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TABLE OF CONTENTS

Table of Contents . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

Acknowledgements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

Vision/Mission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

The Team and Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

Digital Media and Orlando . . . . . . . . . . . . . . . . . . . . . . . . . . 8

What is the Creative Village? . . . . . . . . . . . . . . . . . . . . . . . . . 9

RFP Guidelines . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15

Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16

Appendix . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17

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ACKNOWLEDGEMENTSThe City of Orlando and Mayor Buddy Dyer would like to thank the following members of the Downtown Orlando Creative Village Concept Team and City Staff for their time and effort in crafting this vision for the Creative Village.

Co-CHAIRS Suzy Allen Ben Noel VicePresident,Film&DigitalMediaDevelopment ExecutiveDirector MetroOrlandoEconomicDevelopmentCommission FloridaInteractiveEntertainmentAcademy

TEAM MEMBERS Vernice Atkins-Bradley Terry Delahunty DirectorofCommunityAffairs&BusinessDevelopment Partner TurnerConstructionCompany Foley&Lardner,LLP

Jeffrey Brock Rich Grula CEO GraduateStudent RealtyCapitalTCNWorldwide FloridaInteractiveEntertainmentAcademy

Brian Butler Craig Hagen President CorporateDirectorofGovernmentAffairs JCBConstruction,Inc. ElectronicArts

Dom Carola Kha Le-Huu President Principal ProjectFireflyProductions KhaLe-HuuPartners

Fred Kittinger Henry Maldonado DirectorofStateandLocalGovernmentRelations VicePresident&GeneralManager UniversityofCentralFlorida WKMG-TV6

Robert Mandell Harold Mills President ChiefExecutiveOfficer MeritageHomes,CentralFloridaDivision ZeroChaos

Mary Spio Mark Terry ChiefExecutiveOfficer/DirectorofMediaServices President NextGalaxyMedia TKO

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STAFF SUPPORT

Frank Billingsley Brooke BonnettEconomicDevelopmentDepartmentDirector EconomicDevelopmentDepartmentDeputyDirectorCityofOrlando CityofOrlando

Laurie Botts-Wright Naeem ColemanRealEstateDivisionManager EconomicDevelopmentCoordinatorCityofOrlando CityofOrlandoCommunityRedevelopmentAgency

Bruce Hossfield Kim KingSeniorPlanner EconomicDevelopmentCoordinatorCityofOrlando CityofOrlando

Richard Krent Char MidkiffCityArchitect InformationSpecialistCityofOrlando CityofOrlando

Holly Stenger Frank UsinaUrbanDesigner Logistical/CustomerServiceManagerCityofOrlando CityofOrlando

A special thank you to Troy Russ, Principal/Urban Design & Transportation Practice Leader, from Glatting Jackson who facilitated several group meetings and has been invaluable to this process.

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VISIONThe Creative Village will be a magnet for knowledge workers to live, work, learn and play – a place where high-tech, digital media and creative industry companies integrate with residential, retail, and academia in a neighborhood that is connected to the surrounding community and plugged in globally. Innovative in its architecture, thoughtfully mixing living and working spaces, the Village will be designed to enhance the lifestyle of creative people and become a supportive, business-friendly environment in which digital media and related companies can thrive.

MISSIONThe Downtown Orlando Creative Village Concept Team will provide recommendations for a Request For Proposal to be issued by the City of Orlando to encourage private and public development of the Centroplex property as a world- class environment driven by its creative culture. The Creative Village will include a variety of businesses and amenities creating the best place to work, learn, live and play and serve as a catalyst to inspire growth and nurture the community.

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INTRODUCTIONMajor metropolitan areas are reinventing their downtowns,creating central cities where one can live, work, learn andplay.Thegrowinginterestinlivinginmulti-useurbandistrictsisalsobeingdrivenbytheincreasingnumberofknowledgeworkersintheU.S.laborforce.Today’seconomyreliesmoreon ideas, created by people, rather than physical resources.Thisnewworkforceseeksoutadowntown,urbanlifestyle.Orlando has been impacted by this change. In addition tobecoming an increasing magnet for knowledge workers,Orlando has also been a high-tech hub dating back to the1950s.LocalcompaniessuchasLockheedMartin(formerlyMartinMarietta),NorthrupGrummanandDisneyareleadersin simulation, along with the University of Central Florida,whichhasanaward-winningTechnologyIncubator.Orlandohas emerged as a powerhouse for digital media and relatedindustries.

MayorBuddyDyerandtheCityCommissionersunderstandtheimpactoftheknowledgeworkerwithinOrlando’seconomy.When Mayor Dyer took office, he highlighted Orlando’spositionasahigh-techcenterandcommittedtoexpandingandsupportingtheCity’sroleasahigh-techbusinessleaderandcontinueddiversificationofthelocaleconomy.Heemphasizedthe importanceof not only attractingnewbusinesses to theCity,butalsocreatingastart-upenvironment inwhichnewcompanies could grow and create high-wage, high-valuejobs.

In August 2006, Mayor Dyer appointed the DowntownOrlando Creative Village Concept Team (the Team) and

taskedthemwithcraftingavisionforaDowntownOrlandoCreativeVillage.TheproposedsitefortheCreativeVillageistheOrlandoCentroplex,wheretheOrlandoArenaandBobCarrPerformingArtsCenterarelocated.TheboundariesofthisareaareHugheyAvenuetotheEast,WestLivingstontotheSouth,ParramoreAvenuetotheWestandConcordStreettotheNorth.TheplanneddevelopmentofanewEventsCenterandPerformingArtsCenteratotherdowntownlocationsraisesthepossibilityofredevelopingtheCity’sCentroplexsite.TheVillagewillbuildonthepresenceoftheUniversityofCentralFlorida’sSchoolofFilmandDigitalMediaand theFloridaInteractiveEntertainmentAcademy(FIEA),adivisionoftheSchool,whichopenedat theformerExpoCenter inAugust2005.

The vision will move the City closer toward the goal ofdiversificationoftheeconomy,furtheringOrlando’shigh-techroleandthecontinuedinvestmentinOrlando’scitycenter.

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Home to the nation’s 7th largest university

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“Stockholm, Orlando and Singapore all sized up their assets, decided where they wanted to go and figured out the best way to get there.” - BusinessWeek

ThE TEAM AND PROCESSTobetterunderstandwhatcomponentsbelonginasuccessfulCreative Village that will attract creative industry workers,MayorDyerappointedtheTeam,chairedbyBenNoel,ExecutiveDirectoroftheFloridaInteractiveEntertainmentAcademyandSuzyAllen,VicePresidentofFilmandDigitalMediafortheMetro Orlando Economic Development Commission. TheTeam’s members represented various industries, includingdigital media production, real estate, design construction,educationandlaw. TheTeamhelda totalofninemeetings,includingasubcommitteemeeting,overafive-monthperiod.Utilizing their individual strengthsandexpertise, theTeam‘sobjectivewasto“dreambig”andprovideCityCouncilwithavisionfortheCreativeVillage–whatworkenvironments,livingoptions,andculturalamenitieswouldbeattractivetoknowledgeworkers and their employers. These recommendations willserveasaguidetodraftafutureRequestforProposal(RFP)that the City of Orlando will issue for redevelopment of theCentroplexsite.

AcentralquestionfortheTeamwas“How do we capitalize on the opportunity presented by this site and continue our investment in Orlando’s creative culture?”TheTeambeganbydefiningwhatwouldconstituteaCreativeVillage.Whoandwhatdoyoufindthere?Howdoesonemovearound theVillage? Whatamountofgreenspace isneeded?Whatdoestheenvironmentfeellike?AsthevisionoftheCreativeVillageemerged,threecommonthemesmaterializedthatwouldbevitaltotheoverallsuccessoftheVillage:Place, People and Business. ThesecommonthemesdrovetheremainingsessionsassmallergroupsexploredthemindetailandtheiroverallrelationshiptotheVillage.Creative businesses look for sustainable sources of talent,qualityoflifeandabusiness-friendlyenvironment.Orlando’sstrategicadvantagesforattractingcreativebusinessesincludea defined vision, a recognized high quality of life, friendlybusiness environment, a diverse development base includingdigital simulation, training, entertainment, a commitment toeducationandavibrantdowntown.Orlando’s efforts to create world-class community venuesincludinganewperformingartscenter,aneventscenteranda renovated stadium only add to the advantage of bringingcreativecompaniestoourCity.

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DIGITAL MEDIA AND ORLANDODigitalmedia,theconvergenceoffieldsthatincludemodeling,simulationandtraining(MS&T);filmandtelevisionproduction;theme park/ride and show; and interactive and immersiveentertainment, is an industry that isbeingactively cultivatedinOrlando.

Orlandohasbecomeoneofthelargestsimulationandtrainingclusters in the world. This cluster hosts more than 100companies and 6,000 direct employees. The University ofCentralFloridaResearchParkishometosimulationcommandsfor all major branches of the United States military. DisneyWorld, Universal Studios and Sea World employ thousandsof creative industry workers including engineers, artists andwriters,allcontributingtoFloridabeingthethirdlargestfilmandentertainmentproductioncenterintheU.S.

DigitalmediainOrlandohasemergedfromtheunionofourMS&Tclusterandfilmandvideoproductionindustries.Digitalmedia firms have worked on government projects and havebeen afforded opportunities in theme park ride developmentandfilmproductionthroughthepresenceoflocalthemeparks.Orlandohasalsobecomeahomeforeducationalprogramsthatfocus on the digital media industry, thereby creating “homegrown” talent and ensuring a steady and qualified employeebase.LocalinstitutionsthatfocusondigitalmediaandrelatedcreativeindustriesincludetheFloridaInteractiveEntertainmentAcademy, the University of Central Florida School of FilmandDigitalMedia, local community colleges,FullSailReal

WorldEducationandtheDigitalAnimationandEffectsSchool(DAVE).

Orlando is one of the top 12 digital media clusters in thecountry.ArecentstudybytheresearchfirmCatalytixvalidatesthatOrlandoispoisedtobecomeatopdestinationforcreativetypes. According to the study, there are 317 local film andentertainment technology businesses in the area that employmorethan8,000workers,host$1.4billioninannualsalesandpay$280million in salaries. Another 822 “arts”businessesemploy 6,000 people.The average wage for Orlando’s high-techworkeris$70,000.

Withitswealthofresourcesandtalent,Orlandowillcontinuetoattractcreativeworkersandindustries,establishingitselfasasupportiveenvironmentfordigitalmedia.

• Film & Entertainment Technology: Opportunities and Obstacles for Sustainable

Regional Growth,Catalytix;StudyCommissionedbyTheMetroOrlandoEconomic

DevelopmentCommission;deliveredOctober11,2006.

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A “blooming city for high tech.” – eWeek.com A “global hot spot.” - BusinessWeek

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A “blooming city for high tech.” – eWeek.com

WhAT IS A CREATIVE VILLAGE? “ThE ShINING CITy ON ThE hILL”The group brainstormed the question, “What is a Creative Village?”, to establish a common definition from which to work .

Balance of business, residences, education, retailing, entertainment and green space

Economic engine attracting companies of various sizes

Larger tech companies

Spin-off & start-up companies

Freelance, contract and complimentary companies

Caters to knowledge workers

24-hour environment

Affordable

Diverse cultures and lifestyles

Street life and urban amenities

Innovative, appealing and functional architecture

Urban Density

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A “global hot spot.” - BusinessWeek

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COMMON ThEMESThree main themes were identified as a result of the “What is a Creative Village?” brainstorm ses-sion. These main themes were Place, People and Business. The team worked in smaller, fluid groups to discuss and define the themes in more detail.

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PEOPLE- Brainstorming Sessions for Orlando Creative Village

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BUSINESS- Brainstorming Sessions for Orlando Creative Village

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TARGET BUSINESS MIxACreativeVillagerequiresamixofbusinessestoattractabroadbaseofknowledgeworkers.Recommendationsforthesetypesofbusinessesincludingtotalnumberofcompaniesandnumberofemployeesarelistedbelow.

Company Profile: Technology and creative companies including software, hardware, middleware, storage, entertainment, education, medical, simulation, publishing, music, special effects (sfx), digital art, computer graphics (cg) and animated film, digital broadcasting and documentations, pre & post-production, etc.

4-6companiesof>200localemployees 8-12companiesof50-200localemployees 15-30companiesoflessthan50employees 20-40complimentarycompanies

Overall, the Village would need to houseapproximately 3,600 employees in order tosustain the 53-acre Centroplex site.

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A “top spot for entrepreneurs.” – Entrepreneur Magazine

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REQUEST FOR PROPOSAL (RFP) GUIDELINESTheConceptTeamenteredintothisprocesswiththeunderstandingthattheCityofOrlandowillultimatelyissueaRFPfortheredevelopmentoftheCentroplexsite.Basedonthatpremise,theTeamdevelopedinitialrecommendationsforthisRFPthataddresspotentialsquarefootageguidelinesforofficespace,residentialunitsandretail,educationandentertainment.Thesenumbersarebasedupona53-acresite,40ofwhicharedevelopable.

800,000 square feet of larger floor plate (30k sf) spec office space to attract technology and media companies within 1 to 3 years100,000 square feet of smaller floor plate (<10k sf suites) to attract spin-off, startup and complimentary companies within 4 to 6 years50,000 square feet of smaller floor plate spec office space(<10k sf suites) to be built in Phase I1,200 for-sale and rental housing units that incorporate a mix of market rate, workforce and affordable housingA minimum of 20% housing units should be Affordable (80-120% of the area median income)500,000 square feet of support land use that includes: • 200,000 square feet of education space • 200,000 square feet of hotel • 100,000 square feet of retail and entertainmentSignificant focal, open, green space and streetscape that contributes to the overall development through active and passive spacesAn awareness of and connection and benefit to the surrounding community and the City of Orlando at large

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Home to a top 10 research park.

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SUMMARyTheoverallrecommendationoftheTeamisforanyCreativeVillageRFPtorequire,atminimum,thefollowing:

Approximately35%officespaceApproximately45%residentialspace(Minimumof20%shouldbeAffordable)20%forothersupportlandusesincludingeducation,hotelandretailandentertainment

TheTeamiscognizantthattheremaybeotheritemsaddressedwithintheRFPthatarenotspecificallyreviewedwithinthisreportbutmayenhanceit.Thesemayinclude:

Information on the required government approval processincludingDRIorPD,MasterPlanapprovalprocessandtraffic

Developmentconstraintssuchasminimum/maximumFAR,buildingheights,openspaceandparkingratiosDesignconstraintsEconomicsoflandtransactionssuchaslandpricingandCityfinancingTransportationlinkagestotheprojectincludingroads,pedestrianwalkwaysandtransitDowntownrealestatemarketOfficeinventory,vacancy,rentalandforsalepricingResidentialinventory,vacancy,rentalandforsalepricingRetailinventory,vacancy,rentalandforsalepricingDuediligenceinformationavailablefromtheCitysuchassiteconditions,utilities,roadsandparkingfacilitiesThefutureoftheexistingTDWaterhouse

Participationofqualifiedminoritieswithinafirmand/orsubcontractswithMinorityowned/WomenOwnedBusinessEnterprises.SupporttheCityofOrlandoestablishedgoalsofminorityandwomen-ownedbusinessparticipationforgoods,serviceandconstructioncontracts.Significantfocal,open,greenspaceandstreetscapethatcontributestotheoveralldevelopmentthroughactiveandpassivespacesIncentivesolutionstoassistCreativeVillageearlystagedevelopment

The Team established these definitions and criteria as anoverall vision for the Creative Village and solid foundationforanRFPthatwillestablishaCreativeVillageinDowntownOrlandothataddshigh-wagejobstoourlocaleconomy,offersanunmatchedqualityofplaceandprovidesamodelfortherestofthecountry.

A “hot city for job growth.” – Business 2.0

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CONCLUSIONDigitalmediaanditsrelatedcreativeindustriesareredefiningOrlando’seconomyanditsreputation.Whileknownastheworld’stoptouristdestination,Orlandoisfastbecomingatoplocationfordigitalmediaandcreativeindustryworkers.Ourhightechhistorystemsbacktothe1950s,withtheintroductionofmodeling,simulationandtraining(MS&T).Overtime,industriesincludingfilmandvideoproductionandthemepark/rideandshow,havemarriedwithMS&Ttocreate“digitalmedia”.Thisindustryisincreasingcollaborationacrossfields,producingtechnologybreakthroughsandaddinghigh-wage,high-valuejobstothelocaleconomy.

TheDowntownOrlandoCreativeVillagewillbeanothermilestoneinOrlando’sdevelopmentasamagnetforcreativeindustries.Asaneighborhoodwhereinnovative,high-techdigitalmediaandcreativeindustrycompaniesmeetresidential,retailandacademia,thisCreativeVillagehasthepotentialtoserveasamodelforothercreativeindustrycities.TherecommendationscontainedinthisreportpresentaCreativeVillagethatisinnovativeinitsarchitecture,providessubstantialandappropriateofficespacefornewandexistingcompanies,suppliesvariousresidentialoptions,offersachoiceofamenitiesandrequiresamplegreenspaceforbothvisitorsandresidentstoenjoy.

Orlando’sstrategicadvantagessuchasadefinedvision,qualityoflife,businessfriendlyenvironment,diversedevelopmentbaseandcommitmenttoeducationmakeittheideallocationforsuchaCreativeVillage.TheCreativeVillagewillserveasthepropersettingfortheseelementstomerge,allowingcontinuedindustryadvancementsandofferinganunparallelplaceinwhichtolive,work,learnandplay.

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APPENDIx

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NOTES

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NOTESNOTES