CRED TAMPA BAY ANNUAL REPORT CERTIFICATE IN COMMUNITY REAL ESTATE DEVELOPMENT AT THE UNIVERSITY OF SOUTH FLORIDA

Transcription

1 20 13 CRED TAMPA BAY ANNUAL REPORT CERTIFICATE IN COMMUNITY REAL ESTATE DEVELOPMENT AT THE UNIVERSITY OF SOUTH FLORIDA

2 This year s program is dedicated to the memory of Tom Zuniga, the Father of CRED.

3 The John Scott Dailey Florida Institute of Government College of Arts and Sciences University of South Florida 4202 East Fowler Ave, CHE205 Tampa, Florida Phone: (813) Fax: (813) Director, Angela Crist ABOUT THE FLORIDA INSTITUTE OF GOVERNMENT The Florida Institute of Government (FIOG) of the College of Arts and Sciences at USF was established by the Legislature in 1981 as part of a consortium of universities that share a statewide mission: to increase the effectiveness and quality of government in Florida through applied research, training, and technical assistance programs and public service. The institute was renamed in honor of John Scott Dailey, its founding executive director. Since its inception, the FIOG at USF has provided training and technical assistance to code enforcement officers, city clerks, elected and appointed local and state governmental officials, volunteers and the general public.

4 PROGRAM OVERVIEW Course Summary The Certificate in Real Estate Development (CRED) Tampa Bay program at USF offers practical training for local community professionals to grow catalytic leadership for the revitalization of underserved communities. The three module program focuses on professional development for the local community development industry and works to create partnerships to develop and sustain viable communities in Tampa Bay. The program provides the tools participants need to carry out successful community based real estate development projects through 80 hours of classroom training, guest speakers, classroom exercises, homework and group projects. Participants who complete the course receive a certificate of program completion from USF Continuing Education, the Florida Institute of Government and become CRED alumni. Purpose The goal of the Community Real Estate Development program is to create effective leadership in community development for long term benefits to the community. The purpose of CRED is to provide professionals with opportunities to problem-solve local market issues while providing exposure to local, seasoned practitioners at an affordable cost with support from a steering committee of dedicated professionals which connect the program to the market. Community Benefit The CRED program targets nonprofit, government organizations and other community development professionals to expand the capacity of these organizations. By expanding the number of skilled professionals who are uniquely qualified to formulate and package dynamic real estate and economic development projects in low income neighborhoods and communities, we can stimulate economic development and create new partnerships for viable community development projects. Desired participant outcomes Develop a personal perspective Learn basic skills in real estate analysis Understand the language of real estate development, underwriting & investment Identify a project and determine preliminary feasibility Articulate a deal and package it for presentation to partners Understand Tampa Bay Market DNA Gain exposure to local market opportunities and possibilities Understand the community real estate development process Gain Skills for managing development including partnerships, legal issues, project management, financial statements, negotiating and presentation skills. The overall program outcome is to produce a well-trained workforce that can use the skills acquired to have a real world impact in their local community.

5 For over twenty-five years, as Principal of Carras Community Investment, Inc., James Carras has concentrated on designing and implementing responses and solutions for community and economic development opportunities. Assignments have ranged from influencing national policy on community investment, affordable housing and community economic development (Fannie Mae s White Paper on Affordable Housing Context ) to creating local financing and funding partnerships (e.g. Massachusetts Housing Investment Corporation, Delaware Community Investment Corporation) across the country. JAMES CARRAS, LEAD FACILITATOR Mr. Carras is recognized nationally for the creation and expansion of over fifty development financial institutions and community investment initiatives. He has served as the Founding Executive Director of the National Association of Affordable Housing Lenders, the Founding President of the Broward Housing Partnership and the South Florida Community Land Trust. Prior to establishing his consulting business, he served as a Community Development Advisor to the Mayor of Boston and was the Executive Director of the Massachusetts Urban Reinvestment Advisory Group where he was awarded the John Hay Whitney Fellowship. LECTURERS ROXANNE AMOROSO Roxanne Amoroso Consulting STAN FITTERMAN Florida Housing Corporation THEODORE TRENT GREEN USF School of Architecture and Community Design ED JOHNSON City of Tampa Community Redevelopment Agency REV. DR. SAMUEL KIRKLAND Shepherd s Care Ministries of Tampa Bay DEBRA REYES Neighborhood Lending Partners STUART ROGEL Tampa Bay Partnership TOM SHELLY Sand Development, LLC. JOHN TALMAGE (Formerly of) Social Compact KEVIN TATREAU Florida Housing Finance Corporation CLINTON PARIS Clinton Paris, P.A.

6 GRADUATES EDWARD COURTEMANCHE Pinellas County Community Development Edward Courtemanche is a Housing Specialist for the Pinellas County Community Development Department, administering the rehabilitation of single-family housing from Neighborhood Stabilization Program and CDBG Program and manages aspects of affordable housing developments. Ed has a B.S. in Architectural/Building Engineering Technology from the New England Institute of Technology. TRACEY CROCKER TDC Concepts Corporation and Berith Ministries International Tracey Crocker s experience includes front line management working with homeless and addictions/mental health clients, as well as working with management and Board of Directors on long range strategic planning, fund raising, and strategic networking. Tracey has developed and implemented conferences, fundraising events, trainings, and employment programs. SHARAUN DAY Tampa Housing Authority Sharaun Day is an experienced Asset Manager who currently oversees and manages a portfolio in excess of two million dollars, and is a licensed Real Estate Sales Associate in the state of FL. Some of her certifications include Accredited Real Estate Manager (ARM), Public Housing Manager (PHM), Home Low Income Housing Tax Credit (LIHTC), and Community Real Estate Development (CRED). CATHY GATES Tampa Housing Authority Catherine S. Gates is a Property Management Professional with over 30 years of experience with properties from affordable multifamily to commercial office and retail. Originally from the Midwest, Ms. Gates relocated to the Tampa Bay area in 1993 and has 2 sons, John Zachary and Eric Neal. She is currently employed by Tampa Housing Authority as a Community Property Manager in South Tampa. BRENDA GROVE Enable Business Development Institute Brenda Grove is the president of Enable Business Development Institute, whose primary focus is centered on strategic purpose, training, technical assistance, grant development. Brenda Grove has a Bachelor of Business Administration degree, Master of Public Administration degree, Business of Medicine Certificate from Johns Hopkins University and is a certified Grant Professional by GPCI. RICHEDEAN HILLS-ACKBAR Caregiver s Helping Hand Richedean Hills-Ackbar is the owner of Caregiver s Helping Hand, Inc. As a community leader, she recognizes the needs of East Tampa and develops programs for its progression. She serves the Vice Chair of the East Tampa CRA Advisory Committee and works with the East Tampa Community Revitalization Partnership and has a B.A. in Organizational Communications from the University of South Florida.

7 CHERYL JOHNSON Tampa Electric Company Cheryl Johnson is a property manager for Tampa Electric Company, overseeing the daily operations of TECO Properties facilities and consults & directs negotiations on major and capital improvements projects relating to land rights. She holds a Bachelor of Science degree from the University of Florida, an M.B.A. from Saint Leo University and is a Real Estate Broker Associate. DUSTY LAURENT City of Orlando Dusty Laurent is a Polk County Planning Technician, with 4 years of experience in architecture and urban planning operations. He began his career as an Architectural Drafter in Tampa and the City of Orlando as an Assistant Park Planner. He has volunteered with nonprofit organizations and as a youth mentor. Dusty has an MA in Architecture and Community Design from the University of South Florida. KATIE LEONARD Florida Department of Health Katie Leonard is a Community Planner for the Sarasota County Health Department, where she leads and coordinates policy regarding land use, zoning, community redevelopment, transportation planning; she insures that health equity and social justice are at the forefront of plan-making and redevelopment decisions. Katie has a M.A. in Urban and Regional Planning from the University of Florida. GLORIA PARHAM East Tampa Business & Civic Association Gloria Parham is an Executive Assistant at East Tampa Business and Civic Association, Inc. She has an Accounting degree from the University of Tampa and received her Real Estate Salesman license in December She would like to specialize in commercial appraisal. Personally, her best relationship is with the Lord and she is proud of her children and grandchildren. SCOTT POST Scott Post Construction Scott Post is a licensed residential and roofing contractor, working with veterans rebuilding their homes to accommodate for disabilities. He works with House Celebration, Inc. in this process to assist veterans and the homeless and with the knowledge obtained from CRED, and plans to further these goals via affordable housing project acquisition. Scott states that he stands for honesty, hard work & gratitude. NICOLE TRAVIS City of Lakeland Community Redevelopment Agency Nicole Travis is a Community Redevelopment Project Manager for the City of Lakeland, responsible for Dixieland CRA activities such as façade improvements, coordination of services to neighborhoods, commercial corridor planning & redevelopment and streetscape improvements. Nicole has also worked as an Urban Designer with the City of Tampa, and holds a Bachelor of Architecture and an M.B.A.

8 VALERIE WAY City of Lake Alfred Valerie Way has served as the City of Lake Alfred Community Development Director since 2007, managing a department responsible for planning, zoning, platting, issuing permits, performing inspections, and enforcing city ordinances. She is a member of the American Planning Association and received her Associates of Arts in Business Management and Administration from Polk State College. VICKI WHITE City of Bradenton Housing & Community Development Vicki White works for the City of Bradenton as Housing and Community Development Coordinator. She earned her M.P.A. from Florida Gulf Coast University and bachelor s degrees in Psychology and Business Administration from the University of Central Florida and is certified in Procurement and Contracts Management, Occupancy Specialist, and Housing Quality Standards Inspection. CHERRISE WILKS City of Tampa Cherrise Wilks has over eleven years of experience in state and local government management in financial and community development sectors. She has secured over $24 million in federal, state, and private grants, and her expertise includes business planning and administration. Ms. Wilks is a certified LEAN 5S Facilitator with a Masters of Public Administration from the University of North Florida. STEPHEN YERRAKADU Trifecta Development Group Stephen Yerrakadu has a Bachelor of Architecture from Cornell University and holds professional licenses. He has managed development projects ranging from luxury hotels and condos to rehabbing over 75 homes for families in need with a local nonprofit. He serves on the board of East Tampa Business and Civic Association and is committed to revitalizing East Tampa with the East Tampa Exchange.

9 CULMINATION Group Projects and the Culmination Event Each CRED class ends with a culmination event that provides an opportunity for each student to demonstrate what they have learned using real-life case studies. This process is integral to the success of the program by providing a platform upon which participants achievements in the course can be measured. The Culmination Event also gives participants experience in pitching a possible development project based on their own creativity and analysis of feasibility and funding. Members of the 2013 class developed project concept papers based on an identified problem or opportunity and presented their concepts to the class at the beginning of the course. Class members voted to determine which of the concepts best represented the areas of interest, areas of learning, and marketrelevance, then divided into teams around the selected projects. Six projects were chosen this year which encompass a range of issues in the Tampa Bay region. Project teams developed their project including parameters set by the instructor. As the Culmination Event approached, participants finalized their presentations making sure all parameters were included. Presentations were reviewed by a select group of community development practitioners, including members of the CRED Steering Committee, at the Culmination Event. Each group was asked follow-up questions and given beneficial feedback by the review team. Projects were reviewed based on the following criteria; relevance to today s market, quality of presentation, quality of substantive information and the ability to address and deal with questions. The six projects presented by this year s class are detailed in the following pages.

10 BAYSIDE RESERVE Ed Courtemanche, Vicki White DEVELOPMENT CONCEPT Bayside Reserve will provide 35 single-family affordable homes on a parcel of land currently owned by the Pinellas Community Housing Foundation Community Land Trust. Affordability is maintained by selling the home, but leasing the property to the buyer. DEVELOPMENT SCHEME/SITE PLAN The project is located at the Northwest corner of 49 Street N and 162nd Avenue N in the City of Largo. The property is unincorporated, unimproved and heavily wooded. The site is about 9 acres with a current zoning of RL (residential low-5 dwelling units /Ac) and RU (residential urban-7.5 dwelling units/ac). A possible phase 2 lot would be a little over 7 acres with a current zoning of RL. FINANCIAL FEASIBILITY Total projected funding for the project is $2,175,000 grants, $91,310 in fee waivers, and $2,986,894 in loans for a total development cost of $5,253,204. Assuming that 26 units are sold at $140,000 each, 6 units are sold at $82,000 each, and 3 units are sold at $53,000 each, the total gross revenue will be $4,291,000. COLLABORATIONS The project will be developed through collaboration with Pinellas County s Community Development Department and the Housing Finance Authority of Pinellas County. The Housing Finance Authority will provide the homebuyer financing, and can provide down payment assistance to the homebuyers. THREATS AND CHALLENGES One possible threat could be the displeasure of neighboring residents including; densities, type of homes and appearance. The developer will hold two community outreach meetings in the area to alleviate negative attitudes. Funding challenges are present at the state and federal level, but the county can utilize block grant resources. MARKET The majority of available homes in Pinellas County in the lower price ranges are older and currently do not meet basic housing quality standards. While most homes are affordable to those making the median income of $45,891, older construction means a higher actual cost including repairs, maintenance and insurance. Pinellas County has defined the production and preservation of affordable housing as a priority need. COMMUNITY IMPACT Given the site s desirable waterfront access coupled with an innovative site plan that incorporates a public access park with recreational amenities, high quality design, architecture and landscaping, Bayside Reserve provides a unique opportunity to create a mixed income community in a highly marketable location. MANAGEMENT Approximately 60% of the budget is covered through a loan from Neighborhood Lending Partners, while grant funds provide 40% of the funds. The housing trust will receive some income from the leaseholds for the land to be used for maintenance and board operations.

11 BERITH HOUSE OF HOPE Scott Post, Richedean Hills-Ackbar, Tracey Crocker MARKET The population in this area is 466,457, and over 4,000 homeless. Pasco County has the second largest homeless population in the state of Florida with over 4,000 men, women and children (1,700) homeless. COMMUNITY IMPACT Berith House will fill the need for emergency shelter, permanent housing and family transitional housing and social services and health services for eastern Pasco County. MANAGEMENT Berith House will be governed by a board of directors and primary stakeholder is Berith Ministries International. Additionally, Berith House will have a community advisory board consisting of representatives from each of its community partners and representatives. DEVELOPMENT CONCEPT Berith House, Inc. is a faith-based therapeutic community outreach providing shelter and life recovery, with each individual being treated with dignity and respect in a safe, religioncentered environment. Berith House will serve New Port Richey and Pasco County, with a 55 bed transitional housing and Life Recovery program for families and single adults and will also house the offices for Berith Ministries International. DEVELOPMENT SCHEME/SITE PLAN The location for Berith House will be 6716 Congress Street, New Port Richey, Florida. This property was previously licensed as a residential facility for foster care youth. There are 23 bedrooms and 26 restrooms, allowing for up to 55 beds. The property is ideally suited for an ALF/transitional housing use. FINANCIAL FEASIBILITY The property is listed at $850,000 (reduced from $1,100,000), and Bank of America has agreed to finance up to 90 percent. The Chancey Road Christian Center will provide $250,000 grant for transitional housing. Private investors and other grants will be sought to cover the difference. COLLABORATIONS A number of nonprofit, for-profit and government agencies have expressed an interest in working with Berith House to provide homeless services, health services, HOPWA and social services for the project. THREATS AND CHALLENGES To overcome the opposition to the establishment of Berith House, we will create a speakers bureau made up of homeless and formerly homeless speakers to inform and educate the community on what we are doing, and that those who have no place to call home are just like everyone else.

12 STANDING OVATION HEALTH CENTER Valerie Way, Nicole Travis, Cheryl Johnson DEVELOPMENT CONCEPT Standing Ovation is a nonprofit community clinic providing quality healthcare to underserved members of the downtown Tampa community, elevating the health care delivery experience for all: patients, caregivers and staff members. DEVELOPMENT SCHEME/SITE PLAN Standing Ovation will be housed in a 84,000 square foot, four story facility that will include a pharmacy, walk-in clinic, laboratory, medical and surgical offices and radiology services. The Health Center will be located on 1103 N. Nebraska Avenue in Tampa, along Nuccio Parkway, in a Brownfields Designated Area in the RM24 zoning district as office professional space. The building will be LEED Gold in the Healthcare Rating System. FINANCIAL FEASIBILITY Project costs after acquisition, construction (including 5% contingency), predevelopment and the developer fee will be $17,389,792. Equity of the project including grants, contributions and loans totals $8,925,00. Financing the project includes a CDE Loan and NMTC Equity to total $8,464,792 in financed debt, with a monthly debt service of $52,438. The Net Operating Income of Standing Ovation is $1,524,390 with a total debt service of $629,258 and a before-tax cash flow of $895,132. COLLABORATIONS The Health Center will partner with BayCare Health System, the City of Tampa, the Department of Health, the Tampa Housing Authority, as well as USF Health and its resources and services administration. THREATS AND CHALLENGES Surrounding services like BayCare and USF Partnerships are threats to the Center. Zoning and grant funding are also integral parts to the project s outcome, as well as the results of the East Tampa Brownfields Assessment Grant. MARKET The median income for the area is $28,125 as of Sixty-nine percent of area residents live in poverty, and 49 percent of resident households do not have a vehicle. Approximately 11,515 residents living in Downtown Tampa will be able to utilize Standing Ovation s central location near Tampa s Encore! Development. COMMUNITY IMPACT Standing Ovation Health Center will be well positioned to serve the community by providing dental, podiatry, ophthalmology, pharmacy, and other health care services. Standing Ovation will provide access to high-value primary care at lower costs that generate savings to the entire community, including consumers, taxpayers, and governments. A health center in the downtown core will attract and sustain high-quality health care. MANAGEMENT A seven member advisory board will oversee Standing Ovation Health Center. Five designees from the BayCare Health System, City of Tampa, USF Health, Department of Health, and the Tampa Housing Authority will serve along with two appointed citizens.

13 HEALTHPLEX AT MARIAN ANDERSON PLACE Dusty Laurent, Katie Leonard MARKET Marion Anderson Place will be within a one mile radius of health and personal care stores, pharmacies and drug stores with an opportunity gap of 4,922,396; it will also be within a one mile radius of optical good stores with an opportunity gap of 149,631. COMMUNITY IMPACT Healthplex s impact will include increased economic development, increased access to healthcare and community health outcomes, oral health, social health, physical health, job creation, biomedical research in the community, increase in property tax revenue, increase in sales tax revenue and an enhanced community image. MANAGEMENT Marian Anderson Development Corporation (MADC) will oversee the project, and the MADC Advisory Board will be used to recognize ongoing citizen and stakeholder input. Site Management will lie with a local property management group (i.e. Michael Saunders & Company). An Advisory Board will be organized to provide continuous feedback. DEVELOPMENT CONCEPT Marion Anderson Place is designed to meet the community s health needs by developing a Federally Qualified Health Center (FQHC) LEED certified development to include dental, retail, pharmacy, vision, research, private providers, and farmer s market space for Phase I. Phase II & III would include education opportunities, social services, child care, public art, a park and walking trail. DEVELOPMENT SCHEME/SITE PLAN Marian Anderson Place is a vacant property of 13.9 acres 300 feet east of U.S. 301, 1 mile east of U.S. 41, 7 miles from Interstate 75 at 2046 Dr. Martin Luther King Jr. Way in Sarasota, FL. The property has a Brownfields Designation, is in a Community Redevelopment Area (CRA), Enterprise Zone and HUB Zone. FINANCIAL FEASIBILITY A total equity of $7,338, is made up of the land value, EPA Targeted Brownfields Assessment Grant, EPA Clean-up Grant, USHHS Affordable Care Act, HRSA Service Area Grant, FL Brownfields Bonus Refund, Property Tax Rebate and the CRA. Total Operating Expenses for the project will be $634,588.19, and a total debt service of $2,990, COLLABORATIONS Partners will include University of Florida, Florida Department of Health, USF, Community Foundation of Sarasota, Walgreens, City of Sarasota, Sarasota County, Nova Southeastern University, EPA, Ringling College of Art & Design, University of Florida IFAS, and Sarasota County Technical Institute. THREATS AND CHALLENGES Some threats and challenges for the project include obtaining the needed grant funding, adhering to the development time-line, the Brownfields cleanup, the site location, encouraging retail (secondary corner) and the City of Sarasota Living Wage Ordinance.

14 EAST TAMPA BUSINESS EXCHANGE Stephen Yerrakadu, Gloria Parham, Brenda Grove, Cherrise Wilks DEVELOPMENT CONCEPT The East Tampa Business Exchange (ETBE) is a mixed use development with the goal of helping the community and businesses reach their scale. The East Tampa Business Exchange Incubator is a Class A office building that will offer co-work space, individual office space, and business development services. DEVELOPMENT SCHEME/SITE PLAN The location of the ETBE is 1614 N. 34th Street, Tampa, FL. Schematic design with program and uses considered resulted in the following physical spaces for the Incubator Facility: 14 private offices, 2 large presentation rooms, 2 small meeting rooms, co-working space for program members and 17 parking spaces. FINANCIAL FEASIBILITY Gross potential income is estimated at $507,600, with expenses of $415,888, for a potential Net Operating Income of $91,712. The average effective gross income is $572,421, less a 10 year average operating expenses of $487,765, for an annual Net Operating Income is $84,657 based on 10 year projections. With an annual Debt Service of $34,986, the average annual before Tax Cash Flow is $49,970 resulting in an average annual Debt Coverage Ratio of 2.44%. This analysis presents that the project is feasible. COLLABORATIONS The ETBE will collaborate with; the City of Tampa, Tampa Community Development Corporation, builders and construction associations, and small business development centers and groups. THREATS AND CHALLENGES Threats include; delay of the construction schedule, government cutbacks with grant sources/ alternative funding, incubators may want to expand their construction training program or business development in the future and opposition from local stakeholders. MARKET A survey based on the East Tampa CRA s 2008 East Tampa Needs Assessment demonstrated five core needs for the area in 2013; job training, affordable housing, planning and advocacy training, dental services, business training and a technology center. The East Tampa Business Exchange will also address construction as a target industry for the incubator. COMMUNITY IMPACT Investors and city planners are beginning to recognize that East Tampa is a missing piece of the business relocation puzzle. Three direct jobs will be created, and indirect jobs will total 40 by year two, 80 by year three. One half to two acres of Brownfields land will be remediated. Twelve to 24 new start-ups will be created by year two with 30 companies as members of the accelerator training program. MANAGEMENT The East Tampa Business and Civic Association will manage the business incubator in both the development process and the operations upon building completion. Management of the project will require focus on two primary stages: development and post development.

15 THE CORE Cathy Gates, Sharaun Day MARKET Target markets are the youth in the area, including those who reside in North Boulevard Homes and surrounding areas. High school students in this area are zoned for Blake High School, which has a 66.6 percent graduation rate and a high number of out of school suspensions. COMMUNITY IMPACT The CORE will provide GED classes, wellness education, therapy, counseling, and personal, academic and career development programs, among others. Programs will emphasize the positive, reinforce strengths, support academic success, and help the youth envision a positive future, providing learning initiatives for at-risk teens in the community via tutoring opportunities and career counseling. Participants, recommended by teachers and counselors, will have access to a computer lab and engage in recreational activities. MANAGEMENT The CORE will be owned and managed by the Tampa Housing Authority, a nonprofit governmental entity possessing both the experience and financial resources necessary to ensure its success. DEVELOPMENT CONCEPT A state-of-the-art LEED Certified facility, incorporating two stories, a total of 21,000 square feet will serve youth daily with afterschool and daycare programs. Amenities are designed to include educational and recreational programs for youth in the area. DEVELOPMENT SCHEME/SITE PLAN The CORE will be located on 1129 West Main Street in Tampa at the corners of Rome Avenue, Main Street, North Boulevard and Spruce Street. The land is currently owned by the Tampa Housing Authority, neighboring North Boulevard Homes; this public housing community consists of 670 units on 44 acres with a high population of at-risk youth. FINANCIAL FEASIBILITY Estimated development and construction costs total $3,282,700 excluding the cost of solar panels. The operating expenses of The CORE (salaries, maintenance and utilities, et al) will cost $600,000. Potential funding source can yield $167,229 from grants, THA funds and reserved, donations and loans. The CORE will have revenue streams including membership dues and program fees, as well as rental income and studio space usage. COLLABORATIONS The CORE will partner with the following organizations to facilitate the project and oversee its success; Tampa Housing Authority, The City of Tampa, Bank of America, local and state governments, faith-based organizations, private foundations, financial institutions, and community and nonprofit organizations. THREATS AND CHALLENGES The YMCA, Boys and Girls Club and the MLK Center are within 10 miles of North Boulevard Homes. Residents lack the resources to have their children attend programs offered at these centers. The CORE also has to overcome a lack of public awareness and resident involvement, negative public opinion, negative stereotypes and funding shortages.

16 OUR SUPPORTERS CRED STEERING COMMITTEE SYLVIA ALVAREZ Housing and Education Alliance/CRED Alumni TRENT GREEN USF School of Architecture and Community Design ED JOHNSON East Tampa Community Redevelopment Area/CRED Alumni DEBRA REYES Neighborhood Lending Partners CURTIS STOKES Fifth Third Bank, CRED Alumni ANTHONY JONES The Housing Finance Authority of Pinellas County LEROY MOORE Tampa Housing Authority HARRY HEDGES Tampa Housing Partnerships ROXANNE AMOROSO Roxanne Amoroso Consulting KELLY PILLON Point West Engineering/CRED Alumni LISA REEVES Realtor/CRED Alumni ERNEST BAREFIELD Plant City CDC/CRED Alumni JACK GARRETT Homeless Coalition/CRED Alumni TOM SHELLY Sand Development, LLC./CRED Alumni OUR SPONSORS SPECIAL THANKS TO ORANGE BLOSSOM CATERING for providing delicious and plentiful meals for the program. For more information, please contact: Becky Clayton (813)