---
date: 2024-09-24
title: URBAN REDEVELOPMENT AGENCY MEETING Agenda Packet
source: 2024-09/2024-09-24_URBAN REDEVELOPMENT AGENCY MEETING_Agenda Packet.pdf
pages: 1
---

STOCKBRIDGE URA MEETING
URBAN REDEVELOPMENT
AGENCY
Agenda
Anthony Ford, Chair
September 24, 2024 5:00 PM
Alphonso Thomas, Vice-Chair
Board Member Elton Alexander
Board Member Yolanda Barber
Board Member Kyle Berry
Board Member LaKeisha Gantt

CITY MANAGER
Frederick Gardiner

BOARD SECRETARY
Vanessa Holiday

STOCKBRIDGE CITY HALL
INTERIM CITY TREASURER
4640 NORTH HENRY BLVD.
Lakeisha Gaines
STOCKBRIDGE, GA 30281

CITY ATTORNEY Website: www.stockbridgega.org
Quinton G. Washington
Phone: 770-389-7900

Fax: 770-389-7912
AGENDA
URA MEETING
CITY OF STOCKBRIDGE
TUESDAY, SEPTEMBER 24, 2024 5:00 PM

I. Call to Order
1. Invocation Followed by Pledge
2. Roll Call
3. Approve Agenda
4. Approve Minutes
Approval of April 8, 2024 Meeting Minutes
II. PRESENTATION
5. Downtown Redevelopment Project
III. Executive Session (if needed)
IV. Adjourn
STOCKBRIDGE
URBAN
REDEVELOPMENT
AGENCY
SUMMARY MINUTES
BOARD MEETING
MONDAY, APRIL 8, 2024 5:45 P.M.
Board Members Administration
Anthony S. Ford - Chair Frederick Gardiner - City Manager
Alphonso Thomas – Vice Chair Vanessa Holiday – Secretary
Elton Alexander - Board Member Quinton Washington – City Attorney
Yolanda Barber - Board Member Samantha Embry – City Attorney
Kyle Berry - Board Member
LaKeisha Gantt - Board Member

The meeting was called to order by Chair Ford at 5:45 P.M.

Invocation by Chair Ford

Pledge of Allegiance in unison.

Board Secretary, Vanessa Holiday was asked for a roll call of the board; all Board
Members were except Board Member Barber.

Board Member Alexander motioned to approve the March 26, 2024 Meeting Minutes;
seconded by Board Member Berry. The motion passed unanimously 4-0.

Unfinished Business
Board Approval of URA Resolution R24-003 to sell .8 acres located at4498 North Henry
Blvd. Stockbridge, GA Parcel ID No. S-26-01015000.
Presented by Quinton Washington, Board Attorney
Attorney Washington noted the action of the Board is out of an abundance of caution to
clarify the property to be sold to Royal Seven is .8 acres as shown in the contract
agreement; however, the motion from the prior meeting that previously went through
encompassed 16 acres.

Attorney Washington also noted Section 5 of the Resolution authorizes the Board
Attorney to make edits and corrections based on the will of the Board per the Charter,
and that the correction would be made on all documentation to reference .8 acres.

4640 North Henry Blvd. Stockbridge, GA 30281 770-389-7900 www.cityofstockbridge.com
Board Member Gantt asked if the .8 acres has been marked or been divided; and
suggested the Board vote to have clean documents.

Attorney Washington confirmed that the survey of the parcel references .8 acres, and
noted the Attorney could make the correction as authorized by Section 5 of the
Resolution.

Board Member Alexander noted that Attorney Washington has indicated that the Board
Attorney has the authority as referenced to make the change that would have prevented
the sale of 16 acres, and this action is being done out of an abundance of caution, and
in the future should such an error occur, the Board Attorney would have the authority to
make the correction and not have to bring the matter back before the Board.

Chair Ford noted it would be best while the Board is present to vote on the matter
referencing the .8 acres.

Board Member Alexander motioned to approve the URA Resolution as described by the
Board Attorney; seconded by Board Member Gantt. The motion passed unanimously
4-0.

Motion to adjourn at the meeting at 5:50 p.m. was made by Board Member Gantt;
seconded Board Member Alexander. The motion passed unanimously 4-0.

Respectfully submitted by:

Vanessa Holiday, Board Secretary Anthony S. Ford, Board Chair

4640 North Henry Blvd. Stockbridge, GA 30281 770-389-7900 www.cityofstockbridge.com
Sunset Ridge

Mixed-use Development

Stockbridge, GA
Click here to play the Video
Rock Quarry Homes

Mixed-Use Development
Stockbridge , GA
Site Plan:
Click here to play the Video
Stockbridge Town Center
Executive Summary

BURKE STREET ELEVATION
SITE PLAN
VIEW FROM E ATLANTA ROAD AND NORTH HENRY BOULEVARD
The Bridge

VIEW FROM BURKE STREET

The Town Green
EXECUTIVE SUMMARY
Ref. Appendix A for estimated area and cost of construction calculation

Old Town New Town

Old Town New Town
A. Construction cost - $35,406,800 A. Construction cost - $137,642,450
B. Fixed Equipment @ 10% of A - $3,450,680 B. Fixed Equipment @ 10% of A - $13,764,245
C. Site Development @ 15% of A - $5,311,020 C. Site Development @ 15% of A - $20,646,368
D. Inflation @ 6% Annually - $2,124,108 D. Inflation @ 6% Annually - $8,258,547

E. Total Construction Cost - $46,382,908 E. Total Construction Cost - $180,311,610
6 7 3
G. Soft Cost@ 18% of E - $8,348,923 2 G. Soft Cost@ 18% of E - $32,456,090
H. Administration @ 6% of E - $2,782,974 H. Administration @ 6% of E - $10,818,697
I. Project Contingency @ 10% of E - $4,638,291 I. Project Contingency @ 10% of E - $18,031,161
K. Financing/Funding Cost @10% - $4,638,291 K. Financing/Funding Cost @10% - $18,031,161

Total Project Cost - $66,791,388 Total Project Cost - $259,648,718

Assessed Amount @40% - $26,716,550 5 Assessed Amount @40% - $103,759,490
Millage Rate in Stockbridge - 37.616 mills Millage Rate in Stockbridge - 37.616 mills
Annual Tax Collection - $ 1,004,950 Annual Tax Collection - $ 3,906,780
Over 15 year Period - $15,074,550* Over 15 year Period - $58,601,680*

TOTAL

Total Project Cost - $326,440,100

Assessed Amount @40% - $130,576,050
Millage Rate in Stockbridge - 37.616 mills

Annual Tax Collection - $ 4,911,750

Over 15 year Period - $73,676,230*
City Tax - 3.77 mills
BOE Tax - 20 mills
BOE Bond Tax - 2 mills
Henry Water Auth. - 2 mills
BOC Fire Tax - 1.791 mills
BOC Tax - 8.055 mills
Total - 37.616 mills
*The costs are per architect’s experience and indicative of similar projects as case studies. For
actual numbers a financial viability study needs to be done by a professional consultant.
APPENDIX -A
PAGE INTENTIONALLY LEFT BLANK
APPENDIX - A
BUILDING - 1

25,56 sqft - 78 cars 42,660 sqft
25,56 sqft - 78 cars 42,660 sqft
25,56 sqft - 78 cars 42,660 sqft
25,56 sqft - 78 cars 42,660 sqft

53,000 sqft - 163 cars 26,980 sqft

RESIDENTIAL
RESIDENTIAL : 171 UNITS COMMERCIAL / RETAIL
STUDIO : 19
1 B/R : 84 PARKING / SERVICES
2 B/R : 56
3 B/R :12

RESIDENTIAL : 170,640 sqft

COMMERCIAL / RETAIL : 26,980 sqft

PARKING / SERVICES : 155,240 sqft - 478 cars

TOTAL : 352,860 sqft
APPENDIX - A
BUILDING - 2

29,300 sqft
29,300 sqft

22,950 sqft 6,350 sqft

RESIDENTIAL
RESIDENTIAL : 59 UNITS COMMERCIAL / RETAIL
STUDIO : 6
1 B/R : 29 PARKING
2 B/R : 19
3 B/R : 4

RESIDENTIAL : 58,600 sqft

COMMERCIAL / RETAIL : 22,950 sqft

PARKING : 6,350 sqft - 20 cars

TOTAL : 87,900sqft
APPENDIX - A
BUILDING - 3

36,500 sqft
36,500 sqft
36,500 sqft

26,350 sqft 26,350 sqft - 81 cars
52,700 sqft - 162 cars

RESIDENTIAL
RESIDENTIAL : 110 UNITS COMMERCIAL / RETAIL
STUDIO : 12
1 B/R : 54 PARKING / SERVICES
2 B/R : 36
3 B/R : 8

RESIDENTIAL : 109,500 sqft

COMMERCIAL / RETAIL : 26,350 sqft

PARKING / SERVICES : 79,050 sqft - 243 cars

TOTAL : 214,900 sqft
APPENDIX - A
BUILDING - 4

36,000 sqft - 111 cars
36,000 sqft - 111cars
18,000 sqft 18,000 sqft - 55 cars

COMMERCIAL / RETAIL
PARKING / SERVICES

COMMERCIAL / RETAIL : 18,000 sqft

PARKING / SERVICES : 90,000 sqft - 277 cars

TOTAL : 108,000 sqft
APPENDIX - A
BUILDING - 6

2,600 sqft
16,800 sqft
16,800 sqft

MIXED COMMERCIAL /
RESIDENTIAL
COMMERCIAL / RETAIL

MIXED COMMERCIAL /
RESIDENTIAL : 33,600 sqft

COMMERCIAL : 2,600 sqft

TOTAL : 36,200 sqft
APPENDIX - A
BUILDING - 7

3,200 sqft
16,800 sqft
16,800 sqft
16,800 sqft

MIXED COMMERCIAL /
RESIDENTIAL
COMMERCIAL / RETAIL

MIXED COMMERCIAL /
RESIDENTIAL : 50,400 sqft

COMMERCIAL : 3,200 sqft

TOTAL : 53,600 sqft
APPENDIX - A
BUILDING - 8

2,000 sqft
12,250 sqft
12,250 sqft

MIXED COMMERCIAL /
RESIDENTIAL
COMMERCIAL / RETAIL

MIXED COMMERCIAL /
RESIDENTIAL : 24,500 sqft

COMMERCIAL : 2,000 sqft

TOTAL : 26,500 sqft
IMPLEMENTATION
BRIDGING THE OLD AND NEW TOWN CENTER, STOCKBRIDGE

The city of Stockbridge is embarking on a transformative rience that is economically viable, culturally vibrant, and ii. We recommend an anchor use to attract sufficient
urban development initiative that aims to seamlessly con- functional. This comprehensive mixed-use plan has the po- visitors morning, noon and evening, 7 days a week
nect its historic downtown with the new town center. This tential to transform Stockbridge into a thriving urban hub, will be critical to the success.
concept focuses on activating Burke Street and East Atlanta attracting investment, fostering community engagement, iii. Such a multi generational active center would drive
Road, which are pivotal corridors in this ambitious plan. and enhancing the quality of life for its residents. up the retail demand and bring people to the site on
The goal is to create a cohesive and vibrant urban center that a daily basis.
integrates retail, commercial, and residential spaces with iv. The addition of the arts will enhance the experience
community uses, fostering a dynamic environment that IMPLEMENTATION as well.
serves the needs of the Stockbridge residents, and visitors. To assure this next phase of development is exciting and vi-
brant for generations to come we recommend the following
The project envisions a comprehensive mixed-use develop- steps to implementation. 3. Developing a P3 Implementation Strategy: Fund-
ment that is culturally resonant, and functional. The stra- ing Sources, Delivery Method, and Operational
tegic enhancement of Burke Street and East Atlanta Road 1. Build consensus and excitement around the vision - Model - To ensure the successful implementation of
is central to this vision, with the aim of transforming these A critical component of successfully activating Burke the development project along Burke Street and East
thoroughfares into bustling hubs of activity. By incorporat- Street and East Atlanta Road lies in garnering wide- Atlanta Road, a Public-Private Partnership (P3) ap-
ing marketable retail outlets, cafes, office spaces, with event spread support and enthusiasm for the vision among proach should be adopted. This strategy leverages the
venues, parks, and activity centers the project seeks to cre- all stakeholders. Building consensus and excitement strengths of both public and private sectors to deliver
ate a vibrant community place that attracts people from around the plan is essential to ensure its smooth im- a project that is financially viable, efficiently managed,
throughout the region and encourages social interaction. plementation and long-term success. and beneficial to the community

Culturally, the development respects the heritage of i. Engage the Community through public meetings, i. Potential public funding:
Stockbridge while incorporating modern elements that workshops, and surveys.
reflect contemporary lifestyles. The design will incor- ii. Collaborative partnerships with local businesses a. Tax Allocation District (TAD): Utilize TAD to
porate local architectural styles and materials, ensur- and organizations. capture the future increase in property tax rev-
ing that the new developments harmonize with the ex- iii. Showcase economic benefits to local businesses enues generated by the project to fund upfront
isting urban fabric. This cultural sensitivity will foster and its effects on quality of life for residents. development costs. This approach can provide a
a sense of pride and ownership among residents, en- significant source of funding without burdening
couraging community engagement and participation. current taxpayers.
2. Validating Market Demand, Programs, Construc- b. Special (Purpose) District - Create SDs for a lim-
The project concept is designed to be user-friendly and ac- tion Cost, and Phasing - Ensuring the success of the ited, special purpose as a way to provide economic
cessible. Thoughtful urban planning will ensure that the development project along Burke Street and East At- support or economic development for site. This is
streets are easy to navigate, with pedestrian-friendly walk- lanta Road in Stockbridge requires thorough valida- a way for a local government to generate additional
ways, bike lanes, and efficient public transportation options. tion of market demand, program feasibility, construc- income through taxes or by issuing bonds to support
The integration of existing and proposed green spaces, pe- tion costs, and phasing. This comprehensive validation the needs of the district.
destrian bridge over the rail tracks and parks will provide process will help align the project with economic real- c. Municipal Bonds - Issue municipal bonds to raise
residents with opportunities for outdoor activities and re- ities and community needs, ensuring a viable and sus- capital for infrastructure improvements and initial
laxation, enhancing the overall livability of Stockbridge. tainable development. development phases. Bonds can be structured with
attractive terms to appeal to investors while mini-
In conclusion, the activation of Burke Street and East At- i. To amount to high quality development, this site will mizing the impact on taxpayers.
lanta Road is a strategic move to connect the old downtown require a significant investment in public infrastruc- d. SPLOST Funds (Special Purpose Local Option
with the new town center, creating a seamless urban expe- ture and anchor uses. Sales Tax) - In case of vertical mixed-use, to miti-
IMPLEMENTATION
BRIDGING THE OLD AND NEW TOWN CENTER, STOCKBRIDGE

gate higher construction cost, they will expect that cess of the project, the city should create a design
the parking decks and podium should be publicly management approach with an independent archi-
funded and owned by the city. tect to design the public buildings and infrastructure
while overseeing all coordination for the design ele-
ii. Potential Private Investment: ments of the private sector.

a. Equity Investment - Attract private equity in-
vestment from real estate developers, investment
funds, and other private entities. Equity investors
are attracted to a marked rate return on investment.
b. Commercial Loans: Secure commercial loans
from banks and financial institutions. Favorable
loan terms can be negotiated based on the project-
ed revenue streams and economic benefits of the
project.
c. Public-Private Investment Funds - Create an
investment fund that combines public and private
capital to finance the project. This hybrid approach
can leverage public resources to attract substantial
private investment.

4. Maximizing the Return on Investment for the Cit-
izens of Stockbridge - Maximizing the return on
investment (ROI) for the citizens of Stockbridge
involves not only financial gains but also improve-
ments in quality of life, community well-being, and
long-term sustainability.

i. Economic benefits through local employment op-
portunities, and small business support.
ii. Social and community benefits include affordable
housing, enhanced public spaces, public art and
beautification, cultural event and festival spaces.
iii. Health and environmental benefits through better
bike and pedestrian friendly infrastructure as well as
a multi generational activity center.
iv. The city should design, fund and build the public
buildings, parks and infrastructure.
v. The private sector should own and operate the pri-
vate uses. Given the importance of design to the suc-
