations/Certifications
leases and managed leasing efforts by in-house personnel and outside Florida Real Estate License
brokers.
Member – ICSC
Oakwood Plaza, Pembroke Pines, FL: 906,000-square-foot regional power
center. Cost: $95 Million | Role: Negotiated all big box leases and managed Years of Experience
leasing efforts by in-house personnel and outside brokers. 35+
Las Olas Riverfront, Fort Lauderdale, FL: 256,000-square-foot festival Location
entertainment center. Cost: $55 Million | Role: Negotiated all big box leases 2901 Florida Avenue
and managed leasing efforts by in-house personnel and outside brokers. Suite 806
Great Mall of the Bay Area, Milpitas, CA: 1.246 million-square-foot outlet
mega-mall and entertainment complex. Cost: $280 Million | Role: Negotiated Phone Number
all big box leases and managed leasing efforts by in-house personnel and 561-289-9876
outside brokers.
Email Address
Cypress Creek Station, Fort Lauderdale, FL: 229,000-square-foot retail and r.leblanc@swerdlow.com
entertainment center. Cost: $30 Million | Role: Negotiated all big box leases
and managed leasing efforts by in-house.
Kendale Lakes Plaza, Miami, FL: 404,000-square-foot community retail

power center. Cost: $40 Million | Role: Negotiated all big box leases and
managed leasing efforts by in-house personnel and outside brokers.
Cross County Mall, West Palm Beach, FL: 365,000-square-foot retail power
center. Cost: $40 Million | Role: Negotiated all big box leases and managed
leasing efforts by in-house personnel and outside brokers.
Sheridan Plaza, Hollywood, FL: 504,000-square-foot power center. Cost:

$45 Million | Role: Negotiated all big box leases and managed leasing efforts
by in-house personnel and outside brokers.
Westfork Plaza, Pembroke Pines, FL: 398,000-square-foot power center.

Cost: $50 Million | Role: Negotiated all big box leases and managed leasing
efforts by in-house personnel and outside brokers.
Millenia Plaza, Orlando, FL: 600,000-square-foot power center. Cost: $35

Million | Role: Negotiated all big box leases and managed leasing efforts by
in-house personnel and outside brokers.
BRIEF RESUMES
RHONDA (RHONY) ALSTON | DIRECTOR, CORPORATE

ADMINISTRATION, SWERDLOW GROUP
Rhony joined Swerdlow Group in 1988. She spent the first three years in the
retail leasing division before moving on to the Executive Office.
RELEVANT EXPERIENCE
Swerdlow Group: Office manager, human resources, investor relations
including coordination of all meetings and associated logistics, design of
marketing materials, coordination of RFP’s and RFQ’s, creation of public
forum audio-video presentations, supervise day-to-day operations of the
company.
Swerdlow Real Estate Group (REIT): Investor relations, compilation and

production of monthly financial reports, coordinated and managed investor
meetings including travel arrangements, catering, etc. Education
Business Administration
Sheridan Plaza, Hollywood, FL: Planned and executed all aspects of the
ground breaking, ribbon cutting and grand re-opening activities. Coordinated Years of Experience
print and radio advertising, on-site media coverage for each event including 29
booking full day radio remote feed from the site for the grand re-opening
festivities. Approximately 10,000 patrons attended the two-day celebration. Location
2901 Florida Avenue
Oakwood Plaza, Hollywood, FL: Planned and executed all aspects of the Suite 806
ground breaking, ribbon cutting and grand opening activities. Coordinated Coconut Grove, FL 33133
print and radio advertising, on-site media coverage for each event including
booking full day radio remote feed from the site for grand opening festivities. Phone Number
In excess of 20,000 patrons visited the Plaza during the grand opening. 305-442-6534
Las Olas Riverfront, Fort Lauderdale, FL: Planned and executed all aspects Email Address
of the “golden shovel” ground breaking, ribbon cutting and grand opening r.alston@swerdlow.com
activities. Coordinated print and radio advertising, on-site media coverage for
each event including booking full day radio remote feed from the site for grand
opening festivities. In excess of 7,500 patrons visited the project during the
grand opening.

BRIEF RESUMES
MARIA FUNDORA | CONTROLLER, SWERDLOW GROUP

Maria joined Swerdlow Group in 1998 and holds the position of Corporate
Controller. She is primarily responsible for all financial accounting of the
company. Her responsibilities include reporting to owners, joint venture
partners, financial institutions, and management. Maria has extensive
experience working in real estate development accounting.
RELEVANT EXPERIENCE
Shops at Civica, Miami, FL: 42,000-square-foot retail complex. Cost: $40
Million | Role: Controller – Construction loan administration, job costing,
budgeting, cash management, daily accounting oversight.
Marina Grande on the Halifax/Blue Tides Apartments, Daytona Beach,

FL: 486-unit two-tower condominium building and adjacent 108-unit
apartment complex. Cost: $175 Million | Role: Controller – Construction loan Education
administration, job costing, budgeting, cash management, daily accounting Bachelor of Arts in Accounting
oversight.
Years of Experience
Biscayne Landing, Aventura, FL: 200-acre mixed-use retail, entertainment 19
and residential complex. Cost: $1+ Billion | Role: Controller – Construction
loan administration, job costing, budgeting, cash management, daily Location
accounting oversight. 2901 Florida Avenue
Suite 806
Great Mall of the Bay Area, Milpitas, CA: 1.246 million-square-foot outlet Coconut Grove, FL 33133
mega-mall and entertainment complex. Cost: $280 Million | Role: Controller
– Construction loan administration, job costing, budgeting, cash management, Phone Number
daily accounting oversight. 305-442-6530
Las Olas Riverfront, Fort Lauderdale, FL: 256,000-square-foot festival Email Address
entertainment center. Cost: $55 Million | Role: Controller – Construction loan m.fundora@swerdlow.com
administration, job costing, budgeting, cash management, daily accounting
oversight.
Beacon Tradeport, Miami, FL: 4 million square feet of warehouse/distribution

and advanced technology buildings for the telecommunications industry. Cost:
$150 Million | Role: Controller – Construction loan administration, job costing,
budgeting, cash management, daily accounting oversight.

BRIEF RESUMES
STEPHEN J. GARCHIK | PRESIDENT, SJM PARTNERS, INC.

Stephen has been a real estate developer and owner for 37 years. In that
time, he and his partners at The Evans Company of McLean, Virginia, and
subsequently at SJM Partners Inc. of Delray Beach, Florida, have developed
approximately 4,000,000 square feet of office space, 2,000,000 square feet
of residential properties, 5,000,000 square feet of self-storage projects,
1,200,000 square feet of retail space and 500,000 square feet of industrial
product. Many of these projects were headquarters for tenants such as
the Army Corps of Engineers in Baltimore (330,000 rentable square feet),
National Science Foundation (550,000 rentable square feet), Booz Allen
Hamilton (750,000 rentable square feet), ICF (200,000 rentable square feet)
and the United States Postal Service (400,000 rentable square feet). In
addition, Stephen has been involved in the development of regional campuses
for Mobil Oil (250,000 square feet), SAIC (600,000 square feet) and Sprint
(120,000 square feet). Retail projects include developing stores for K-mart,
Costco, Builders Square, drugstores and four grocery anchored shopping Education
centers. Further, Stephen is a principal in the GW Bridge redevelopment B.S., Wharton School,
project in Manhattan that includes approximately 120,000 square feet of University of Pennsylvania
new retail development. Residential developments include high-rise luxury
rental projects in Washington, DC and Baltimore and student housing M.B.A., Wharton School,
for 2,500 students at the University of Maryland. Self-storage projects University of Pennsylvania
developed include 22 properties in the northern New Jersey and New York
City metropolitan area, 12 properties in South Florida and 18 properties in Years of Experience
the Washington, DC market. Key partners on these various projects include 37
Northwestern Mutual Life Company, Walton Street Capital, JMB Corporation,
Lehman Brothers, the Marriott family, the Goelet family (of New York City) and Location
Clark Construction Company. 101 SE 4th Avenue
Delray Beach, FL 33483
In addition, Stephen and his associates have master planned over 10 million
square feet of mixed-use office parks in Northern Virginia; the Maxwell House Phone Number
Coffee 1,200,000-square-foot mixed use development in Hoboken, New 561-994-6540
Jersey; a 605-unit Brickell Avenue high-rise complex in Miami; and several
residential golf course communities. Email Address
sgarchik@sjmpartners.com
Stephen serves on the board of several non-profit institutions. He holds a
Bachelor of Science and M.B.A. degree from the Wharton School at the
University of Pennsylvania.
RELEVANT EXPERIENCE
George Washington Bridge Bus Station, New York: Conversion of transit
hub into retail. Cost: $180,000,000 | Role: Developer, Leasing.
Stafford Place, Arlington, VA: Office/retail. Cost: $160,000,000 | Role:

Developer.

BRIEF RESUMES
STEPHEN MCBRIDE | DEVELOPMENT, SJM PARTNERS, INC.

Stephen joined SJM Partners in 1994 and is responsible for real estate
development. In his career, he has been involved in all aspects of
development with expertise ranging from acquisition through construction
for more than 8 million square feet of retail, office, mixed-use, multi-family
residential and infrastructure.
Currently, he is a principal in the development of the George Washington

Bridge Bus Station, New York, including upgrading the existing bus station
and providing 120,000 square feet of new retail. A few of his past projects
and partnerships include University View Complex, College Park, MD, a
1.4-million-square-foot mixed-use project for more than 2,500 students
where the scope of project work included acquisition, entitlement, land
consolidation, master planning, design and construction; Maxwell House
Project in Hoboken, NJ, which comprises 200,000 commercial square feet
and 1.2 million residential square feet, was an old industrial site transformed Education
through entitlements, partnering with multiple state and federal agencies, B.S. Degree, University of
historic approvals, waterfront park development, and environmental Virginia
approvals; Inner Harbor, Baltimore, MD, a master planned urban project of
four city blocks of mixed-use high-rise residential, office, and retail that is Years of Experience
the foundation of the now-thriving Inner Harbor, Baltimore; and Crossroads 23
Shopping Center, Bailey’s Crossroads, Virginia, managing the development of
a 300,000-square-foot nationally anchored shopping center that sold for the Location
highest square foot price for retail space in the Washington, DC metropolitan 324 Royal Palm Way
area. Suite 100
Palm Beach, FL 33480
Stephen had previous construction experience at Clark Construction. He has
been involved in all phases of acquisition, development and construction. He Phone Number
holds a B.S. degree from the University of Virginia. 703-403-4734
RELEVANT EXPERIENCE Email Address

smcbride@sjmpartners.com
Maxwell House Project, Hoboken, NJ: Redeveloped existing coffee
production facility to 850 Residential units and 200,000 sf of commercial and
retail along with a city park. Cost: $440,000,000 | Role: Developer.
Inner Harbor, Baltimore, MD: Master Planned urban mixed use project.
Cost: $150,000,000 | Role: Developer.

BRIEF RESUMES
ARTHUR NORIEGA | CHIEF EXECUTIVE OFFICER, MPA

Arthur Noriega is an executive with a strong background in construction,
operations and urban development projects with over 21 years of parking
industry experience. Mr. Noriega has headed the Miami Parking Authority
since 1999. As Chief Executive Officer, he oversees all of the parking and
enforcement operations in a major metropolitan city. Mr. Noriega also must
act as a strong advocate in the promotion of public and private sector joint
ventures, while maintaining an excellent working relationship with local elected
and government officials as well as development authorities. He oversees a
staff of 189 employees and an operation that generates well over $45 million
in parking revenue. Mr. Noriega has been responsible for unprecedented
revenue growth at the Authority, as well as the development of the City’s
seven newly constructed public garages. Miami Parking Authority is currently
engaged in the pre-development of three additional public/private joint venture
developments within Miami’s Central Business District and Coconut Grove.
Education
Prior to his current position, Mr. Noriega was vice president of development at Economics, University of
The Carlisle Group, where he worked with local municipalities and Community South Florida
Development Corporations (CDCs) across the state to create urban
development projects. Before that, he worked as Director of Planning and Years of Experience
Development with the Authority. 21
An Economics graduate of the University of South Florida, with professional Location
certifications from Tulane and the Kellogg School at Northwestern University, 40 NW 3rd Street
Mr. Noriega is a dedicated community leader and volunteer. Mr. Noriega Suite 1103
serves on the Board of Directors of the Greater Miami Chamber of Commerce Miami, FL 33128
and the South Florida Progress Foundation. He is a member of the Board
of the Downtown Miami Partnership as well as the Council for Educational Phone Number
Change. Mr. Noriega is a graduate of Leadership Florida’s 26th Class and is a 305-373-6789
member of the regional council.
Email Address
anoriega@miamiparking.com

BRIEF RESUMES
JORGE MUNILLA | PRESIDENT/MANAGING MEMBER, MCM

Jorge, Managing Member/President of MCM, has spearheaded the growth
and evolution of the company since it was founded in 1983. His 34 years of
construction management experience has been an essential component of
MCM’s accomplishments. Under Jorge’s direction and leadership, MCM has
built itself into an industry-leading builder in South Florida, as well as being
an Engineering News-Record Top-400 Contractor. Jorge’s leadership skills
have also been acknowledged by the South Florida Association of General
Contractors where he served on the Board of Directors and was elected
President for 2010-2011. Community involvement is a cornerstone of MCM’s
corporate philosophy, and Jorge is a contributing member of the Alexis de
Tocqueville Society of United Way of Miami-Dade, Humane Society of Greater
Miami, and Miami Lighthouse for the Blind, among other local organizations.
He is a Florida International University graduate with a Bachelor of Business
Administration Degree.
Education
• United HomeCare Assisted Living Facility, Miami, FL: CM. Cost: Bachelor of Business
$8,128,042. Administration, Florida
• East Coast Building, Miami, FL: CM. Cost: $10,801,742. International University
• Joe Moretti Development, Miami, FL: CM. Cost: $10,971,131.
• Tequesta Knoll Apartment Renovations, Miami, FL: CM. Cost: Years of Experience
$10,100,000. 34
• Ravenswood Bus Maintenance Facility, Dania Beach, FL: DBB. Cost:
$32,500,000. Registrations &
• Miramar Readiness Center, Miramar, FL: CM. Cost: $19,950,000. Certifications
• Miami-Dade West Lot Parking Garage, Miami, FL: DB. Cost: Florida Certified General
$15,427,053. Contractor, CGC #1513804
• Our Lady of Guadalupe Church and Parish Center, Doral, FL: DB.
Cost: $9,300,000. Location
• Aventura Government Center Parking Expansion, Aventura, FL: DBB. 6201 SW 70th Street
Cost: $2,794,752. Second Floor
• Miami Senior High School, Miami, FL: DBB. Cost: $54,816,420. Miami, FL 33143
• Westminster Christian Elementary School, Palmetto Bay, FL: CM.
Cost: $5,000,000. Phone Number
• FIU Football North Stadium Expansion, Miami, FL: CM. Cost: 305-541-0000
$4,400,000.
• St. Louis Catholic Church Covenant School, Pinecrest, FL: CM. Cost: Email Address
$3,100,000. jm@mcm-us.com
• Target Store T-1039, Miami, FL: CM. Cost: $2,910,884.
• Target Store T-877, Hollywood, FL: CM. Cost: $2,878,201.
• Target Store T-2022, Davie, FL: CM. Cost: $9,520,408.
• Target Store T-1038, North Miami Beach, FL: CM. Cost: $5,091,824.
• Wynwood Lofts, Miami, FL: CM. Cost: $4,906,286.
• Dune House Condominiums, Vero Beach, FL: CM. Cost: $3,100,000.
• Smathers Plaza II, Miami, FL: HB. Cost: $647,894.18.
• Coalition Lift, Miami, FL: CM. Cost: $3,678,144.
• Liberty Village, Liberty City, FL: CM. Cost: $10,009,923.

BRIEF RESUMES
PEDRO MUNILLA | MANAGING MEMBER, MCM

Pedro, Managing Member of MCM, oversees the Contract Compliance and
Business Development Departments and acts as MCM’s public affairs liaison.
Pedro is currently on the Board of Directors of the Florida Transportation
Builders Association. He is also involved in Latin Builders Association and
Big Brothers Big Sisters of Greater Miami, as well as serving as a Trustee
of United Way of Miami-Dade. He is also the driving force behind the
international joint ventures MCM has formed in the past few years and has 35
years of expertise in business, financing, and real estate transactions. Pedro
received a Bachelor of Business Administration and a Juris Doctor Degree
from the University of Miami.
• United HomeCare Assisted Living Facility, Miami, FL: CM. Cost:

$8,128,042.
• East Coast Building, Miami, FL: CM. Cost: $10,801,742.
• Joe Moretti Development, Miami, FL: CM. Cost: $10,971,131. Education
• Tequesta Knoll Apartment Renovations, Miami, FL: CM. Cost: Juris Doctor Degree,
$10,100,000. University of Miami
$32,500,000. Bachelor of Business
• Miramar Readiness Center, Miramar, FL: CM. Cost: $19,950,000. Administration, University of
• Miami-Dade West Lot Parking Garage, Miami, FL: DB. Cost: Miami
$15,427,053.
• Our Lady of Guadalupe Church and Parrish Center, Doral, FL: DB. Years of Experience
Cost: $9,300,000. 35
• Aventura Government Center Parking Expansion, Aventura, FL: DBB.
Cost: $2,794,752. Location
• Miami Senior High School, Miami, FL: DBB. Cost: $54,816,420. 6201 SW 70th Street
• Westminster Christian Elementary School, Palmetto Bay, FL: CM. Second Floor
Cost: $5,000,000. Miami, FL 33143
• FIU Football North Stadium Expansion, Miami, FL: CM. Cost:
$4,400,000. Phone Number
• St. Louis Catholic Church Covenant School, Pinecrest, FL: CM. Cost: 305-541-0000
$3,100,000.
• Target Store T-1039, Miami, FL: CM. Cost: $2,910,884. Email Address
• Target Store T-877, Hollywood, FL: CM. Cost: $2,878,201. pmunilla@mcm-us.com

BRIEF RESUMES
ALEXIS LEAL | VICE PRESIDENT, MCM

Alexis serves as Vice President for MCM with over 25 years of construction
experience. He oversees the overall direction of MCM’s Florida Building
Group with a special interest in Preconstruction, Estimating and Strategic
Growth. Alexis focuses his efforts on leading his team to exceed customer
satisfaction and creating exceptional levels of communication, safety, and
quality. Alexis served on the Board of Directors of the Engineering Contractors
Association of South Florida and served as its President. He has also served
on the Board for the South Florida Association of General Contractors. Alexis
currently sits on the Red Cross Board of Directors for Broward County.
RELEVANT EXPERIENCE
• United HomeCare Assisted Living Facility, Miami, FL: CM. Cost:
$8,128,042.
Education
• Joe Moretti Development, Miami, FL: CM. Cost: $10,971,131.
B.S., Business
• Tequesta Knoll Apartment Renovations, Miami, FL: CM. Cost:
Administration,
$10,100,000.
Barry University
$32,500,000.
Years of Experience
• Miramar Readiness Center, Miramar, FL: CM. Cost: $19,950,000.
25
• Miami-Dade West Lot Parking Garage, Miami, FL: DB. Cost:
$15,427,053.
Location
• Our Lady of Guadalupe Church and Parrish Center, Doral, FL: DB.
6201 SW 70th Street
Cost: $9,300,000.
Second Floor
• Aventura Government Center Parking Expansion, Aventura, FL: DBB.
Miami, FL 33143
Cost: $2,794,752.
• Miami Senior High School, Miami, FL: DBB. Cost: $54,816,420.
Phone Number
305-541-0000
Cost: $5,000,000.
Email Address
$4,400,000.
alexis@mcm-us.com
• St. Louis Catholic Church Covenant School, Pinecrest, FL: CM. Cost:
$3,100,000.
• Target Store T-1039, Miami, FL: CM. Cost: $2,910,884.
• Target Store T-877, Hollywood, FL: CM. Cost: $2,878,201.

BRIEF RESUMES
JAMES (JIM) RASCHE | FLORIDA GENERAL

CONSTRUCTION OPERATIONS MANAGER, MCM
Jim brings 50 years of experience in the construction industry. He is a senior
executive with broad repertoire of general contracting and construction
management experience ranging from on-site supervisory roles to Regional
Vice President for large major GC/CM and President of medium-sized
commercial GC/CM. Jim has extensive experience at all management
levels on commercial and residential construction projects worth in excess
of $8 billion. As part of his responsibilities as Florida General Construction
Operations Manager, Jim oversees the operations of the General Construction
division for MCM and all business development initiatives for the firm in the
Southeast United States.
RELEVANT EXPERIENCE
• Coalition Lift, Miami, FL: CM. Cost: $3,678,144. Education
• Liberty Village, Liberty City, FL: CM. Cost: $10,009,923. B.S., Civil and Structural
• Everglades on the Bay – Foundation Package, Miami, FL: GC. Cost: Engineering, University of
$15,000,000. Cincinnati
• River Oaks Condominium, Miami, FL: CM. Cost: $600,000.
• Dadeland Office Tower Renovations, Miami, FL: GC. Cost: Advanced Management
$7,000,000. Program, Duke University,
• Henrosa Hotel Renovations, Miami, FL: GC. Cost: $3,000,000. Fuqua School of Business
• Miami Lakes Business Center, Miami Lakes, FL: GC. Cost:
$7,000,000. Years of Experience
• 57 Investments Condominium Project, Miami, FL: CM Pre- 50
construction. Cost: $500,000.
• AIT Scanner Upgrades at Miami International Airport, Miami, FL: GC. Registrations &
Cost: $1,500,000. Certifications
• Great American Lodge, Watford City, ND: CM. Cost: $16,000,000. Construction Financial
• Great American Lodge, Culbertson, MT: CM. Cost: $8,5000,000. Officer, Florida
• Transhudson Hotel, Parshall, ND: CM. Cost: $1,5000,000.
• M Resorts, Sunny Isles, FL: CM. Cost: $32,000,000. Location
• Jade Condominiums, Miami, FL: CM. Cost: $110,000,000. 6201 SW 70th Street
• University of Miami, School of Music, Coral Gables, FL: CM. Cost: Second Floor
$7,000,000. Miami, FL 33143
• Carbonelle Condominiums, Miami, FL: CM. Cost: $85,000,000.
• Aquazul Condominiums, Lauderdale by the Sea, FL: CM. Cost: Phone Number
$35,000,000. 305-541-0000
• Tequesta III Condominiums, Miami, FL: CM. Cost: $85,000,000.
• Acqualina Condominium, Sunny Isles, FL: CM. Cost: $120,000,000. Email Address
• Colonnade Hotel and Office Complex, Coral Gables, FL: Cost: jrasche@mcm-us.com
$120,000,000.
• JW Marriott Hotel, Miami, FL: Cost: $100,000,000.

BRIEF RESUMES
ERICK VALDERRAMA | DIRECTOR OF PROJECT

DEVELOPMENT, MCM
Erick has 23 years of construction experience in the local South Florida
market. He is a Civil Engineering graduate of Florida International University,
is a Certified General Contractor and LEED Green Associate.
Erick has supervised a variety of large-scale projects including the Las Olas
Grand residential condominium, 39 levels 895,000 SF; 24-level, 650,000-
SF, Sonesta Bayfront apartment-hotel condominium; University of Miami
basketball arena; and many other complex and multi-phase projects. His
diverse experience during his career includes management of construction
operations, risk management, and estimating.
RELEVANT EXPERIENCE
• Las Olas Grand Condominium, Fort Lauderdale, FL: CM. Cost: Education
$81,000,000. B.S., Civil Engineering,
• City Palms, Miami, FL: Cost: $79,000,000. Florida International
• JW Marriot Hotel, Miami, FL: CM. Cost: $43,000,000. University
• Gallery Art Condominium, Miami, FL: Cost: $39,000,000.
• The Strand at Clearwater, Miami, FL: CM. Cost: $37,600,000. Years of Experience
• Sonesta Bayfront Apartment-Hotel Condominium, Miami, FL: Cost: 23
$37,000,000.
• FIU Lakeview Housing, Miami, FL: CM. Cost: $35,000,000. Registrations &
• Mediterranea, Miami, FL: Cost: $31,000,000. Certifications
• United HomeCare Assisted Living Facility, Miami, FL: CM. Cost: Certified Florida General
$8,128,042. Contractor, #060203
• Joe Moretti Development, Miami, FL: CM. Cost: $10,971,131. Certified Florida Engineering
• Tequesta Knoll Apartment Renovations, Miami, FL: CM. Cost: Intern, #497ET183
$10,100,000.
• MIC Earlington Heights Connector (Orange Line), Miami, FL: DBB. ISO 9001:2008 IntAuditor
Cost: $360,000,000.
• South Miami-Dade Cultural Arts Center, Miami, FL: Cost: $53,000,000. LEED Green Associate
$32,500,000. OSHA 30-Hour
• Miramar Readiness Center, Miramar, FL: CM. Cost: $19,950,000.
• Miami-Dade West Lot Parking Garage, Miami, FL: DB. Cost: Location
$15,427,053. 6201 SW 70th Street
• Our Lady of Guadalupe Church and Parrish Center, Doral, FL: DB. Second Floor
Cost: $9,300,000. Miami, FL 33143
• FDOT District Four Operations Center, Pompano Beach, FL: Cost:
$8,900,000. Phone Number
• Aventura Government Center Parking Expansion, Aventura, FL: DBB. 305-541-0000
Cost: $2,794,752.
• Sarasota County Fire Station #15, Sarasota, FL: Cost: $2,300,000. Email Address
• Miami Senior High School, Miami, FL: DBB. Cost: $54,816,420. ev@mcm-us.com
• University of Miami Convocation Center, Miami, FL: CM. Cost:
$40,000,000.
• FIU School of Law, Miami, FL: CM. Cost: $32,000,000.
• FIU Library Expansion, Miami, FL: CM. Cost: $25,000,000.
Cost: $5,000,000.
$4,400,000.
$3,100,000.

BRIEF RESUMES
ALEX SUAREZ | PROJECT EXECUTIVE, MCM

Alexander Suarez is a proactive, results-oriented Construction Project
Executive with 20 years of comprehensive experience in aggressive,
complex, fast-track construction projects in the educational, healthcare,
entertainment and municipal market sectors. He has demonstrated ability as
a highly organized problem solver with extensive leadership qualities, quickly
recognized by senior management for performance results. Alexander takes
pride in well managed coordinated project operations, which has allowed his
jobs to consistently meet schedule and budget objectives.
RELEVANT EXPERIENCE
• Joseph Caleb Center Atrium Refurbishment, Miami, FL: HB. Cost:
$8,507,000.
• Miami Lighthouse for the Blind, Miami, FL: CM. Cost: $6,901,532.
• Coalition Lift, Miami, FL: CM. Cost: $3,678,144. Education
• Smathers Plaza II, Miami, FL: HB. Cost: $647,894. B.S. in Building Construction,
• Leon Medical Centers Parking Garage – Kendall, Miami, FL: CM. M.E. Rinker Sr. School of
Cost: $9,659,712. Building Construction,
• Leon Medical Centers Parking Garage – Flagler, Miami, FL: CM. Cost: University of Florida
$7,819,204. 2001
• Leon Medical Centers PWest Employee Hialeah Parking Lot, Hialeah,
FL: CM. Cost: $900,000. Years of Experience
• Miami Senior High School, Miami, FL: DBB. Cost: $54,816,420. 20
$3,100,000. Registrations &
• GOB Schools, Miami, FL: CM. Cost: $6,739,901. Certifications
• Iprepatory Academy Classroom Renovations, Miami, FL: CM. Cost: LEED Accredited
$407,467. Professional Building, Design
• Central Energy Plant at the Orlando Veterans Affairs Medical Center, & Construction
Orlando, FL: Cost: $49,500,000.
• Zelda Glazer Middle School (State School UU-1), Miami, FL: Cost: OSHA 30 Hour
$35,650,000.
• West Regional Library and Parking Garage, Plantation, FL: Cost: NAVFAC QA/QC Accredited
$14,900,000.
• North Lauderdale Library, North Lauderdale, FL: Cost: $3,800,000. Location
• Shands Hospital Trauma Unit Renovation, Gainesville, FL: Cost: 6201 SW 70th Street
$2,500,000. Second Floor
• Shands Hospital Intensive Care Unit Addition & Renovation, Miami, FL 33143
Gainesville, FL: Cost: $3,600,000.
• Shands Hospital Coordinator Office Renovation, Gainesville, FL: Phone Number
Cost: $1,700,000. 305-541-0000
• Shands Hospital Pulmonary Rehabilitation Renovation, Gainesville,
FL: Cost: $1,600,000. Email Address
• Shands Hospital Laboratory Renovation, Gainesville, FL: Cost: asuarez@mcm-us.com
$1,500,000.

BRIEF RESUMES
ROBIN BOSCO, NCARB | PRESIDENT/OWNER,

ROBIN BOSCO ARCHITECTS & PLANNERS, INC.
A native Miamian, Robin received his Bachelor of Architecture Degree from
the University of Florida in 1969, where he developed exceptional abilities
in the areas of design and building technologies. Robin was selected for
participation in special study programs at the Instituto de Cultura in San Juan,
Puerto Rico, and also at the Instituto di Urbanistica in Florence, Italy, where
he studied directly under Professori Leonardo Ricci. During this period, he
also logged work experience in the Miami Offices of Doxiadis and Associates
and Pancoast, Feredino, Grafton Architects. Robin also practiced with the firm
of Ashley/Meyer/Smith and Associates in Boston. To further his architectural
education, Robin spent a year of independent travel and research throughout
the European and Mediterranean Countries studying architectural building
systems and urban development. He opened his office in 1971 in Coconut
Grove and has been practicing in Miami since that time, receiving recognition
for numerous award-winning commercial and residential projects. During the Education
course of his professional career, Robin has been affiliated with the American Bachelor of Architecture,
Institute of Architects, The National Council of Architectural Registration University of Florida
Boards and the Builders Association of South Florida. Robin is currently
serving as a member of the City of Miami Urban Development Review Board. Years of Experience
46
RELEVANT EXPERIENCE
Registrations &
Select project include: Certifications
Florida Architect,
• Dadeland Station, Miami, FL #AR0005318
• Fifth & Alton, Miami Beach, FL
• Falabella Power Center, Santiago, Chile Location
• Omni Center, Miami, FL 8205 SW 64th Street
• Town & Country Center, Miami, FL Miami, FL 33143
• Kendall Village Center, Miami, FL
• Gables Station, Coral Gables, FL Phone Number
• Granada Shoppes, Naples, FL 305-542-3777
• The Prado at Spring Creek, Naples, FL
Email Address
rbosco@
robinboscoarchitects.com

BRIEF RESUMES
KOBI KARP, RA, AIA, NCARB | PRESIDENT AND

PRINCIPAL-IN-CHARGE, KKAID
Kobi is the founder and principal of Kobi Karp Architecture and Interior Design,
Inc. (KKAID). He founded the firm in 1996 and has been the Principal-in-
Charge of design since that time. KKAID is a full-service architectural and
interior design firm providing a vast array of services, ranging from the design
of large-scale, high-rise condominium and hospitality projects to intimate,
small-scale low-rise residential and commercial structures.
Educated at the University of Minnesota’s Institute of Technology, Kobi earned

degrees in both Architecture and Environmental Design. Subsequently, he
began his career working on major hospitality and all-inclusive resort projects
throughout the United States and the Caribbean. His restoration design
techniques have contributed to a renaissance in one of this country’s most
cherished areas, Miami Beach’s Art Deco District, which is internationally
recognized around the world. Education
Bachelor of Architecture,
Kobi has developed expertise in design over the last 20 years, working with University of Minnesota
a wide range of project types, sizes, complexities, and budgets. It is through Institute of Technology
this last quarter century working in warm weather climates that KKAID has
garnered international acclaim and been selected to spearhead numerous Bachelor of Environmental
resort projects. Developers and builders in the Caribbean, Black Sea region, Design, University of
and the Middle East have relied on the firm for their design eye and planning. Minnesota Institute of
Technology
Kobi is a recognized member of the American Institute of Architects, honored
for his award-winning designs and buildings, and he is a licensed professional Years of Experience
architect in nine states and in Abu Dhabi (UAE). His firm has been featured in 20
renowned national and local publications based on their major contributions in
the preservation of historical areas. Location
2915 Biscayne Boulevard
RELEVANT EXPERIENCE Miami, FL 33137
Select affordable housing projects include: Phone Number
305-573-1818
• Aqua Vista
• City Landings Email Address
• Cynergi kobikarp@kobikarp.com
• Esmeralda Bay
• Gardens at Driftwood
• Los Sueños
• Lyric Plaza
• Magnolia Landings
• New Way Development
• Pinnacle Amistad
• The Emerald

BRIEF RESUMES
CARLOS AGUAYO | DIRECTOR OF CONSTRUCTION

DOCUMENTS AND ADMINISTRATION, KKAID
Carlos joined KKAID in February 2005 and is the Director of Construction
Documents and Administration. In his 30 years in the industry, he has
conveyed designers’ visions for buildings and urban planning. Carlos has
been a highly recruited industry professional known for developing the ideas
designers have formulated and seeing them through the permitting process
with governmental approval boards and then guiding contractors through the
project completion, within budget, schedule and to the client’s satisfaction.
Carlos’ recent project work includes The Emerald Affordable Housing

development, the new construction of a 125 residential unit building located
in the Little River neighborhood of Miami. He served as project manager and
oversaw the construction administration for the 10-story residential structure,
standalone parking garage, amenities areas and the major infrastructure
improvements to the surrounding areas. Education
B.S., Architecture Technology,
Other notable works include Gardens at Driftwood, an elderly housing project Florida International
located in the City of Hollywood, Florida. The sustainable project was the University
first of its kind in the area and carries the distinction of being a LEED Silver
Certified project. The project includes 120 residential units, putting green, B.S., Construction
landscaped area, community room, fitness center and leasable office space. Management, Florida
International University
For Cynergi, Carlos played a crucial role in the development of the landmark
residential building. With a total of 150 loft units, the mid-rise tower is Years of Experience
designed to optimize the views of the Downtown Miami skyline, Biscayne Bay 30
and Design District. The mixed-use project features a number of residential
amenities and consists of several lively, retail spaces on the ground level. Location
His eye for details and foresight to solve problems before they become Suite 200
apparent during construction have placed him on some of the firm’s biggest Miami, FL 33137
projects and sought after by some of the country’s biggest developers,
pharmaceutical companies, and municipalities. Phone Number
305-573-1818
Carlos received both his Bachelor of Science in Architecture Technology and
a Bachelor of Science in Construction Management from Florida International Email Address
University. He is an active member of several professional associations caguayo@kobikarp.com
including the Construction Specification Institute (CSI); National Institute
of Occupational Safety and Health (NIOSH); and Occupational Safety and
Health Association (OSHA).
RELEVANT EXPERIENCE
Select affordable housing projects include:
• Cynergi
• Esmeralda Bay
• Gardens at Driftwood
• Los Sueños
• Magnolia Landings
• The Emerald

BRIEF RESUMES
MATHIEU PICARD | DIRECTOR OF DESIGN, KKAID

Mathieu joined KKAID in June 2004. His extensive experience over the past
12 years has led him to be involved in a number of hotel, resort, residential,
commercial and mixed-use projects.
Mathieu is currently managing the Al Ain Wildlife Park & Resort project in the
United Arab Emirates. It creates a new community surrounding the newly
revamped wildlife park. The design integrates the vernacular Arab and Islamic
components and characteristics with a modern gesture into today’s social
and cultural environment encouraging energy efficiency and sustainability.
The project is being designed in accordance with the Estidama principle of
sustainability established by the Abu Dhabi Urban Planning Council.
Other design work includes the Maya Terra Island project located in the
Mayan Islands of Belize. The master plan proposes a community of minimal
urban impact where unique contemporary dwellings, boutique low-density Education
hotels and resorts, as well as beach club facilities, focus on the preservation Bachelor Degree in Science,
of the natural resources. The buildings projected in this urban development Northeastern University
follow standards of sustainable design and construction while implementing
passive and active design strategies to minimize the use of non-renewable Masters Degree in
sources of energy. Mathieu’s experience includes leading the development Architecture, Northeastern
team for the One Phoenix project, a three-building, 35-story high-end University
residential urban infill project. The project also included commercial/retail
space that played a crucial role in complementing the other businesses along Years of Experience
the area’s major thoroughfare, McDowell Road. The project is slated to be 12
environmentally responsible by incorporating LEED practices into the design
and construction of the development. Location
Mathieu is a Northeastern University graduate and holds a Bachelor degree in Suite 200
Science and a Masters degree in Architecture. Miami, FL 33137
RELEVANT EXPERIENCE Phone Number

305-573-1818
Select projects include:
Email Address
• 1101 Brickell mpicard@kobikarp.com
• 1451 Brickell
• Al Ain Zoo Wildlife Park & Resort
• Arroyo Grande Master Plan
• Blue Palms Condominium
• Etihad Towers & Auditorium
• Grand Sierra Resort
• Maya Terra Island
• Ocean Beach Resort
• Ogrezeni Master Plan
• One Phoenix
• Playa Delfin
• Renzi Towers
• St. Tropez

BRIEF RESUMES
JOHANNA OJEDA | ASSISTANT PROJECT MANAGER, KKAID

Johanna received a Bachelor in Architecture in 1999 from Los Andes
University in Bogota, Colombia. In 2001, she moved to Miami to work as an
architect and furniture designer.
With over 10 years of extensive experience in high-end residential, Johanna

currently holds the position of Assistant Project Manager at KKAID. Her
participation in mixed-use schemes covers international and local projects.
Currently, Johanna is working on the interior design of 150 Key Residence

Inn Hotel in Miami Beach, as well as 350 Key Greenwich Courtyard Marriott
Hotel in New York. The design theme integrates the history of Manhattan
architecture and urban landmark parks.
Her extensive experience in furniture design and furniture production

coordination gives Johanna superior attention to detail and knowledge of Education
FF&E specifications. Bachelor in Architecture, Los
Andes University, Bogota,
RELEVANT EXPERIENCE Colombia
Select projects include: Years of Experience
15
• 133 Greenwich Courtyard Marriott, Miami Beach
• Sunset Harbour Condominium, North Tower Location
• Coconut Grove Residence Inn 2915 Biscayne Boulevard
Suite 200
Miami, FL 33137
Phone Number
305-573-1818
Email Address
jojeda@kobikarp.com

BRIEF RESUMES
LARRY M. SPRING, JR., CPA | GOVERNMENTAL AND

FINANCIAL CONSULTANT
Larry is a government and financial consultant with over 23 years of experience
across several industries including commercial banking, municipal government,
and healthcare. In the past several years he has served as Chief Financial
Officer for the City of Miami and more recently as the City Manager for the
City of North Miami. During his municipal career he has negotiated numerous
significant public private infrastructure and development transactions throughout
South Florida; the most significant is the financing framework for the Global
Compact between the City of Miami and Miami-Dade County that ultimately
produced the development of Museum Park (Perez Art Museum and Frost
Museum of Science), Marlin’s Park, and the Miami Port Tunnel. He also led the
bond offering process that financed over $500 million in streets, parks, public
facility and affordable housing projects.
Larry received his Bachelor of Science in Management degree from the A.B. Education
Freeman School of Business at Tulane University and is a licensed CPA. He B.S., Management, A.B.
is very dedicated to the community and has served on several civic and non- Freeman School of Business
profit boards, including the Miami Foundation, City of Miami’s Housing and at Tulane University
Loan Committee, Miami Parking Authority, and the Universal Truth Community
Development Corporation. Years of Experience
23+
Location
169 E Flagler Street
Suite 1428
Miami, FL 33132
Phone Number
786-256-1459
Email Address
larrymspring@gmail.com

BRIEF RESUMES
THE REVEREND WILLIE J. COOK, SR. | PASTOR,

GREATER BETHEL A.M.E. CHURCH
A humble servant of the Lord, a visionary, builder, teacher, preacher,
pastor, husband, father and spiritual leader in the community are just a few
superlatives that can best describe The Reverend Willie J. Cook, Sr. He is a
native of Lakeland, Florida. He is the son of the late Mrs. Christine Lott and
the husband of Mrs. Dorothy DuPree Cook. Rev. Cook is the proud father of
four children, one son in-law, and three grand children.
Rev. Cook was an active member of Bethel African Methodist Episcopal

(A.M.E ) Church, Lakeland, Florida. He is a 1972 graduate of Kathleen
High School Lakeland, Florida. He attended Florida Agricultural Mechanical
University (FAMU) on a football scholarship and graduated in 1976 with a
Bachelor of Science Degree in Business Administration and Management.
He was employed by Bell South for approximately 15 years as a Manager of
Accounting for the Yellow Pages Sales Department. He was co-founder and Education
administrator of the Martin Luther King, Jr. Leadership Academy for Miami- B.S., Business Administration
Dade County Public Schools as well as an employee of the Metro Miami and Management, Florida
Action Plan (MAAP). Agricultural Mechanical
University (FAMU)
The Lord called Rev. Cook to a higher level of service, to preach the Gospel
and he answered the call. He prepared himself by attending and graduating Years of Experience
with honors from Turner Theological Seminary at the Interdenominational 41 (total experience)
Theological Center (ITC) in Atlanta, Georgia. He earned the Master of Divinity
Degree concentrating in biblical studies. While attending ITC, Rev. Cook was Location
elected Turner Fellowship President, was a recipient of the Bishop Fredrick 245 NW 8th Street
Hilbron Talbot Scholastic Scholarship Award, was on the national dean’s list Miami, FL 33136
and was a member of Who’s Who among Colleges and Universities.
Phone Number
He received his pastoral appointments and served as pastor of the following 305-371-9102
A.M.E churches: St. James., Inverness, Florida, Mt. Zion, Homestead, Florida,
Mt. Olive, Gainesville, Florida, Allen Temple, Tampa, Florida Historic Mt. Email Address
Hermon, Ft. Lauderdale. While serving at Allen Temple, he along with the fine Not available
members completed a 1.8 million dollar Family Life and Community Center.
Rev. Cook is currently serving as pastor of Greater Bethel, Downtown Over
Town Miami, Florida.
He serves as chair of the Board of Examiners of the South Annual

Conference, vice chair for AMEC Ministries, Inc. He also served as vice
chair of the Board of Christian Education (West Coast), Historiographer and
Statistician of the (old Tampa Conference), vice chair for the Board of Trustees
(West Coast), and acting Presiding Elder for the Tampa District.
In the community Pastor Cook presently is a member of the Pastors on Patrol

Commission, NAACP, Hillsborough Organization for Progress and Equality
Inc., Pastors Caucus, FAMU Alumni Association and numerous other civic and
community organizations.

BRIEF RESUMES
BRYAN K. FINNIE | EXECUTIVE DIRECTOR OF BAME CDC

AT GREATER BETHEL A.M.E. CHURCH
As Executive Director of BAME CDC at Greater Bethel A.M.E. Church, Mr.
Finnie is responsible for the day-to-day of all church operations activities in
coordination with The Reverend Willie J. Cook, Sr.
Professionally, he is a strategic partner at Housing Trust Group (HTG), an

affordable housing developer. Mr. Finnie brings to the HTG team over 20
years of public and private institutional experience in structuring private
banking, community development and affordable housing investments in
targeted communities. He is an experienced public administrator having
served as a city manager as well as holding several senior level executive
positions in New York, New Jersey and Florida managing high risk community
development and affordable housing investment portfolios.
Prior to joining HTG he was the Business Development Manager for the Education
Related Urban Group where he specialized in working with governmental Master’s Degree, Urban
agencies, public housing authorities, community redevelopment agencies and Planning, Portland State
private investors to identify projects for Related Urban’s investments. University
Mr. Finnie served as the Vice President of Development for HTG where he B.A., Tufts University
will responsible for the completion of real estate development process. His
duties include the sourcing of new projects, project valuations and feasibility, Years of Experience
acquisition negotiations, design, sourcing of debt and equity, leveraging public 20+
resources, closing coordination and construction monitoring.
Location
Mr. Finnie’s role at HTG has evolved where he now provides these same 3225 Aviation Avenue
development services to HTG, but under the umbrella of his own company, Suite 602
Urbanfin, LLC. Coconut Grove, FL 33133
Mr. Finnie holds a BA from Tufts University and a Master’s Degree in Urban Phone Number
Planning from Portland State University. 305-860-8188
Email Address
Not available

BRIEF RESUMES
JOSEPH A. KOHL, CNU-ACCREDITED | FOUNDING

PRINCIPAL, DOVER, KOHL & PARTNERS
Joseph Kohl was among the founders who, in 1987, established the firm that
became Dover, Kohl & Partners. Concerned with ever increasing suburban
sprawl, Joe and Victor Dover began designing sustainable streets, towns,
and regions for municipalities and private clients across the country and
internationally. Together, they have developed a successful public design
process, combining cutting-edge visualization techniques with community
participation strategies.
Joe is recognized nationally as an innovator in urban design and graphic

communication. He pioneered the use of computer imaging simulations for
urban design projects, winning several national awards for his work. He is known
for his expertise in applying graphic techniques to development ordinances, and
he has authored many of the firm’s illustrated land development regulations. Joe
is responsible for daily business operations and internal management of the firm. Education
He oversees the firm’s urban design, working hands-on with the Town Planners Master of Architecture,
to refine and constantly improve designs for walkable, sustainable urban places. Suburb and Town Design,
University of Miami
Joe received his Bachelor of Architecture degree from Virginia Polytechnic
Institute, where he also studied at their Washington-Alexandria Center for Bachelor of Architecture,
Architecture. He received his Master of Architecture in Suburb and Town Virginia Polytechnic Institute
Design from the University of Miami. Joe is a charter member of the Congress and State University
for the New Urbanism (CNU), the leading organization promoting walkable,
neighborhood-based development as an alternative to suburban sprawl, and is Years of Experience
a CNU-Accredited Professional. Joe is also a founder and board member of the 32
Form-Based Codes Institute, a not-for-profit think tank that focuses on quality
control, education, and advancement of form-based codes as an alternative Location
to Euclidean zoning. He serves as the Institute’s treasurer and he frequently 1571 Sunset Drive
instructs courses on the application and implementation of Form-Based Codes. Coral Gables, FL 33143
Joe has also taught numerous design and media courses at the University of
Miami. Phone Number
305-666-0446
Email Address
jkohl@doverkohl.com

BRIEF RESUMES
MARSHALL EMAS | PARTNER, SHUTTS & BOWEN LLP

Marshall is a partner in the Fort Lauderdale office of Shutts & Bowen LLP,
where he is a member of the Real Estate Practice Group.
A Martindale Hubbell AV® rated attorney with more than 38 years of

experience, Marshall focuses his practice on meeting his clients’ goals in
buying, developing, financing, leasing and selling real estate as well as
advising clients in partnership, limited liability company and corporate law
issues.
Marshall regularly represents developers of commercial, multi-family, office,

hotel and industrial projects, and owners, lenders and general contractors,
and the companies they create, with their purchase, sale, development,
financing, leasing, investment and operational activities. He is experienced
with the development of free-standing retail and mixed-used projects,
including those which combine housing and retail uses (such as Midblock Education
East in Miami, Florida), as well as commercial shopping centers with ‘anchor’ J.D., Magna Cum Laude,
and ‘big box’ retailers. Marshall is also experienced in the acquisition and Shepard Broad Law Center,
development of properties purchased from community redevelopment Nova University
agencies in South Florida. He has also participated in the structuring of
commercial ground leases, related financing, and large-scale condominium B.A., with Honors, University
developments. Marshall handles the necessary permits and approvals, of Florida
negotiates the necessary site development, operation and easement
agreements and declarations, and the development of outparcels. Years of Experience
38
Marshall also represents lenders and borrowers in various types of
acquisition, construction and permanent loans. In construction-related Registrations &
projects, he works with owners and contractors on architectural and Certifications
construction contracts and issues under the Florida Construction Lien Law. Bar Admissions: Florida Bar
In addition, Marshall counsels new and growing companies and their owners Court Admissions: U.S.
in structuring corporations, partnerships, limited liability companies, joint District Court for the Southern
ventures and shareholder agreements. He advises clients on the sale of District of Florida
corporate, partnership and other interests.
Location
Marshall’s professional and civic activities include the following: 200 East Broward Boulevard
Suite 2100
• Former Co-Chairman, North Dade/South Broward New Leadership for Fort Lauderdale, FL 33301
Israel Bonds
• Temple Beth El, Trustee Phone Number
• The Florida Bar, Clients’ Security Fund Committee 954-847-3838
Recognition includes: Email Address
memas@shutts.com
• Martindale-Hubbell AV® Preeminent™ Rated
• Best Lawyers in America®, Real Estate Law, 2007, 2008, 2009, 2010,
2011, 2012, 2013, 2014, 2015, 2016, 2017
• Florida Super Lawyers, Real Estate, 2010, 2011, 2012, 2013, 2014, 2016

BRIEF RESUMES
JEFFREY BERCOW | SHAREHOLDER, BRFL

Jeffrey has practiced land use and zoning law for more than 30 years and also
has practiced in the fields of real estate law and litigation. He represents real
estate developers, land owners, institutional clients, lenders and other property
owners. Jeffrey’s practice covers all aspects of local, state and federal real
estate permitting and licensing, including zoning approvals, amendments of local
government comprehensive plans, developments of regional impact (DRI), due
diligence reviews, growth management, concurrency and environmental matters.
He served as a member of the Board of Directors of the City of Miami Downtown

Development Authority (DDA), from 1989 through 2007. Jeffrey served as Vice
Chairman for approximately 10 years, was a member of the DDA’s Executive
Committee and chaired its Downtown Development of Regional Impact
Committee. He was a member of the Miami Beach Zoning Board of Adjustment
from 1992 through 1997. In 1998 and 1999, Jeffrey served as a member of the
State of Florida’s Transportation and Land Use Study Committee, created by the Education
1998 Legislature. J.D., Boston College Law
School, Cum Laude
Best Lawyers in America, the oldest and most respected peer-review publication
in the legal profession, has consistently selected Jeffrey as one of the Best B.A., Yale University,
Lawyers in America in three categories: Real Estate, Land Use and Zoning, Cum Laude
and Environmental Law. He was named as the “Miami Best Lawyers Land Use
& Zoning Law Lawyer of the Year” for 2012. Chambers U.S.A.’s “America’s Years of Experience
Leading Lawyers for Business” has selected Jeffrey as a “Band 1” lawyer in 38
the Zoning/Land use field; he has been designated in Florida Trend’s Legal
Elite; and he holds the highest rating assigned by the Martindale-Hubbell Law Registrations &
Directory. Since 2011, Legal 500 United States named Jeffrey as one of less Certifications
than a dozen leading land use/zoning lawyers in the United States. Member, Florida Bar;
Environmental Law and Land
RELEVANT EXPERIENCE Use Section
Rosal Westview LLC, Miami, FL: Represented an affiliate of Landmark Location
Companies in its efforts to redevelop the abandoned 200-acre Westview 200 S Biscayne Blvd
Golf Course. Obtained approval of a proposed redevelopment plan with Suite 850
400,000 square feet of commercial space, as well as 1.6 million square feet of Miami, FL 33131
warehouse/distribution uses, light assembly, research and development, hotel
and additional office uses. Phone Number
305-377-6220
KR Miami Fund I, LLC, Miami Beach, FL: We represented KR Miami Fund
I, LLC on entitlements for a 20-acre parcel of land that serves as ground zero Email Address
for a public-private partnership with the City of Hialeah, known as the Market jbercow@brzoninglaw.com
Station Transit-Oriented Development District. We crafted a land use, zoning,
and regulating plan for an 80-acre area to create a sustainable mixed-use,
pedestrian-friendly district, with development incentives for the redevelopment
of older industrial uses with new streetscapes and public open spaces abutting
public mass transit. Our work included coordination with the City of Hialeah and
Miami-Dade County to establish the Market Station Community Redevelopment
Agency, which will reinvest new ad valorem revenues to improve and maintain
the new public open spaces, streetscapes, parking and other infrastructure
through tax increment financing.
Marriott International Inc., Miami, FL: Over a period of approximately three

years, the firm represented Marriott Hotels and Ian Schrager as co-developers
of the boutique hotel concept known as The Edition, at the former Seville Hotel,
a three-acre oceanfront parcel in the middle of Miami Beach. Representation
involved several dozen hearings before various City of Miami Beach boards and
agencies to obtain necessary project approvals.

BRIEF RESUMES
ANDREW DOLKART | PRESIDENT, MIAMI ECONOMIC

ASSOCIATES, INC. Education
Andrew has provided real estate consulting services to developers, investors Bachelor of Arts, Harvard
and governmental entities for over 40 years. His many consulting assignments College, Cum Laude
have involved all major uses of real estate including residential, office, retail,
industrial and hotel and resort development. His professional activities have Masters of Business
been primarily focused on real estate projects in Florida, the Caribbean, Mexico, Administration, Harvard
Central and South America. Business School
Throughout his consulting career, Andrew has performed a large number of Years of Experience
assignments involving market and financial feasibility analysis for residential 40
projects, including those designed to provide affordable housing. He has also
performed studies for the Cities of Miami, Margate, Hallandale Beach, Fort Location
Lauderdale and Plantation as well as for Miami-Dade County to determine 6861 SW 89th Terrace
the availability of affordable housing in those jurisdictions. Andrew prepared Miami, FL 33156
the affordable housing analyses submitted as part of the Application for
Development Approval for more than a dozen Developments of Regional Impact. Phone Number
305-669-0229
Andrew is considered one of the leading experts in the State of Florida with
respect to the economics of community redevelopment and tax increment Email Address
financing. In this regard, he assisted Miami-Dade County in formulating its meaink@bellsouth.net
policies and procedures for establishing new Community Redevelopment
Districts within its jurisdiction. Among the CRAs that Andrew has consulted
in recent years has been the Southeast Overtown Park West CRA. In this
regard, he assisted in preparation of the Application for Development Approval
for Increment III of the Southeast Overtown Park West DRI and more recently
assisted the CRA in preparing an application to Miami-Dade County to extend
the life of the CRA itself. Andrew also assisted All Aboard Florida (Brightline) with
its successful proposal to build an office project in Overtown in response to the
RFP issued by the CRA.
In recent years, a substantial portion of Andrew’s practice has involved

estimating the fiscal and economic benefits generated by new real estate
projects. In this regard, he has done several engagements for the All Aboard
Florida, which will provide express rail service between Miami and Orlando. He
is also currently working on the American Dream Miami project, which will entail
the development of a 6 million-square-foot mall in Miami-Dade County.
Andrew has been accepted by Florida and Federal Courts as an expert witness.
He is a graduate of Harvard College and received an MBA from Harvard

Business School. He has served as a member of the Board of Directors of
Habitat for Miami of Greater Miami. He also chaired two task forces appointed
by the Miami-Dade County Board of County Commissioners to address issues
relating to affordable housing. He is currently a member of the Advisory Board
of University of Miami’s Masters of Real Estate Development and Urbanism
program.

CURRENT DEVELOPMENTS
& COMPARABLE PROJECTS
RELEVANT PROJECTS
The proposal shall include a list of current related or relevant projects where the Proposer is either the
owner and/or partner. Please list the financial structure of each project including, but not limited to the
7 public and private contributions. Include photographs of the developments discussed herein and other
developments completed in the past which are relevant to the scope and scale of this proposed project.
For nearly 40 years we have demonstrated our abilities in a wide range of successful endeavors. We have
constructed over 10 million square feet of commercial properties and developed land for 10,000 homes
and condominiums. The table below is a representative example of some of our past projects that are local
and can be easily visited. Additional details on and photographs of each of the projects are included on
the following pages. Please note we have no other current projects that may distract us from giving
Sawyer’s Landing our undivided attention.
Role Public and

Description of Financial Current or Past
Project Name (Owner or Private
Project Structure Development
Partner) Contributions
1,400,000-SF GLA
super-regional, Master
value oriented Developer/ Private and
Dolphin Mall Fee Simple Past
mega-mall and Property CDD Bonds
entertainment Owner
complex
4,000,000-SF GLA Master
Beacon warehouse/distri- Developer/ Private and
Fee Simple Past
Tradeport bution and tech- Property CDD Bonds
nology center Owner
Master
900,000-SF GLA
Developer/
Oakwood Plaza regional power Fee Simple Private Past
Property
center
Owner
Master
400,000-SF GLA
Kendale Lakes Developer/
community retail Fee Simple Private Past
Plaza Property
center
Owner
190-acre, approx-
Master
imately 5,000-unit Ground Private and
Biscayne Landing Developer/ Past
condominium Lease County Grant
Lessee
community
Master Fee
95-acre, 770-unit,
Developer/ Simple and
high-density sin- Private and
Westlake Village Property Municipal Past
gle-family home CDD Bonds
Owner and Ground
community
Lessee Lease
153-acre, 477- Master
unit, high-density, Developer/ Private and
Oakridge Fee Simple Past
single-family home Property CDD Bonds
community Owner

RELEVANT PROJECTS

Dolphin Mall was developed as a 1,700,000-gross-square-foot (1,400,000 GLA) super-regional outlet
mega-mall and entertainment complex. The Dolphin Mall was part of a mixed-use commercial development
encompassing more than 320 acres on the last significant developable parcel of undeveloped land in the
area. In addition to the retail, this development includes approximately four million square feet of industrial
and telecommunications buildings (see Beacon Tradeport/LightSpeed Miami Center). The Dolphin Mall,
which was the first of its kind in South Florida, incorporates a unique combination of shopping, dining,
entertainment and amusements. This exciting
combination attracts both residents and tourists with
an estimated 18 to 22 million visits per year.
The project required extensive land use approvals

including a DRI, Land Use Plan Amendment
and rezoning. To accommodate the forecasted
traffic volumes, Swerdlow Group had to construct
$25-million of offsite road improvements including
a new interchange at Northwest 12th Street and the
Florida Turnpike (HEFT). To finance the extensive
onsite and offsite infrastructure requirements, a
Community Development District (CDD) was created.
This was Miami-Dade County’s first CDD. The CDD
issued tax-exempt bonds which will be repaid through
assessments against the property.
BEACON TRADEPORT | Miami, FL

Beacon Tradeport is a 4-million square foot warehouse/distribution center and technologically advanced
facilities for the telecommunications industry. It is part of the 320-acre mixed-use commercial development
referred to in the Dolphin Mall description. The project is comprised of 29 buildings ranging in size from
60,000 to 200,000 square feet and was developed in
phases to allow maximum flexibility in building design,
size and location to meet market requirements. The
telecommunications facilities were designed and built
with many unique characteristics such as the ability
to withstand a Category 5 hurricane, 100 watts per
square foot of power, emergency power generations
and multiple fiber optic carriers to the buildings.
Beacon Tradeport is located within the burgeoning
Miami Airport West industrial market its location, with
direct interchange access to the Florida’s Turnpike and
the Dolphin Expressway, is well positioned to serve
the Miami International Airport and all of Florida with
its links to the interstate highway system. Swerdlow
Group formed a venture with four of the country’s leading financial institutions and endowments to finance
the project valued in excess of $500 million. This unprecedented transaction earned Swerdlow Group a
Best Real Estate Deal of the Year award for Best New Development.

RELEVANT PROJECTS

Oakwood Plaza, a 900,000-square-foot regional power
center, is the largest open air shopping center in South
Hollywood and spans an entire mile of frontage directly on
I-95. The property enjoys great visibility on I-95 between the
Sheridan Street and Stirling Road exits. Swerdlow Group
determined that if the balance of land between these exits
could be acquired, it would own a unique piece of property
suitable for a large-scale regional shopping center. The
north and south parts of the property were separated by
the C-10 Canal Spur. A bridge had to be permitted and
built over this environmentally sensitive body of water. The
plans included measures to protect existing mangroves,
plant new mangroves and installation of rip-rap to prevent
erosion of the banks.
Development of the project was completed substantially in

accordance with the original budget and timeline.
The entertainment component of Oakwood Plaza included

a Regal Cinemas 18-plex stadium-seating theater, a
70,000-square-foot Dave & Busters, Miller’s Ale House,
Sweet Tomatoes, Moonlight Diner and numerous other
eateries.
KENDALE LAKES PLAZA | Miami, FL

Kendale Lakes Plaza is a 400,000-square-foot community retail power center in Miami, Florida located in the
middle of an area with very strong demographics. Although the original Kendale Lakes Mall was very well
located, the property experienced high vacancies. In addition, the property had become rundown and badly
damaged as a result of Hurricane Andrew. Ultimately, the property was taken back from its original owner by the
lender and subsequently purchased by affiliates of Swerdlow Group. A site plan and construction phasing plan
was developed and successfully executed
which converted the existing concept into a
state-of-the-art community retail center.

RELEVANT PROJECTS

Amenities include multiple club houses, pools and tennis courts along with a 35-acre park featuring jogging
trails, picnic areas, a children’s playground and
more. The 100,000 square foot town center will
feature restaurants and retail stores. A five-acre
hotel and conference center will be for local and
City use and for joint programs with neighboring
Florida International University. A local charter
school will also be developed adjacent to the
Project.

the City of North Miami RFP for development of
the site. The project will be on the largest piece
of undeveloped land east of I-95 in Miami-Dade
and Broward counties and will be one of the
most significant urban redevelopment projects
in South Florida’s history. Swerdlow sold its
interest in Biscayne Landing to The LeFrak
Organization.

West Lake Village is a 95-acre, 770-unit high-density single-family residential development within ¼ mile of
the Intracoastal Waterway. Approvals by the U.S. Army Corps of Engineers, FDEP, FDOT, SFWMD, Broward
County Department of Natural Resource Protection, Broward County Parks and Recreation and the City of
Hollywood were required to construct numerous environmentally
sensitive components of the development.
Foremost among the environmentally sensitive components of the

development was the DEP Class III Closure and conversion of a 30-
acre Yard Clipping Landfill into an active recreation area. Additional
unique components included an 80-foot wide entrance roadway
through state and county wetlands, relocation and radiation of tidal
canals, several bridge structures spanning mangrove preserves,
creation of a 20-acre mangrove forest and the protection of the
City’s regional wastewater treatment plant’s 60-inch ocean outfall
main crossing the property.
The plan for West Lake Village included three basic housing types ranging in price and size. The construction
was ventured with Westbrooke Communities, who proceeded to build and sell homes at the rate of over
15 per month. The result was a resoundingly successful project that attained all its financial goals and
contributed significantly to the revival of east Hollywood and its downtown areas.

RELEVANT PROJECTS
golf course. Swerdlow Group completed a local Land Use Plan Amendment with the Florida Department of
Community Affairs, Broward County and the City of Hollywood following its annexation into Hollywood from
unincorporated Broward County. The County and City Land Use Plans had to be modified accordingly and
were successfully defended against an appeal by local community groups.


6-acre archaeological site within the site’s

COMMUNITY BENEFITS
LOCAL SMALL BUSINESS
8 Coordination and partnerships with local small business.
LOCAL COMMUNITY LIAISON – GREATER BETHEL A.M.E. CHURCH
It is an essential goal for DRA that Sawyer's Landing attract new local businesses to the area to provide
economic and job opportunities to the Redevelopment Area. Our consultant, Greater Bethel A.M.E. Church,
will be our local community liaison (LCL) to achieve this goal.
The Greater Bethel A.M.E. Church is an integral part

of the fabric of the community. The church has been
a part of the Overtown community for many years. In
fact, the Greater Bethel A.M.E. Church has been in
this community for almost a century, as it was built in the City of Miami in 1927 and is registered on the U.S.
National Register of Historic Places. Not only has this church been a pillar of the Overtown community, but
also a sounding board for the Overtown community. The Greater Bethel
A.M.E. Church was an obvious pick for the LCL on this project due to their
in-depth relationships with the Overtown residents, their understanding COORDINATION WITH
of the community, and their eagerness to coordinate a project plan with LOCAL COMMUNITY
DRA to unite the local community. Our LCL and its leadership will develop AGENCIES
a comprehensive Community Action Plan (CAP) involving the community
and strengthen the project’s neighborhood identity. In order to help local
residents with job
THE COMMUNITY IS PART OF OUR TEAM! opportunities and training,
we will coordinate with:
It is a top priority that DRA and LCL’s strategic CAP increase community
employment opportunities within the Redevelopment Area for local resi- • CareerSource South
dents and small businesses. Our strategic CAP is to promote small busi- Florida
nesses and employment growth within the Redevelopment Area through: • Florida State Minority
Supplier Development
• Job fairs for construction and permanent jobs. Council
• Local hiring. • Miami-Dade Chamber
• Support for local small businesses. of Commerce
• Targeted industry sectors and skills training. • State of Florida
• Hosting public information meetings and workshops at local church. economic
• Working together with redevelopment community organizations. development entities
• Providing permanent jobs in retail and entertainment industry. • Employ Miami-Dade
• Providing technical and management training courses. • Other similar entities
• Developing a project informational website.
PLAN TO RECRUIT AND RETAIN SMALL BUSINESS PARTICIPATION WITHIN THE CRA AND
OVERTOWN COMMUNITY
Each new project presents new and unique challenges. MCM and LCL approach these opportunities with
an Outreach Program centered on meeting with the local business leaders and visiting local business enti-
ties. The premise is simple—create awareness of MCM's intention to bid the project and engage the local
subcontractor market and labor forces in a collaborative manner. MCM and LCL’s Outreach Program has
always been multi-faceted:

COMMUNITY BENEFITS
1. Project Awareness and Education: Create public awareness of the project in the community and the
financial opportunities that it presents locally through subcontractor and vendor workshops, firm web-
site and local newspaper advertising.
The MCM Management Team’s main objectives are to:
• Work collaboratively with clients, the subcontractor/vendor population, and with local community
leadership groups.
• Create public awareness about the project.
• Educate the local community about the economic opportunities that the project presents locally.
2. Subcontractor/Vendor Meeting and Workshop/Job Fair: Schedule and hold a series of outreach
meetings and workshops to make the local subcontractors, vendors and labor community aware of
available economic and employment opportunities. These meetings and educational workshop presen-
tations will inform the CRA and Overtown community on how local small businesses can bid our project,
including such topics as:
• Project scope
• Schedule
• Safety
• Bidding and hiring processes
• Mentoring
• Training
3. Prequalification and Bidding Guidance: Through MCM and LCL’s community subcontractor/vendor
meetings, coupled with its community partners, MCM and LCL will walk all subcontractors and vendors
through the prequalification process. Strategic partner groups include:
• The Miami-Dade County Chamber of Commerce

• Miami-Dade County Community Action Agency
• Allied Minority Contractors
• The Contractors Resource Center
• Trade Organizations (ABC, AGC, CASF, BASF, NAWIC, NAWBO, etc.)
• The Florida Regional Minority Business Council
• Miami-Dade County Small Business Development
Examples of successful partnerships MCM has had include Ann McNeill of MCO, who was one of the
first female general contractors in the state of Florida; and Dorothy Brown-Alfaro, owner of Jador Inter-
national, an electrical contracting company. Ann is founder of the National Association of Black Women
in Construction (NABWIC).
4. Mentoring and Training: MCM will establish a mentoring program for smaller subcontractors and will
provide a series of training events for their skilled and unskilled workforce.
5. Community Involvement and Partnering: Through partnering with other agencies, MCM will develop
relationships with the local community to support civic projects that enrich and uplift their community.
WE ARE COMMITTED TO THE CRA

AND OVERTOWN COMMUNITY.

COMMUNITY BENEFITS
MENTORING, TRAINING AND CONTINUING EDUCATION
As part of the approximately $130 million MCC 8-10 – Miscellaneous

Construction Contracts (MCC), MCM performs trainings and certifica- TRAINING TOPICS
tion seminars for industry licenses. For example, in June 2016, MCM’s
Miami International Airport field office hosted the 2016 Continuing Edu- As part of our
cation Classes for General Contractors license renewal, in conjunction commitment to the local
with Miami-Dade Aviation Department and ABC Institute. In attendance business community,
were 68 SBE/Construction firms who have participated in the MCC-8-10 MCM will provide training
Program. The event is pictured below. to its workforce on such
key areas as:
MCM has been providing construction management services for MCC
8-10, an SBE/Construction exclusive program, at Miami International • OSHA Safety 10-Hour
Airport for the past 5 years. MCC is a program created specifically for Certification
quick turnaround projects. It is specifically designed to give SBE/Con- • Equipment
struction firms the opportunity to perform work at Miami-Dade County’s • Scheduling
five airports. It is a Miami-Dade signature program focused on promoting • Cost Estimating
SBE/Construction participation.
Additionally, MCM will offer a mentoring program for local small businesses, which consists of a full-time
immersion of the sub-contractor’s key personnel in one of the firm's projects. This provides them the oppor-
tunity to learn all of MCM’s standard procedures and business practices firsthand in order to model them
later at their own companies.
SUCCESSFUL TRACK RECORD WITH LOCAL SMALL BUSINESS
As a Florida State Minority Supplier Development Council-cer-

tified MBE, MCM is uniquely qualified as a general contractor THIS CERTIFIES THAT
Munilla Construction Management, LLC
to assist local residents in their efforts to access job training,

dba MCM
job placement services, and construction employment opportu-

* Nationally certified by the: FLORIDA STATE MINORITY SUPPLIER DEVELOPMENT COUNCIL
*NAICS Code(s): 236220; 237310
nities at the project during construction. We will also serve to * Description of their product/services as defined by the North American Industry Classification System (NAICS)
employ companies whose principal place of business is located 11/01/2016
Issued Date
FL02984
Certificate Number
within the City with opportunities related to the project’s con- Joset B. Wright-Lacy
struction. Surpassing project subcontracting goals has been a con-

11/01/2017
Expiration Date Beatrice Louissaint, President & CEO
stant standard ingrained in the corporate culture of MCM. An example

By using your password (NMSDC issued only), authorized users may log into NMSDC Central to view the entire profile: http://nmsdc.org
Certify, Develop, Connect, Advocate.
project where the firm has exceeded subcontracting goals includes

* MBEs certified by an Affiliate of the National Minority Supplier Development Council, Inc.®
the Miami-Dade Internal Services Department (ISD) West Lot Mixed-

Use Parking Facility Design/Build project, where the aspirational goal was 20% and the actual achieved
was 51%. Additional examples are included on page 181.
MCM IS NATIONAL MINORITY

SUPPLIER DEVELOPMENT COUNCIL
(NMSDC) CERTIFIED.
MENT COUNCIL
COMMUNITY BENEFITS
HISTORICAL DBE TEAM MEMBERS
Below is a partial list of DBE firms with which MCM has partnered on projects. Additionally, MCM has host-
ed local hiring initiatives for recent residential projects, such as Coalition Lift and Liberty Village.
African American
Company Name
Business (AABE)
AAP Construction Group Corp Yes
Al Hill Plumbing Corporation Yes
Amion Enterprises Int'l. Yes
CLEARVIEW ELECTRIC, INC. Yes
Coakley Mechanical Yes
Curtis Painting & Waterproofing Co Yes
Everett Painting Company Yes
Jador International Corp. Yes
Jasper Enterprise, Inc Yes
MCO Yes
SUPREME CEILING & INTERIOR, INC. Yes
Titan Construction Group Yes
Vassell Tile & Marble, Inc Yes
A1 All Florida Painting No
Alta Home Remodeling Co No
CL Elias Construction, Inc No
REMIOR INDUSTRIES, INC. No
Schedule 10 Specialists, Inc No
Thevenin Enterprises, Inc No

COMMUNITY BENEFITS
Project Name Aspirational Goal Actual Achieved

Tequesta Knoll Apartment Building 10% 55%
Miami International Airport 756AD 12% 15%
Miami-Dade ISD West Lot Mixed-Use Facility 20% 51%
Miami International Airport 746I 29% 31%
Norman S. Edelcup Sunny Isles Beach K-8 24% 51%
Westland Hialeah Sr. High School 24% 35%
Jorge Mas Canosa Middle School 24% 32%
Morningside K-8 0% 68%
North Beach Elementary 0% 66%
Biscayne Elementary 0% 52%
Shadowlawn Elementary 0% 39%
Edison Park K-8 0% 40%
Above we present a sample of MCM projects in different market sectors that have surpassed the
required contractual goals.

COMMUNITY BENEFITS
CONSTRUCTION JOB OPPORTUNITIES & JOB FAIRS
Job opportunities for local area residents and businesses to allow them to participate in the construction
of the development and local job fairs prior to the commencement the project.
8 Opportunities for local subcontractors and professional services during the design and/or construction
of the project.
CONSTRUCTION JOB OPPORTUNITIES AND JOB FAIRS FOR LOCAL AREA RESIDENTS AND
BUSINESSES
We are committed to providing local area residents and businesses with job opportunities to allow them to
participate in the construction of Sawyer's Landing. We are also committed to the success of the project, the
SEOPW Redevelopment goals, creating construction and permanent jobs, and improving the overall quality
of life for all neighborhood residents. Our project will generate numerous construction job opportunities.
Local hiring is very important to us; as such, with the help of our local community liaison (LCL), we will
host local job fairs in order to inform local area residents and businesses of the details of Sawyer's
Landing. In fact, after award and prior to the commencement of construction, we will schedule and hold a
series of outreach meetings and workshops to make local design consultants, subcontractors, vendors and
the labor community aware of available economic and employment opportunities. The LCL will serve as a
point of contact for local area residents and businesses interested in gathering information on the
numerous job opportunities Sawyer's Landing will generate.
HIRING PRIORITIES TO THE COMMUNITY
Our team will give first priority to hiring residents who reside in and businesses who have their principal
place of business in the CRA redevelopment area; second priority will be given to Overtown; third priority
will be given to District 5 of the City of Miami; fourth priority will be given to the City of Miami; last priority
will be given to Miami-Dade County.
In addition, our team has extensive experience implementing local hiring programs. In particular, because
MCM is a Miami-Dade County Public Housing and Community Development (PHCD) Section 3 Certified
Business (page 185), the firm understands the importance of local hiring practices. The certification is in-
cluded on the following page. MCM is an expert in local hiring. MCM understands the objective is to ensure
that dollars spent to procure goods result in increased employment and workforce training opportunities for
members of the local community.
For example, for MCM’s $19 million Homestead City Hall project, which included the construction of a new
City Hall, though not a contractual requirement for the project, MCM strived to obtain a large percentage of
local workforce participation and to solicit subcontractors who were based in the surrounding community
in an effort to help boost the local economy. This was evidenced by the fact that more than 250 workers
who helped build this project resided within the greater Homestead area. These local subcontractors are
businesses that were selected to bid the project based upon their successful prior performances with MCM
on other projects or due to community outreach interviews where subcontractors were able to provide doc-
umentation of their skill and interest in working on the project.
Additionally for Homestead City Hall, MCM implemented a construction management internship in
partnership with the Homestead Campus of Miami Dade College (MDC).

COMMUNITY BENEFITS
JOB FAIRS AND TRAINING – CAREERSOURCE SOUTH FLORIDA/EMPLOY MIAMI-DADE
The Greater Bethel A.M.E. Church, our local community liaison (LCL), will
work together with numerous local community agencies including, among
others, CareerSource South Florida and Employ Miami-Dade to make our
strategic plan a reality. With the support of our agency partners, we can pro-
vide prospective employee trainings with:
Construction Training
• Occupational Safety and Health Administration (OSHA) 10 Certification

• National Center for Construction Education Research (NCCER) Certification
• Basic Tool Kit
• Books, Materials and Supplies
Work Readiness Skills
• Education and leadership

• Career and social development
• Resume writing
• Mock interviews
COMMUNITY BENEFITS COMMITMENT
In connection with the project, DRA commits to the following:
Minority and Women Participation and Equal Opportunity
• Take definitive action in the advertising and recruitment of minority and female contractors and subcon-
tractors
• Provide a reasonable opportunity in the advertising, recruitment, and hiring of professionals, contrac-
tors and subcontractors residing within the Redevelopment Area and within the City of Miami
• Take reasonable definitive action in retaining employees regardless of race, color, place of birth, reli-
gion, national origin, sex, age, marital status, veterans and disability status
• Maintain equitable principles in the recruitment, advertising, hiring, upgrading, transfer, layoff, termina-
tion, compensation and all other terms, conditions and privileges of employment
• Monitor and review all personnel practices to guarantee that equal opportunities are being provided to
all employees regardless of race, color, place of birth, religion, national origin, sex, age, marital status,
veterans and disability status
• Post advertisements in conspicuous places, availability to employees and applicants for employment
• All applicants will receive consideration for employment without regard to race, creed, color or national
origin
Subcontractor Participation
• MCM will use reasonable efforts to hire not less than 20% of the subcontractors for the construction of
the project utilizing companies that have their principal place of business within Miami-Dade County,
Florida, giving:
• First priority to subcontractors whose principal place of business is in the Redevelopment Area.
• Second priority to subcontractors whose principal place of business is in Overtown.
• Third priority to subcontractors whose principal place of business is within District 5 of the City of
Miami.

COMMUNITY BENEFITS
• Fourth priority to subcontractors whose principal place of business is in the City of Miami.
• Last priority to subcontractors whose principal place of business is in Miami-Dade County, Florida.
Laborer Participation
• Using reasonable efforts, MCM and all its subcontractors will hire 40% of the unskilled labor for the
construction of the project from workers residing in Miami-Dade County, Florida giving:
• First priority to workers residing in the Redevelopment Area.

• Second priority to workers residing in Overtown.
• Third priority to workers residing in District 5 of the City of Miami.
• Fourth priority to workers residing in the City of Miami.
• Last priority to workers residing in Miami-Dade County, Florida.
Responsible Wage Rates
• Using reasonable efforts, MCM and all its subcontractors and sub-subcontractors at all levels perform-
ing work in connection with each phase will pay a minimum hourly wage rate and health benefits (Re-
sponsible Wage), consistent with the Miami-Dade Responsible Wage & Benefit Schedule, Construction
Type: Building for the following labor classifications and Apprentices subject to the rates published in
the schedule subject to that applicable category.
• Electrical workers
• Glaziers, architectural metal and glass workers
• Pipe fitters (air conditioning, refrigeration, and heating)
• Plumbers

COMMUNITY BENEFITS

COMMUNITY BENEFITS
POST-CONSTRUCTION JOB OPPORTUNITIES & JOB FAIRS
Permanent job opportunities for local residents post-construction, including newly generated trade and
8 service jobs and local job fairs upon completion of the project.
POST-CONSTRUCTION JOB OPPORTUNITIES AND JOB FAIRS FOR LOCAL AREA RESIDENTS
AND BUSINESSES
The project will generate more than 390 permanent jobs. Our retail vendors will host local community
job fairs in anticipation of their grand openings and partner with local agencies to find local talent. We will
make it a priority to hire from within the community. As previously stated, our team and retail vendors
will give first priority to hiring residents who reside in, and businesses who have their principal place of
business in, the CRA redevelopment area; second priority will be given to Overtown; third priority will be
given to District 5 of the City of Miami; fourth priority will be given to the City of Miami; last priority will be
given to Miami-Dade County.
RETAIL PARTNERS
Additionally, our retailers will have:
• On-the-job training opportunities

• Hospitality/entertainment training programs
• Management training programs, including internship opportunities
MENTORSHIP PROGRAM
We will have a mentorship program that focuses on

the construction and real estate industries. DRA rec-
ognizes and feels strongly about the value of educa-
tion, mentorship, and opportunity. We would like to
provide exposure to African American residents of the
Redevelopment Area through a youth program. The
program will be catered to a potential youth that is
interested in the real estate and construction industry
with an introduction to the fundamentals of entrepre-
neurship and to the project. We feel that early expo-
sure would provide interest and hopefully a career
path in the future.
Our team is also aware of the CRA’s Job Training

and Placement Programs, such as Suited for Suc-
cess Inc. and The Overtown Business Resource Cen-
ter. We will host job fairs in coordination with these
programs in order to ensure local residents and busi-
nesses are aware of the job opportunities.

REFERENCES
FINANCIAL & DEVELOPMENTAL REFERENCES
The proposals shall include three (3) references of which at least one (1) shall be from a financial
9 institution and the others preferably developmental references, all to include addresses, telephone
numbers, and relationships to the Proposer(s).
REFERENCES
Reference 1: Yamil Aguad, Senior Vice President | City National Bank

Miami, FL 33131
(305) 577-7224
Construction Lender
Reference 2: Larry Owen, CEO | Owen Capital Group, LLC

3131 Alpine Road, Suite 288-605
Portola Valley, CA 94028
(650) 533-0778
Former Partner/Reference
Reference 3: James Fitzgerald, Managing Member | Heritage Solutions, LLC

135 Crossways Park Drive, Suite 402
Woodbury, NY 11797
(212) 485-1536
Former Lender/Reference

REFERENCES

Miami, FL 33131
305-577-7224
September 28, 2017
The Office of the City Clerk

City of Miami
3500 Pan American Drive
Attention: Mr. Brian Zeltsman, RA

Director of Architecture and Development
Southeast Overtown/Park West Community Redevelopment Agency
RE: RFP NO. 17-02

REQUEST FOR PROPOSALS FOR THE DEVELOPMENT OF BLOCK 55
PLAT BOOK “B” PAGE 41, 249 NW 6TH STREET, MIAMI, FLORIDA
Mr. Michael J. Swerdlow has been a loyal customer of City National Bank for approximately 20
years. We appreciate the mutually beneficial relationship which has always been handled as
agreed.
Mr. Swerdlow’s development expertise has led the Swerdlow Group to become one of the
premier real estate development firms in Miami-Dade, Broward and Palm Beach counties over
the past three decades. He leads an expert team of professionals to develop projects that bring
millions of dollars to the local economy. His projects historically come in on schedule, within
budget and the construction loans re-paid in a timely manner.
City National Bank would certainly consider financing future projects Mr. Swerdlow develops.
Please feel free to contact us with any questions.
Best regards,
Yamil Aguad
Sr. Vice President

REFERENCES

REFERENCES

REFERENCES
LETTERS OF INTENT
We know this project will be successful because the tenants and operators of the to-be-completed project
have already made their intentions known to us. Over 160,000 square feet out of approximately 220,000
square feet of commercial space have been committed to national, credit-worthy tenants. We have
letters of intent (LOI) from these tenants. They contain confidential information and therefore cannot be
included in this submittal, but may be viewed, by appointment, at our office.
INVESTOR INTEREST
Our financial partner, The Baupost Group, is an investment adviser founded in 1982, which currently man-
ages approximately $30 billion of equity capital on a discretionary basis and has approximately $11 bil-
lion of liquidity (cash and cash equivalents). We have previously worked together, and they are willing
and able to fund what is needed to complete this project, subject to appropriate due diligence.

APPENDIX
FORMS

APPENDIX
FORMS

APPENDIX
FORMS

APPENDIX
FORMS

APPENDIX
FORMS

APPENDIX
FORMS
KEON HARDEMON CLARENCE E. WOODS, III

Board Chair Executive Director
5.2.3 CERTIFICATE OF AUTHORITY Not Applicable

(IF JOINT VENTURE)
STATE OF )
) SS:
COUNTY OF )
I HEREBY CERTIFY that a meeting of the Principals of the ____________________________________

____________________________________________________________________________________
organized and existing under the laws of the State of _________________________________________,
held on _____________________________, 20_________, the following resolution was duly passed and
adopted:
"RESOLVED, that_____________________________________ as ____________________ of the Joint

Venture be and is hereby authorized to execute the Response dated, ___________________ 20____, for
submission to the Southeast Overtown / Park West Community Redevelopment Agency, as an official act
and deed of this Joint Venture."
I further certify that said resolution is now in full force and effect.
IN WITNESS WHEREOF, I have hereunto set my hand this____________, day of

_____________________, 20______.
Secretary: ______________________________
(SEAL)
FAILURE TO COMPLETE, SIGN AND RETURN THIS FOR MAY DISQUALIFY YOUR RESPONSE
20

APPENDIX
FORMS

5.2.4 CERTIFICATE OF AUTHORITY

Not Applicable
(IF INDIVIDUAL)
STATE OF )
) SS:
COUNTY OF )
I HEREBY CERTIFY that as an individual, I _________________________________________________

(Name of Individual)
____________________ and as a d/b/a (doing business as)
____________________________________ (if applicable)
_______________________________ exist under the laws of the State of Florida.
“RESOLVED, that, as an individual and/or d/b/a (if applicable), is hereby authorized to execute the
Response dated, __________________, 20_____, for submission to the Southeast Overtown / Park West
Community Redevelopment Agency, as an individual and/or a going business concern with the a fictitious
name, ________________ (if applicable) and that my execution thereof, attested by a Notary Public of the
State, shall be the official act and deed of this attestation."
I further certify that said resolution is now in full force and effect.
IN WITNESS WHEREOF, I have hereunto set my hand and affixed the official seal of Notary Public this
_______, day of ______________, 20____.
NOTARY PUBLIC: _______________________

Commission No.:________________________
I personally know the individual/do not know the individual (Please Circle)
Driver’s License #_______________________
(SEAL)
FAILURE TO COMPLETE, SIGN, AND RETURN THIS FORM MAY DISQUALIFY YOUR RESPONSE

APPENDIX
FORMS

5.3 DEBARMENT AND SUSPENSION

(a) Authority and requirement to debar and suspend:
After reasonable notice to an actual or prospective contractual party, and after

reasonable opportunity to such party to be heard, the SEOPW CRA shall have the
authority to debar a contractual party for the causes listed below from consideration
for award of SEOPW CRA contracts. The debarment shall be for a period of not fewer
than three (3) years. The SEOPW CRA shall also have the authority to suspend a
Proposer from consideration for award of SEOPW CRA contracts if there is probable
cause for debarment. Pending the debarment determination, the authority to debar
and suspend Proposer shall be exercised in accordance with regulations, which shall
be issued by the SEOPW CRA after approval by the CRA Board of Commissioners.
(b) Causes for debarment or suspension include the following:
1. Conviction for commission of a criminal offense incident to obtaining or attempting

to obtain a public or private contract or subcontract, or incident to the performance
of such contract or subcontract.
2. Conviction under state or federal statutes of embezzlement, theft, forgery, bribery,

falsification or destruction of records, receiving stolen property, or any other
offense indicating a lack of business integrity or business honesty.
3. Conviction under state or federal antitrust statutes arising out of the submission of
bids or Responses.
4. Violation of contract provisions, which are regarded by the SEOPW CRA to be

indicative of non-responsibility. Such violation may include failure without good
cause to perform in accordance with the terms and conditions of a contract or to
perform within the time limits provided in a contract, provided that failure to perform
caused by acts beyond the control of a party shall not be considered a basis for
debarment or suspension.
5. Debarment or suspension of the contractual party by any federal, state or other

governmental entity.
6. False certification pursuant to paragraph (c) below.
7. Any other cause judged by the SEOPW CRA to be so serious and compelling as
to affect the responsibility of the contractual party performing SEOPW CRA
contracts.

APPENDIX
FORMS

APPENDIX
FORMS

Not Applicable
FORM 'A'
INFORMATION FOR DETERMINING JOINT VENTURE ELIGIBILITY
If the Proposer is submitting as a joint venture, please be advised that this form MUST be
completed and the REQUESTED written joint-venture agreement MUST be attached and
submitted.
1. Name of joint venture: _____________________________________________
2. Address of joint venture: ___________________________________________
3. Telephone number: _______________________________________________
4. List the firms/entities/individuals that comprise the joint venture:

____________________________________________________________________________
____________________________________________________________________________
____________________________________________________________________________
5. Identify by name and firm, those individuals (and their titles) who are responsible
for the day-to-day management and policy decision making, including, but not limited to, those
with prime responsibility for:
(a) Financial decisions: _____________________________________________
(b) Management decisions, such as:
(i) Estimating: ______________________________________________
(ii) Marketing and sales: ______________________________________
(iii) Hiring/firing of management and non-management personnel:
_______________________________________________________
(iv) Purchasing of major items or supplies:
_______________________________________________________
(v) Supervision of field operations:
_______________________________________________________

APPENDIX
FORMS

Not Applicable
FORM 'A' (Continued)
NOTE: If, after filing this form and before the completion of the joint venture’s work on the Project,
there is any significant change in the information submitted, the joint venture must inform the
SEOPW CRA in writing.
The following Affidavit was must completed by the principal of each party participating in the joint
venture.
AFFIDAVIT
“The undersigned swears or affirms that the foregoing statements are correct and include all
material information necessary to identify and explain the terms and operation of the joint venture
and the intended participation by each member of the joint venture in the undertaking. Further,
the undersigned covenants and agrees to provide to the Southeast Overtown/Park West
Community Redevelopment Agency current, complete and accurate information regarding work
performed by the joint venture in connection with the Project and any proposed changes regarding
any member of the joint venture relevant to the joint venture. Any material misrepresentation will
be grounds for terminating the Agreement between the SEOPW CRA and the joint venture which
may be awarded for the Project.
Joint Ventures:
Name of Firm/Entity/Individual: ___________________________________________________

Signature: ___________________________________________________________________
Printed Name of Signatory: ______________________________________________________
Title of Signatory: _____________________________________________________________
Date: _______________________________________________________________________

Signature: ___________________________________________________________________
Date: _______________________________________________________________________

Signature: ___________________________________________________________________
Date: _______________________________________________________________________
FAILURE TO COMPLETE, SIGN, AND RETURN THIS FORM MAY DISQUALIFY YOUR RESPONSE

Downtown Retail Associates, LLC
2901 Florida Avenue, Suite 806
LIVE WORK PLAY

 

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SAWYER’S LANDING

249 NW 6TH STREET, MIAMI, FLORIDA

LIVE WORK PLAY

Proposer: Downtown Retail Associates, LLC (DRA)

SAWYER’S LANDING: LIVE, WORK, PLAY IN OVERTOWN 1

2 Include a clear identification of the material by section and by page number.

SAWYER’S LANDING: LIVE, WORK, PLAY IN OVERTOWN 2

October 17, 2017

Dear Mr. Zeltsman:

• LIVE: 115 modern workforce housing apartment units.

SAWYER’S LANDING: LIVE, WORK, PLAY IN OVERTOWN 3

4 A detailed description of the project, a site plan, and renderings.

LIVE, WORK, PLAY CONCEPT

Sawyer’s Landing is the embodiment of the Live, Work, Play concept.

SAWYER’S LANDING: LIVE, WORK, PLAY IN OVERTOWN 5

Proposed Sawyer’s Walk Revitalization Layout

SAWYER’S WALK FEATURES

 Mature trees relocated here from the existing site.

 Existing old growth trees to remain on Sawyer’s Walk.

 Upgrade lighting, seating, and plaza furniture.

SAWYER’S LANDING: LIVE, WORK, PLAY IN OVERTOWN 6

Proposed Sawyer’s Walk Revitalization Cultural Inspiration

SAWYER’S WALK FEATURES

 Northern facade of building for local artist expression.

SAWYER’S LANDING: LIVE, WORK, PLAY IN OVERTOWN 7

SAWYER’S LANDING: LIVE, WORK, PLAY IN OVERTOWN 8

SAWYER’S LANDING OVERVIEW

The approximately 860,000-square-foot mixed-use pro-

The tenant mix will have broad appeal to customers of a

Distance from Distance from

SAWYER’S LANDING: LIVE, WORK, PLAY IN OVERTOWN 9

SAWYER’S LANDING: LIVE, WORK, PLAY IN OVERTOWN 10

Land Use Diagram

SAWYER’S LANDING: LIVE, WORK, PLAY IN OVERTOWN 11

Local Cultural Attractions

SAWYER’S LANDING: LIVE, WORK, PLAY IN OVERTOWN 12

COMPATIBILITY WITH RECENT ECONOMIC DEVELOPMENT

The City’s Miami 21 Zoning Code

SAWYER’S LANDING: LIVE, WORK, PLAY IN OVERTOWN 13

SAWYER’S LANDING: LIVE, WORK, PLAY IN OVERTOWN 14

Food and Personal Services

Our goal is to create sustainable communities by:

Five overall strategies toward meeting these goals are:

SAWYER’S LANDING: LIVE, WORK, PLAY IN OVERTOWN 15

QUALITY AND SENSITIVITY OF DESIGN AND COMPATIBILITY WITH OVERTOWN AND

FULFILLMENT OF SEOPW CRA REDEVELOPMENT GOALS

SAWYER’S LANDING: LIVE, WORK, PLAY IN OVERTOWN 16

3 Guiding Principle 3: There must be variety in housing options.

• Substantial width for pedestrian movement and amenities.

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The development concept embraces the climate response in its character:

10 Guiding Principle 10: The Streets and buildings must be attractive.

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11 Guiding Principle 11: 24-hour environments should be encouraged.

Guiding Principle 12: Identifiable neighborhood centers are to be established in a distribut-

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Please see design concepts beginning on page 25:

• Plans and Drawings

Sawyer's Landing will include LEED-qualifying project components such as:

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October 13, 2017

Clarence Woods, Executive Director SEOPW CRA

Mr. Woods and fellow Response Reviewers: