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7

l
' t operating with sufficient vitality and
The Pl0lIlill0lillITM is designed to serve as the foundation for a lo cal economy within the Oldtown foot prin
severa
thousand
local
stakeholders
in
with sufficient scale as to sustain the following economic outcomes for
I
the Oldtown footprint:
'

1) Increase by 100% Household incom es for at least 60 A of resident households within 5 y ears of project completion;
2) For 80% of resident households now having no adult members engaged in gainful work, at least one adult will be so engaged within 5 years
of project completion;

,
I,

50 /0 of all resident households not ownin g a ho me or comparable equity will own their dwelling or
3) Within5 y ears of plO_|8
ct completion,
'
comparable equity, such as savings, business investment, or some other form of asset ownership.

Given the current demo g ra p hics 0fOldt own, the above outcomes translate into the followin g economic yield five years out:

o New income of at least somewhere between $23,627,700.0 0 and $33,855,000.00 each year (without factoring in multipliers)
o New equity of at least $51 ,760,000.00 (without factoring in multipliers).

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The Prolnlnodlm T"


The Operation
The l'r0lnin0rill|I|T"' combines a number of operations within the development site central to the larger Oldtown footprint in order to build a broad
range of capacities to enable local stakeholders to add economic value as a result of commercial activities sustained by the site and captured for
their economic benefit. Specifically, the development sustains the following activities:
1) The establishment of a community corporation to connect, contain, mobilize and coordinate the collective participation of the several
thousand local stakeholders in the Oldtown footprint in such a manner that the several thousand local stakeholders in the Oldtown footprint
can collectively communicate, act, decide, own, and distribute financial return to form an identifiable community of interests
2) The connection of the several thousand local stakeholders of the Oldtown footprint to form a functioning network capable of sustaining
communication to and from the stakeholders, collective decision-making regarding the future of the footprint, and the mobilization and
coordination of collective stakeholder action and collective stakeholder ownership and equity participation
3) The establishment of Internet connectivity not only for the RFP site, but for all local stakeholders, providing wireless internet access
throughout the Oldtown footprint to be operated and maintained as a community-based, community owned enterprise.
4) The creation of an online connecting network for all local stakeholders using the internet access and the distribution of Smart Phones" to all
local stakeholders to form an on-site and virtual connected community to serve as the foundation for a local economy in Oldtown.
5) The establishment of a local community-based, community-owned financial institution, a Credit Union, to operate in conjunction with the
community corporation to hold economic assets collectively, including the collective income and equity of the several thousand local
stakeholders
6) In conjunction with the proposed Credit Union, the developed online network, and the distributed system of smart Phones, establishment of
a credit system using the Smart Phones" to support trade within the footprint, enabling the operation of a digital currency within retail

businesses operating within The Promirroriumw


7) The establishment within the RFP development site of a community-based, community-owned, and largely community-operated Marketplace
and a Community Kitchen, with the active participation, from the standpoint of work and equity, by the several thousand local stakeholders in
the Oldtown footprint, providing effective healthy and nourishing food in accordance with the terms of the RFP.
8) The establishment within The Prolnilleliumm of a business management and professional services capacity to support the collective
financial activities of the local stakeholders sustained by the various work exchanges and micro-enterprise networks established as a result
of the proposed commercial development
9) The establishment from the on-line network a digital database of the several thousand local stakeholders associated with the Oldtown
footprint, containing a variety of categories of information, including a catalogue of skills, needs, views, marketing preferences, and other
considerations, that would enable the stakeholders collectively to benefit economically from their own information
10) The establishment of a Work Exchange and a Micro-Enterprise network for connecting skills of local stakeholders with work or business
opportunities, to be supported by the Management & Professional Services Commons
4

.ll

11)The establishment of a marketing enterprise to translate the information developed by the local stakeholder community database for the sale
of information regarding the stakeholders

12) The development of programming for the intranet, supported by marketing among the local stakeholders and any other participants in that
network
13) The development of other micro-enterprise or work opportunities to be supported by the Management & Professional Services Commons, in
such areas as Daycare, Home Maintenance, Housekeeping, Healthcare, Adult Care, Security, Delivery, Transportation, Car Care, Health
Care, computer services, etc.
14) The establishment of retail micro-enterprises in such fields, related to the operation of The Pl0min0ril|lIlT"" as electronics, phone service,
hardware, etc.

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ll

The Pre|||ineriu|||""
The Overall Schematic for the
Proposed Commercial

Development

INTERNET CONNECTIVITY SUPPORTED BY

RENEWABLE
ENERGY - Use of
Intranet Network to
develop community owned data-base
operation to sell data

TELECOMMUNICATIONS

HARDWARE _ SMART
PHONES DISTRIBUTED TO

MEMBERS OF CHANGE4REAL
RETAIL

ESTABLISHMENTS
SUPPORTED BY THE
INTRANET MONEY
EXCHANGE

People of Oldtown networked


within an intranet

INTRANET NETWORK
SUPP"! and Maintenance

- For-prot expansion of
the intemet and intranet

Operalion bl-!Ynd "19


Oldtown footprint

MANAGEMENTPPROFESSIONAL
SERVICES SUPPORT Support services for the
micro-businesses arising

HEALTHY FOODS Farmer's Market and


Community Kitchen

from the Work Exchange

hang 2::':::r.'::.
ea]
I

This economic development initiative is driven not just by the


residents located in the Somerset site, but by all the residents
proximate to the Oldtown footprint Latrobe, Douglass,
Perkins, Pleasant View Gardens, and Monument East. The
commercial development on the Commercial site is merely to
house the supporting systems for this economy to operate with
people performing work either outside their homes or using
home resources connected through the intranet.

COMMUNITY-BASED CREDIT

DATA MINING - Use


of Intranet Network to
develop community owned data-base
operation to sell data

WORK EXCHANGE Use of Intranet


Network to sustain a
community work
exchange connecting
stakeholders to work

Related businesses
in Security,
Housekeeping,
Daycare,
Transportation,
Delivery, Parking,
Healthcare,
Construction, Home
Care, Energy
Efficiency, Etc.,
using the Work
Exchange

UNION SERVING ALL THE


MEMBERS OF CHANGE4REAL
CONNECTED av THE

"'ARKET'"G - U

NETWORK To SUPPORT

|l1tl'3n8t NETWOTK [O

OTHER

FINANCIAL TRANSACTIONS
THROUGH USE OF

$"s*a" 3 P'"
'5'" 3"

cQMMERQ|AL
OPPORTUNITIES

D|sTR|BUTEDnsMAR-|-

'

marketing OPOFBUOH

PHONES"

mg. Modular

/
_ 7

Housing, LED
uinloilihly, etc.)

Immediate Facilities Needs:


v
-

Farmer's Market and Community Kitchen


Stall space available for residents to porfomi biisliiun rolalotl
tasks - e.g., to do car repair, hair care, daycare,
Ofce Space congured for supporting blllllmlll ll0lV|(Z0ll, (o.g.,
accounting, management, information ayatome, otc.

Q l'OIl|l'l'OI|llI TM

The Components

(jhange

gommunlly

ea]

Change4Real Community Corporation is just people working together. The corporation was established to make it easy for people who live
in Oldtown, who may work in Oldtown, who go to school in Oldtown, who worship in Oldtown, who own a business in Oldtown, or who just care
about what happens in Oldtown to work together to make Oldtown a place where people can flourish and enjoy a good life no matter what their lives
might be like right now.
Change4Real works by putting everyday people in charge. Change4Real is run by its members. Its members vote to elect the board of
directors, and every director having a say about what happens in Change4Real answers to the members. Only members can run to be elected to
the Board of Directors to decide for the corporation. Anyone over 14 who lives in Oldtown, works in Oldtown, goes to school in Oldtown, owns a
business in Oldtown, worships in Oldtown, orjust cares about Oldtown can be a member. Together, connected by Change4Real, the members
can make Oldtown the foundation for each member's success.
Change4Real works by connecting all the people who associate themselves now with Oldtown to communicate with one another, so that
everyone connected can be called together to get done the important work of transforming Oldtown. If there is a need for people to assemble to
stand up for what's needed in Oldtown, Change4Real can call its members. If there is a need to find out what the stakeholders in Oldtown may
want or need, or are committed to do, Change4Real can reach out to its members. If there is need for people to come together to take action,
Change4Real can make that call to action and coordinate the work that people can do together to make things happen that no one could
accomplish alone.
Change4Real thus is a vehicle by which the collective capacities of the local stakeholders can be channeled and coordinated for a common
purpose and through which the local stakeholders can own and participate as holders of equity in any venture they enable. Through
Change4Real the local stakeholders are always at the table to frame the transaction that benefits them all.

Change4Real Community Corporation has been chartered since September 13, 2012. Currently, organizers are engaged in recruiting and
registering the first 500 of its members for its first organizational meeting and directors election by the end of the summer 2014.

The Prornlnorlunnm
The Components

Change4Real Community
Digital Network

Connecting the local stakeholders in the Oldtown footprint to form a functioning digital network is a central premise for the underlying economic
strategy for The l'rominoril||I\.TM Creating a functioning digital network is also a key organizing strategy for Change4Real.
Change4Real was conceived to work as the catalyst to transform the numerous separate and individually focused stakeholders into a functioning
community, operating to optimize their collective capacities to create new value which they can access now. To complete the organizing of the local
stakeholders, the founders of Change4Real always contemplated establishing a functioning communications network enabling the members of
the corporation to communicate with one another, to participate in the decision-making, to mobilize and to coordinate action, and to exchange
critical information. To facilitate the organizing as well as the operation and maintenance of such a communications network, the founders of
Change4Real sought to provide, as an inducement for membership registration, the provision of a "Smart Phone."
To complete the recruitment strategy for Change4Real and to proceed with the critical component of The l'rorninorium,TM this Commercial
Development Proposal responding to the internet connectivity provisions of the Oldtown RFP proposes the establishment of a digital
telecommunications network connecting not just the residential units provided under the RFP, but wireless connectivity for every stakeholder in the
Oldtown footprint. This component is more than a residential amenity but an essential feature of a commercial development strategy that works by
transforming all the residents and stakeholders in the entire footprint into a commercial asset to be developed.
The Prominoriumlll commercial development contemplates engaging an Internet Service Provider (lSP"), such as either Verizon or Comcast,
1) To provide wired internet access to identified locations within the Oldtown footprint to serve wireless routers to assure WiFi coverage
throughout the footprint to serve every stakeholder located within the footprint;
2) To provide Smart Phones" and service contracts to every local stakeholder, as the hardware to access the Internet and an Intranet to be
created specifically to serve the local stakeholders of Change4Real;
3) To develop an enterprise to develop software for and to maintain a digital network among the registered members of Change4Real,
allowing Change4Real
a. To maintain an effective communications network with its members
b. To develop a membership database that compiles and catalogues member data on such categories as skills, needs, resources,
views, product preferences, etc.
c. To develop the intranet into an effective marketing enterprise that engaged the corporation in the business of reserving for the
stakeholders of Oldtown the economic benet of its own information as its own product.
8

T|lQ PIOIHTIIOIIUIIITM

Community-Based,

The Cgmpgnents

Community-Owned Financial
institution

ll

Credit Union
The founders of Change4Real sought to monetize the collective efforts of its members in stabilizing the Oldtown community by
associating with the community corporation an affiliated financial institution, a credit union. The initial conception was to establish each
and every member of the community corporation as a member of the Credit Union as well. Change4Real would then encourage all of
its members to use the Credit Union as their principal financial institution, so that the financial well-being of the Credit Union will track
the financial well-being of the Oldtown community. Under this approach, the Credit Union would facilitate the accumulation and use of
equity to advance the interests of the various Change4Real members.
The additional developments proposed as part of The Proininorium TM enhance this economic vision. With the establishment of a
digital network among the Change4Real members, who also qualify as members of the Credit Union, the financial institution can
proceed to develop from the network a paperless banking system, which with Smart Phone hardware, together with the capacity to
enhancing the telephones to serve as digital wallets within the footprint by connecting member accounts and local business retail
accounts within the same digital network. In this way, The ProminoriumT"" can establish cutting edge, state of the art buying and
selling amenities for its local venders.
The most significant aspect of such a development is not the added convenience, but the capacity to support through digital
transactions an effective local electronic currency to provide special benefits to local buying and spending.
Last, the Credit Union can also serve as a repository for local equity, in which all the members of Change4Real can participate both
collectively, through the use of collective asserts for business capital and individually to support home and business ownership.
The Credit Union initiative has begun with early opening negotiations with MECU, beginning in late 2011.

9
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ii

TIIQ |Q|l||.|!Q|'I|||l|TM
The Cgmpgnents
The Oldtown RFP calls for the offeror to provide a response to the need
in the footprint for healthy food. Oldtown is viewed as a Food Desert."
The conventional reaction to these concerns is to bring a suburban
supermarket to the urban community. The response, previously sought in
Oldtown several years ago, met without much success, as large, national
retailers prefer a location with a more upscale local demographic than is
present in Oldtown.

imll

| 0 mmunilu llorkeloloee

I
I

Community-Based
Community-Owned Market
Place and Community
Kitchen

chains
currently

The conventional response is problematic on two counts. First, the suburban supermarket is not necessarily a workable solution to the established
eating habits in many urban neighborhoods. Particularly for many younger heads of households, fresh produce has been so infrequent a meal
choice while prepared food from convenience outlets such as take out places or fast food establishments, food solutions requiring food preparation
may simply offer a wonderful solution that only a few may actually take advantage of.
Second, while the conventional supermarket as a healthy foods solution may have little impact on changing actual eating habits, the solution of the
outside-owned enterprise also may have little or bad impact on the economic health of the urban community. Such presence may offer only limited
impact in the form of low-wage jobs, with at best limited opportunity for equity participation to come nowhere close to meeting the severe need for
economic uplift.
instead of the above solutions, The Pro|ninorium*' proposes a hybrid solution of a Community Market place offering primarily fresh produce
within a context that many older community stakeholders would find reminiscent of the old Belair Market that many still recall fondly. An added
feature proposed provides a Community Kitchen in which local cooks, trained in the requirements of cooking to scale, can offer fare from fresh
foods with a familiar home-cooked ambiance.
in addition to providing healthy foods within a more familiar communal context, the solution of a marketplace with multiple local vendors and multiple
local cooks will offer to local stakeholders a broader economic opportunity, where equity participation can be both real and extensive. Last, the
Marketplace and Community Kitchen can also enhance the development and stability of the community by providing a site for the kind of social
interaction that can cement social engagement.
Such a Marketplace and Community Kitchen will also provide a community identity that will attract outside patronage, bringing dollars into the
community.
10

IQ PIOIMIIIOIIIIITM
The Cempenentg

3
_

I .

has Managnnmt
6,

Management& Professional
Services Commons

The conventional response to the economic development of poor populations is to provide training first, then the opportunity. That order is reversed
in the current commercial proposal by reconfiguring the nature of enterprise. The general assumption is that what a business person cannot run, a
business person cannot own. However, by providing a commons of the typical management and professional service skills we routinely connect
with management and ownership, average people with some skill or ambition can buy what we typically assumed a good business person
possessed.
_
The Prelllinoriurn '"' proceeds on a different assumption. imagine a person down on her luck, who used to have a job caring for children. She
has a marketable skill, but, absent an available job, she has no container for exercising her skill for gain. What if the digital database herein
proposed identified in the footprint 4 other workers either looking for work or othenivise underemployed elsewhere? What if there also was within
The Prorninorluln '" a group of young and talented business managers and professionals whose experience and judgment was at the disposal of
people looking to work for themselves? Then, this group of qualified professionals not the people with the skill to perform the work can develop
the business plan and proceed in business with the local stakeholders to create an enterprise in which the stakeholder fulfills the typical American
aspiration of working for one's self.
The PI0IIIill0liIllllT"' proposes a structure to offer such arrangements to connect any number of local stakeholders to a differing relationship with
work than most people actually get to experience directly. Such an arrangement would involve
o
0
o

Work that gives the worker involved greater control over the conditions of work
Work that enables a greater return the more one works or the better one works
Work that offers the validations of owning one's labor

Through the structure proposed in The Promirroriuml such work could be supported by several hundred to more than one thousand local
stakeholders.

11

\_\ >7

The Premluorllnll T
The Cempenehts

066 9
,

Work Exchange 8 MicroEnterprise Network

Through the Stakeholder Digital Database, the catalogued capabilities and skills of the local Oldtown stakeholder will allow for the administration of
The l"ro|ninorium" commercial development to connect peoples capabilities and skills with existing work opportunities either to fill employment
needs or to develop new micro-enterprise opportunities.
'
The developed space here proposed for commercial development establishes the underlying economic infrastructure to optimize the varied
collective talent represented by the local stakeholders.
Applying this infrastructure, local stakeholders can find work in or develop work opportunities with the assistance of the Management and
Professional Services Commons in the following areas, requiring minimal skill or limited skill that can be easily upgraded:
Healthcare
Daycare
Adult Care
Housekeeping
Home Maintenance/Handyman Services
Catering
Construction
Renewable Energy Maintenance
Office Temp
Transportation/Delivery
Parking Management

an

The Protnlnorlullim
A Demographic Profile of Oldtown The Relevant Census Tracts
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The Oldtown neighborhood comprehends the following


census tracts: 1002, 2805, and 301.

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Census Tract 1002 embraces the area of East Baltimore


between Eager and Monument Streets and between
i<i= Caroline Street and Greenmount Avenue that includes the
3' entirety of the Latrobe Homes public housing development.

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Census Tract 2805 embraces the area circumscribed by


Fallsway on the east, Monument Street on the north,
Broadway on the west, and Fayette Street on the south. The
tract houses the Pleasant View Gardens Hope Vi
community, the Douglass Homes public housing
development, as well as the site of the former Somerset
Homes that is the focus of the RFP.

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What follows are demographic estimates from the American


Community Survey covering the period 2006-2010.

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Census tract 301 embraces the area south of Fayette Street,


north of Eastern Avenue, between Broadway on the east
and Central Avenue on the west. This tract includes the
entirety of the Perkins public housing development.

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13

The PIOIIIIIIOIIUIITM
A Demographic Profile of Oldtown The Picture of the People

Change4Real Footprint
2805
3,549
273
3,098
1,842
1,707
1,001
39
962
64
3.90%

Census Tracts
Population
Non Black
Black
Male
Female
Occupied Dwellings
Owner Occupied
Rented Dwelling
Vacant
Percent Owner Occupied

Household income Analysis


for Census Tract 301
Total households
Less than $10,000

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1002
2,767
18
2,688
1,081
1,686
1,189
170
1,019
46
14.30%

total
9,381
695
8,151
4,375
5,006
3,360
386
2,974
268
11.49%

total

Non Black

% Non Black

Black

879
269

309
24
17
71
37
27
65
38
11
19
0

35.15%

570
245
37
117
53
79
23
16
0

$10,000 to $14,999

54

$15,000 to $24,999
$25,000 to $34,999

188
90

$35,000 to $49,999
$50,000 to $74,999

106
88

$75,000 to $99,999

54

$100,000 to $149,999

11

$150,000 to $199,999

19

$200,000 or more

301
3,065
404
2,365
1,452
1,613
1,170
177
993
158
15.13%

8.92%
31.48%
37.77%
41.11%
25.47%
73.86%
70.37%
100.00%
100.00%
0.00%

% Black
64.85%
91.08%
68.52%
62.23%
58.89%
74.53%
26.14%
29.63%
0.00%
0.00%
0.00%

The Ironlnorluini"
More on Who the People Are
Household Income Analysis
for Census Tract 1002
Total households
Less than $10,000
$10,000 to $14,999
$15,000 to $24,999
$25,000 to $34,999
$35,000 to $49,999
$50,000 to $74,999
$75,000 to $99,999
$100,000 to $149,999
$150,000 to $199,999

total
1056
542
101
151
95
60
45
31
22
9
0

% Non Black

Non Black

40
33

OOOOOMOOO

3.79%
6.09%
0.00%
0.00%
0.00%
11.67%
0.00%
0.00%
0.00%
0.00%
0.00%

Black
1016
509
101
151
95
53
45
31
22
9
0

% Black
96.21%
93.91%
100.00%
100.00%
100.00%
88.33%
100.00%
100.00%
100.00%
100.00%
0.00%

$200,000 or more

Household income Analysis


for Census Tract 2805
Total households
Less than $10,000

$10,000 to $14,999
$15,000 to $24,999
$25,000 to $34,999
$35,000 to $49,999
$50,000 to $74,999
$75,000 to $99,999
$100,000 to $149,999 '
$150,000 to $199,999

$200,000 or more

total
1020
464
155
166
56
64
72
21
13
9
0

Non Black
138
74
18
0
27
0
10

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% Non Black
13.53%
15.95%
11.61%
0.00%
48.21%
0.00%
13.89%
0.00%
0.00%
100.00%
0.00%

Black
882
390
137
166
29
64
62
21
13
0
0

% Black
86.47%
84.05%
88.39%
100.00%
51.79%
100.00%
86.11%
100.00%
100.00%
0.00%
0.00%

The Prominorlim T
The People of Oldtown -- A Summary by the Numbers
(Based on estimates from the American Community Survey (2006-2010)
Total Population: 9,381
Total Households: 2,955

_~~-

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Oldtown Household income

Aggregate Earnings: $56,425,000.00


Aggregate Black Earnings: $39,379,500.00
Aggregate Non Black Earnings: $17,045,500.00

Per Capita Earnings: $6,014.82


Per Capita Black Earnings: $4,831.25
Per Capita Non Black Earnings: $24,525.90

.400

1 .200
1
.000
800

Percentage of Population Age 15 and over employed


full time for 12 month preceding 2010:
Total Footprint:
16.27%
Black Males:
10.36%
Black Females:
19.56%
Non Black Females:
13.40%
Non Black Males:
26.32%

600
400

I Households

200

Total number of Persons Age 15 and over employed fulltime for 12 months preceding 2010: 901

%\

'1

3,360
2,974 (88.51 % of occupied
386 (11.49% of occupied dwellings)
268

00
v-0 e,.00

"$80">0 <>~';>, .

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or)

oz

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9
$4,*3

\'

Occupied Dwelling Units:


Rental Units:
dwellings)
Owner Occupied Units:
Vacant units:

0 1...._..-...-_,.

ok
400

J:96\
OJ

'1

Q"0
400

J30

\.\

qQ\

0'1

00

>3 ~29

Qt

:1

qq\

;,'\

x8

oo

QQ

o~

9*?

The Promlnorlurn T" is conceived to target for human development that

portion of Oidtowns population represented by the three lowest segments


of the income distribution represented by the above chart, and move that

population at least one segment to the right. Such Human Development


will yield such economic return as would, over time, pay for the
development if appropriately captured.

The I're|nInerlu|nT"'
The Required Facilities: The Community Kitchen, Community Eating Space, and Market
Meeting the Healthy Foods goal of the RFP requires more for the existing population than access to a supermarket. The above demographic analysis

details an economic condition of crisis proportions for many of the families who nonetheless choose to make a home in Oldtown. Clearly, these
families require more than bread alone. To change their lives and to transform life in this part of Baltimore, the healthy foods solution must also
nourish the material well-being of the people of Oldtown, their souls, as well as nourish their bodies.
Accordingly, The Premlnerlum TM offers as a vehicle for satisfying the Healthy Foods provision of the RFP a commercial and retro alternative to a
transplanted suburban supermarket to an urban space. Our experience with the residents of Oldtown has led us to understand that resident seek a

return to the experience provided by the old Belair Market. in addition, the market format offers an economic opportunity for ownership and
entrepreneurial involvement by residents in the venture. Last, the addition of a community kitchen provides a context by which healthy food can be
reintroduced to people increasingly accustomed to fast prepared food than a home-prepared healthy meal.
The Prom l nerlurn TM offers a social context for residents and stakeholders to reconnect to an older experience.
_.'_

.4

"

iv

o
0

20 supported stalls for


vendors (10' by 15')
Stall support systems,
electricity, refrigeration,
WiFi connection to
community intranet
Flexibility to increase
number of stalls by 5
Space for lessons in
food preparation for
residents new to
preparing their own
meals.

q~

'

1.1;,"

.
J

//

,_..

vi-Iv

Commercial Kitchen
equipped to provide
service of up to 1,500
meals each day
Food preparation area
Food Distribution area
Delivery dock/take out
service area
Loading Dock
Small Urban garden
RefrigerationIPantry Storage Area

o
o
0

,_ ~53--f=,;;_
917'

o
o
o

x,

,4 "Ix %
D

Credit Union

7) 3 3 3 liriifv l(.ll(l)P

Space for serving at 25 tables for 4.


Space configured to create a recollection of home - a new
community space
Space for the conduct of activity lending a sense of identity
connecting local stakeholders and a distinct avor to attract
outside patronage of the economy
Space flexibility to add tables if business happens to spike
A meeting space where food can serve to spark communicat ion
and collaboration.
A space where the site can also be used to sustain catering
operation and provide a source of revenues.
Adjacent to the eating area the space will be provided on the first
floor for the walk-in service, with the back office operation lo cated
on the second oor of The Prollllnolllllllm

\~.

The Premluerluml"
The Required Facilities: The Second FIoor Enterprise Support Operations
The second floor above the community kitchen, market, community eatery, and the credit union will serve as the site for housing the
enterprise support activities of The Promlnorlum." The space will support the following enterprises: (1) the footprints WiFi and intemet
connectivity; (2) the local stakeholder intranet Network and Database maintenance; (3) the Business Management and Professions
Commons; (4) the Work Exchange; (5) the micro-enterprise network; (6) Stakeholder Intranet Programming Development, Data Mining,
and Marketing Portal; (7) space for Change4Real; and (8) the Credit Union operations.

The Second Floor


operations will
revolve around an
office commons in
which the various
operations will pay
rent to share office
amenities that
support their own
revenue-generating
activities.

............w... 38......
"'='"'"="
ITIITBTIOI NBIWOTK ENG

Database Maintenance

GIU

re I

man

"Mm
E,,.,.,,,,,,,

Mgmt. and
Professions

Common:

The space should be


large enough to
accommodate the
identified activities
supported variously
by office staff of
about 20 -25 support
staff and principals,
including copy
space, conference
rooms, etc.

intranet

Programming
Development,

ine Micro-Enierpnu

Date Mining,

Network

and Mnrketlng
cnangemeai

18

The Prelnlnerlurn T
The Required Facilities: The Third FIoor- Residences and Additional Office Space
As conceived, The Pro|nlnerlum"' assures activity on the site 24 hours a day, seven days a week, with retail primarily occupying the
activity on the rst floor, commercial ofce activities driving operation of the second floor during much of the conventional business day,
with the third floor providing residential housing designed for the younger, more ambitious, and more energetic principals connected to
the operations supported by The Pro|nlnorlu|n."' This living space can be augmented by additional business amenities to sustain
creativity and promote innovation after or before the conventional business day.

The proposal
contemplates a third floor
with 10 compact but wellapportioned units
providing a comfortable
personal space, with a
good view of the city, and
access to a commons for
more extended
entertainment and
comfort.

\ w

The Promirrerluml"
The Required Facilities: Space and Revenue Projections
SDC-Development I SUPEED 8! C4R(DC
0S~RFP Human Development Enterplise Prelim. Lease Analysis
Space

SF

Lease Rate

Monthly

Ground Floor
{PPA} Sustainable Energy
Main l(itd1en
Food Vendor Kiosks
Credit Union

225,000.00
120,000.00
80,000.00

5 1,125,060.07
S 600,000.00
S 400111100

t.V\V\V\ /\V\ /9

12,GIX).(X]
8,(DO.[X)
4_,000.(XJ
4,tDO.(XJ
30,000.00
12,000.00
4,(Xl0.[XJ

100

V-;V\ nV\V\ I\V\

60,(llU.(X7
12,0001!)
40,tXX1(I7
8,M0.tXJ
20,0(X7.00
4,010.00
20, OGICU
4,000.00
150, O(D.O0
30,0001!)
60,tIX7.tD
12,0001]? VlV'oV\V'\V\n
4(Il,(XXJ.M S 2,000,0lXJ.0O

11,2001!)

10

112,000.00

10
11

U'\V\U\ />U'\U\U\

401!)
401!)
401!)
40.(XJ
401D
401!)
401!)

\J'lU'\U\ f\ J'\U'\ .f\

1,0(XJ.00
666.67
333.33
333.33
2,5CX100
1,0(XJ.0O
333.33

12

800.00

141'!)

933.33

24,750.00 S
34.92
mm'.5F-Zihcore
avgrim/2]

Syrs-Flat

\f\U'\ .I\ I\

3(D.(D
200.(Il
1001!)
1001!)
750.00
30011)
1001'!)

'~D@'-lO\U'\

Annual Gross

S 225.0001!)
S 6_,000.(XJ
S 80,000.00

U'\U\U\V\

-BIA-IN)"-

Units

18,750.00
5(XJ.00
6,666.67

15.(X3
40.(XJ
4011')

Second Floor
Work Exdwange
Entreprenuer Network
Database
WiFi
Business Management Ofce
intemet
Coworking Space
Third Floor
Residential Housing (MR)

30.00

1S,(XI).00
150.00
2,(II).00

Yeany

S 33,016.67
toeinumowne

20

UlU'\ /\ t\

D-ml-AU-il-Al-Al-A

560,tXD.00

S 396,ltl).(ll
138
S 1,tX]7,tII).00 S 5,035,001!!!
aniiueiincorrl lqinirts mnum'e9geg.i'nmm0
Jyeorjmioss

The Pronluorlunl"
Other Financing Considerations
In addition to the rents to be generated from the revenues contemplated by this commercial model, the financing of the project may
depend upon a variety of other sources to be explored as the conception materials from further discussion. The possible other sources
would be developed from such sources as follows:
o Available tax credits for the activities planned for a neighborhood such as Oldtown
o Financing from foreign sources connected to the jobs created by the financing through the E-5 provisions of immigration
o With the finalization of an economic model projecting the impact of the development on economic prospects of the local
stakeholders, the development would have an anticipated impact on the Citys revenues from Human Development the
enhancement of City revenues from increased income taxes, increased property taxes with social improvement of the area, and
a projected diminution of City expenses for social services greater prosperity would obviate the need for, the project may provide
the occasion to explore a development that some officials have only talked about a people TIF.
o The emergence of Change4Real and the innovative approaches here proposed, the project should be easily marketable within
circles occupied by people of means looking for projects worthy of investment through social venture capital. Such investment
might by facilitated by the creation of a Human Development Fund to hold such investment in the social architecture of a new
approach to urban development.

21

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