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									Principal Contact Name: John H. Classe, Jr. Company: Address: City, State, Zip: Country: Phone: Fax: E-mail address: Baldwin Park Development Company 4776 New Broad Street, Suite 110 Orlando, Florida 32814 United States (407) 206-7232 (407) 206-7209 JClasse@baldwinparkfl.com

Additional Project Participants who should be recognized (include addresses): City of Orlando: Bruce Hossfield, City of Orlando Economic Development Department, 400 S. Orange Ave. – 6th floor, Orlando, FL 32801 Orlando Partnering Team: Barbara Nwokike, Naval Facilities Engineering Command Southeast, 2155 Eagle Drive, North Charleston, SC 29406 David P. Grabka, Florida Department of Environmental Protection, Twin Towers Office Building, 2600 Blair Stone Road, Tallahassee FL 32399 Gregory Fraley, U.S. Environmental Protection Agency, Region 4, Atlanta Federal Center, 61 Forsyth Street, Atlanta, GA 30303 Steve Tsangaris, CH2M Hill, 4350 West Cypress Street, Suite 600, Tampa FL 33607 Sam Naik, CH2M Hill, 115 Perimeter Center Place, N.E. Suite 700, Atlanta GA 30346 Steve McCoy, Tetra Tech NUS, Inc., 800 Oak Ridge Turnpike, Suite A600, Oak Ridge TN 37830 Teresa Grayson, Tetra Tech NUS, Inc., 800 Oak Ridge Turnpike, Suite A600, Oak Ridge TN 37830
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Confirmation Notice I confirm that the information regarding Baldwin Park Redevelopment located in Orlando, Florida contained in this application is accurate and complete to the best of my knowledge. Principal Contact Name: John H. Classe, Jr. Signature: _________________________ Date: June 29, 2006

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1. Was the project conducted pursuant to a governmental voluntary remediation program? Yes No If yes, provide the legal citation for such program. 2. Did the property owners receive a covenant-not-to-sue or liability release from environmental regulators? Yes No Because the former Naval Training Center (NTC) Orlando is a former Department of Defense (DoD) property, the property recipient (i.e., the City of Orlando) and subsequent owners (e.g., Baldwin Park Development Company) are afforded protection from liability by a Comprehensive Environmental Response, Compensation and Liability Act (CERCLA) §120(h) covenant for environmental contamination caused by DoD. The federal government is responsible for cleaning up any contamination that can be attributed to DoD activities discovered after the property is transferred. An additional protection afforded to NTC and other former DoD properties closed under a Base Realignment and Closure (BRAC) act is the indemnification provided by the National Defense Authorization Act for FY93. DoD indemnifies transferees of base closure property from legal action for releases or threatened releases of hazardous substances resulting from DoD activities. If yes, does it apply to others Yes No Who?

3. Did remediation occur under a consent order or other legal mandate? Yes No If yes, please provide one copy of the consent order and other relevant legal documents. 4. Was a final report submitted to federal, regional, territorial or state environmental regulators declaring that the remediation was completed according to an approved plan? Yes No If yes, please provide a copy of the executive summary or section that summarizes the overall plan and actions. There was not a final report submitted for the entire Main Base. Instead, reports have been submitted for individual contamination areas on a site-by-site basis. The State has approved the requests for No Further Action and issued approval letters to the Navy for the Main Base Golf Course and Study Areas 3, 27, 29, 33, 35, 37, 40 and 42. At Operable Units 1 and 3 and Study Areas 36 and 39, active remedial actions for soils have been completed but long-term monitoring of groundwater is underway to verify that the contamination is not a threat to human health and the environment and that concentrations continue to decrease. Recently a new area of groundwater contamination (Study Area 36NW) was discovered and is currently being evaluated. The groundwater does not pose an environmental threat and has not affected the development of Baldwin Park. Remedial action summaries for these sites are provided as an attachment to this application form.
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5. Was the site ever on a federal, regional, territorial or environmental priority list? Yes No If yes, please provide the name of the priority list and EPA ID number (if applicable). Although the NTC Orlando was not declared an official Superfund site, the NTC was listed on the U.S. EPA Superfund Program Database with EPA ID No. FL6170023711, Site ID No. 0405994. The State of Florida has not assigned an ID number to the NTC. 6. Did the project receive any loans, grants or financial assistance from any public or private organizations? Yes No If yes, please list those sources. Wachovia, SunTrust, Capital Improvement Revenue Bonds (Urban Orlando Community Development District) and the City of Orlando. 7. To the best of your knowledge, has any enforcement action or order been taken against any of the nominees or nominees’ organizations at any time in the past three (3) years? Yes No If yes, please provide an explanation of the circumstances of the action. 8. State the number of years that the site was idle or abandoned, and briefly explain the reason(s) for abandonment. In July 1993, the BRAC Commission recommended closure of NTC Orlando. The multi-phase closure of the training center began in 1995 and was completed in April 1999. Redevelopment activities associated with Baldwin Park began in 2000 and the first homes were constructed in 2002. 9. State the length of time (months, years) it took to remediate and redevelop the site. Please itemize the time (months, years) by major phases. Since the inception of the Orlando Parterning Team (OPT) immediately following announcement of the impending base closure, significant environmental investigation and cleanup has been accomplished and is still ongoing, as illustrated by the timeline schedule below. The Navy completed a comprehensive Environmental Baseline Survey (EBS) in 1994. The EBS consisted of a complete review of historical records and a "fence-to-fence" inspection of the property similar to a Phase 1 Environmental Site Assessment performed for commercial real estate transactions. The majority of the site screening (sampling) investigations took place between 1995 and 1999, with most asbestos, lead-based paint and tank removals accomplished during that period as well. Site remediation efforts began in earnest in 1998. Four active remediation sites have groundwater contamination and are presently in monitoring only status. Monitoring is performed by sampling and analyzing the groundwater from wells installed in the surficial aquifer, then analyzing the
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samples and evaluating the results for trends in the contaminant concentrations. The monitoring at these sites is expected to be completed in 2008. Monitoring at a fifth site, Operable Unit 3, which has arsenic contamination in groundwater, is projected to be completed in approximately eight years (2014). Redevelopment began in the middle of the Navy's investigation and cleanup activities. Baldwin Park Development Company was responsible for remediation of the golf course and demolition of over 250 buildings and structures on the Main Base, which began in early 2000 and was completed in mid-2001. A total of 18 months and 400,000 man hours were spent on demolition activities. The golf course took a year to remediate due to the widespread presence of arsenic in soil. Concentrations were highest around tee boxes and greens, necessitating removal; while concentrations were low enough in other areas that soil mixing could reduce them to levels below the Florida Soil Cleanup Target Level. In August 2001, the City issued the Baldwin Park Development Company a greenfield certificate which signified completion of demolition.

CLEANUP AND REDEVELOPMENT TIMELINE

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10. State the total project cost, including all environmental due diligence, remediation, infrastructure costs, and other expenses. (Please itemize all environmental remediation costs separately from other costs.) Since 1992, the Navy has spent over $21 million on the environmental investigation and cleanup of the former NTC Main Base, including about $5 million for investigation and $16 million for remediation (which includes the cost of asbestos and lead-based paint removal). Baldwin Park Development Company's total project costs exceed $100 million, and include demolition and developer environmental remediation, new infrastructure improvements (roadways, stormwater management, potable water, wastewater, reclaimed water and electrical systems, roadway lighting, signage, three community centers, street trees, landscaped buffers and park improvements), design, and permitting. 11. State the total acres of the site and the size of the area subject to remediation. Baldwin Park occupies 990 acres of the 1,095 acres that comprised the Main Base of NTC Orlando. The area requiring remediation totaled 276 acres, but this does not include the 27 underground storage tank (UST) locations that required remediation. All 107 USTs and 125 aboveground tanks (ASTs) at Main Base were removed from the Baldwin Park site. 12. State the number of employees formerly employed at the site prior to the abandonment. Concisely state the primary job classifications at the former enterprise (e.g., mechanics, steelworkers, clerical, etc.) According to the DoD Office of Economic Adjustment, the NTC and Naval Hospital employed 1,105 civilians prior to BRAC in 1993. Most of those positions would have been located at the Main Base, while an estimated 100 employees would have been located at the three other NTC facilities. The Naval Hospital was transferred to the Veterans Administration for use as an outpatient clinic and is not part of Baldwin Park. The Naval Hospital employed approximately 200 medical and administrative staff, thus it is estimated that 800 civilians were employed on the portion of the Main Base that now composes Baldwin Park. The civilian positions included the following:       Instructors Administrative and clerical staff Maintenance staff, including janitors, groundskeepers, vehicle mechanics, electricians, HVAC technicians Kitchen and cooking personnel Golf course superintendent, mowers, greenskeepers, and other maintenance personnel Cleaning staff for visitor room facilities

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13. State the number of employees currently employed at the site. Concisely state the primary job classifications at the present enterprise. There are approximately 580 employees on the site of Baldwin Park at this time. These jobs range from commercial/retail positions at businesses such as insurance companies, restaurants, clothing shops and the neighborhood grocery store to educational positions at the new middle school. Professional, administrative and support positions are also included such as those associated with engineering and accounting firms and health care offices (e.g., dentists and podiatrists). During the height of the redevelopment phase, approximately 20,000 jobs were created due to the construction needs. Baldwin Park expects a total of 6,000 jobs onsite (including both commercial and retail) when complete. There are about 2,000 construction jobs currently onsite and the annual construction payroll is approximately $100 million while the project is still underway. 14. What was the primary reason this site was selected for redevelopment? The location of the project was the primary reason for redevelopment. The former NTC's proximity to downtown Orlando provides an opportunity to help reduce urban sprawl. Residents of Baldwin Park are conveniently positioned near downtown/government offices, entertainment, sports and arts venues, major highways, airport, hospitals, and schools, and are also close to other local retail areas, including a major regional shopping mall (Fashion Square) and a popular entertainment and retail shopping district (Colonial Drive). 15. Provide a brief site history stating the types of former owners and site usage. The history of the NTC began in 1928 with construction of the original Orlando Municipal Airport, which was eventually taken over by the U.S. Army Air Corps. An aerial photograph dated 1939 shows that the south Main Base was undeveloped prior to that time. In 1940, the U.S. Army Air Corps began construction of the Orlando Air Base which expanded in 1942 and 1943 to incorporate additional land that included the south Main Base property. According to Navy records, the north Main Base parcel was acquired by the U.S. government in 1942 and 1943 by Civil Action in a Declaration of Taking from various landowners. In 1947, the U.S. Air Force (USAF) assumed command of the facilities, which became the Orlando Air Force Base. The Air Photographic and Charter Service was the most active facility on the base and was responsible for photographic development of USAF movies and still photographs. The USAF ceased operations at the facility, and the property was then transferred to the Navy in 1968 when the Naval Training Center was commissioned. Operations at the NTC Main Base included the Recruit Training Command, Service School Command, Naval Administrative Command, Nuclear Power School, and the Naval Hospital. The Navy decommissioned the NTC in April 1999. 16. What was the greatest challenge or obstacle associated with this revitalization project? The Navy faced a major obstacle when significant progress in redeveloping the property was jeopardized by the finding that two pieces of the property were not suitable for transfer due to
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groundwater contamination. These parcels, designated as Study Areas 36 and 39, were in critical locations and threatened Baldwin Park Development Company’s ability to secure the financing needed to complete the project. Therefore, in a letter dated October 14, 2002, the City requested that the Navy expedite the transfer of all remaining property, and these two parcels in particular, using CERCLA §120(h)(3)(C) "early transfer" authority. While a typical early transfer might take 6 months to several years, the City needed to take ownership of the two parcels before Christmas to meet the developer’s needs – a very short timeframe (10 weeks) complicated by the requirement for a 30-day public comment period and a deadline two days before Christmas. The Navy quickly prepared and distributed a draft Finding of Suitability for Early Transfer (FOSET) to the OPT prior to the regularly scheduled team meeting held on October 28, 2002, where a ―hands-on‖ review of the FOSET was completed. The OPT and the City/developer worked continuously via fax, email, and teleconferences to produce a FOSET for public review and comment. This process was repeated during the public comment period to resolve issues and prepare the transfer deeds. The Final FOSET was sent up the Navy chain-of-command on December 12, 2002, and forwarded to Governor Jeb Bush who signed the approval letter on December 19, 2002. Without the concerted efforts and cooperation of the Governor’s office, FDEP, EPA, the City and Baldwin Park Development Company, the Navy could not possibly have moved the FOSET through the regulatory and public review process, then on to Naval Facilities Engineering Command Headquarters and the Deputy Assistant Secretary of the Navy, and finally to the Governor’s desk for signature in such a short period of time. Meeting such an aggressive schedule would not have been attempted if not for the mutual trust and teamwork the OPT has developed over the years. The early transfer of the two key parcels represents the shortest duration for any early transfer by any DoD Component and the first early transfer of DoD property in the State of Florida. One of the biggest challenges the developer faced was that the former NTC was surrounded by existing residential land varying in design and value, industrial land, and commercial land. It was important to redevelop the land so that it was seamlessly integrated with the existing neighborhoods. Military property that was once closed to the general public and enclosed by secured fencing has successfully been redeveloped to include city parks, shopping, offices, and restaurants that all of Central Florida can enjoy. 17. Describe the nature and magnitude of the contamination, including a list of the major contaminants and volumes/quantities. Identify the affected media and affected acreage. In support of the NTC’s mission, hazardous materials have been used and waste products generated, first by the Army Air Corps, later by the Air Force, and then by the Navy. Through accidental spills, leaks, and conventional waste disposal practices prior to 1984, hazardous materials have come into contact with the environment in ways that are unacceptable by today’s standards. Most of the hazardous materials and petroleum products used at NTC Orlando were associated with industrial operations in support of ground vehicles, photographic processing, and base maintenance. Wastes were disposed of at onsite landfills and by discharges to wastewater treatment plants and Lake Baldwin. The following table lists the period of activity and the nature of the substances that were discharged to the environment. The volumes and quantities of chemical discharges are unknown.
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SUMMARY OF HAZARDOUS MATERIAL DISCHARGES AT MAIN BASE

Period Pre-1940

Facility Name Orlando Municipal Unknown Airport No. 1 Orlando Air Base and Orlando Air Force Base

Hazardous Substance Activities

19401949

Landfilling of spent solvents, still bottoms, medical waste, and x-ray film processing waste. Discharge of hospital chemicals to the Wastewater Treatment Plant (WWTP). Storage of oils and lubricants, coal, paint, and chemicals. None

19491951 19511968

Inactive

Orlando Air Force Base

Discharge of photochemicals to Lake Baldwin. Discharge of film processing and printing wastes, and hospital chemicals to WWTP. Landfilling of photochemicals, spent solvents, solvent still bottoms, solvent contaminated filter media, medical waste, x-ray film processing waste, waste paint, batteries, caustic, and acids. Storage of chemicals, oils and lubricants, transformers, coal, hazardous waste, and pesticides. Discharge to WWTP of film processing and printing wastes, and hospital chemicals. Landfilling of pesticides, and fuel (firefighting training). Storage of waste oil, spent solvents, solvent contaminated filter media, auto batteries, oils and lubricants, mineral spirits, transformers, pesticides, asbestos, lead and lead air filters, tricell batteries, dental wastes, hazardous waste, waste paint, caustic, acids, and ordnance.

19681999

NTC Orlando

The total acreage affected was approximately 276 acres including both contaminated soils and groundwater, and a wide variety of contaminants, as listed in the following table.

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AFFECTED MEDIA AND ACREAGE BY SITE Site Main Base Golf Course (9-hole golf course and associated maintenance) Contaminants Pesticides and herbicides Media Soil Acreage 192.3

Operable Unit 1 (North Grinder Landfill materials, film and Landfill and Groundwater Use photographic chemicals, paint Restriction Area) thinner, medical waste, solvents, arsenic, PCB, pesticides, gross beta, gross alpha Operable Unit 3 (Greenskeeper’s Storage Area, Pesticide Handling Area) Study Area 3 (1st Lt. Storage) Study Area 27 (Security Building, Armory / Hurricane Storage Locker Study Area 29 (Grounds Maintenance) Study Area 33 (Administration Building) Study Area 35 (Auto Maintenance Facility) Study Area 36 (Lumber Storage, Shops) Study Area 37 (Flammable Hazardous Waste Storage) Study Area 39 (Loading Platform, Coal Storage Area) Study Area 40 (Softball Fields, Bottle Landfill) Study Area 42 (Maintenance Shop) Arsenic, polycyclic aromatic hydrocarbons (PAHs), lead, pesticides (MCPA, MCPP, Lindane) Solvent perchloroethene (PCE) BEHP, arsenic, PAHs

Soil Groundwater

54.82

Soil Groundwater Groundwater Soil

3.27

0.36 0.12

Arsenic PAHs Petroleum, oils and lubricants Solvents trichloroethene (TCE), PCE Chlordane Solvents TCE, PCE Arsenic, PAHs PAHs

Soil Soil Soil Groundwater Soil Groundwater Soil Soil Total Affected Acreage

0.14 0.03 2.12 1.94 0.41 12.88 7.63 0.05 276.07

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18. Describe the remediation activities and redevelopment project, including cleanup funding mechanisms, barriers to redevelopment, construction/renovation challenges, and innovative clean up technologies. Remediation Activities - Depending on the circumstances at each site, various remediation techniques were employed. For contaminated soils, excavation and disposal were employed often with replacement with clean material. At the Main Base Golf Course, however, the tees and greens exhibited high arsenic concentrations from herbicide use and were excavated and disposed off site at a licensed landfill. The remaining soil on the fairways was mixed with a tiller to reduce the remaining arsenic exceedances to levels below the Florida Soil Cleanup Target Level. Groundwater is generally more difficult to remediate than surface soils, and several techniques were employed. At Study Areas 36 and 39, for example, vegetable oil injections were performed to encourage indigenous biological processes to destroy the solvent contaminants. At Operable Unit 3, two trenches filled with activated alumina were installed to adsorb arsenic from the groundwater as it flowed through the ―walls.‖ These sites are currently being monitored to ensure that the contaminant concentrations continue to decline. At some of the sites (Study Areas 27, 29, 33 and 35), contamination is present but at concentrations below the State commercial/industrial limits. For these sites, where the reuse was not intended for residential redevelopment, the Navy imposed land use controls prohibiting residential use when the land was transferred to the city and subsequently to Baldwin Park Development Company. Cleanup Funding – Nearly 100% of the funding to remediate soil and groundwater at the Main Base was provided by the Navy. To date, the Navy has spent over $21 million to investigate and remediate contamination sites, and expects to spend another $50,000 per year over the next 30 years to continue monitoring activities. These activities involve sampling and analysis of groundwater, ensuring the integrity of the Operable Unit 1 landfill cap, and verifying that the land use controls continue to be enforced. The Navy also paid for repairing friable asbestos and removing lead paint in buildings the City expected to reuse. Most of those buildings were subsequently demolished, however, and Baldwin Park Development Company paid for and performed the asbestos disposal during the development. Redevelopment/Construction Challenges - For the Baldwin Park Development Company, redeveloping the military base was filled with unknown obstacles. There were insufficient records and resources to be absolutely certain of what was buried beneath the surface of the 50 year old military base. Maps of underground utility lines were not always accurate. The demolition and redevelopment phases were, at times, a trial-and-error process. The project’s general public acceptance, especially by those who resided in the neighboring areas, was also an unknown obstacle that Baldwin Park was able to successfully overcome.

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19. Describe the redevelopment project, including how it fits within local and regional economic development strategies/plans, and the benefits that the project makes toward the local community’s economic and/or quality of life goals. The Baldwin Park development has re-integrated the former NTC Main Base property with the surrounding Orlando neighborhoods, resulting in a very pedestrian and bicycle-friendly community with over 200 acres of public park space and an expanded city trail system, replacement of the customer base that disappeared with the closure of the NTC, creation of approximately one million square feet of commercial space which will support approximately 6,000 jobs, and further enhancement of the image of the city of Orlando in the eyes of employers considering relocation or expansion of their companies. The City held about 200 public meetings which gave adjacent residents and business owners the opportunity to have their input on the redevelopment, thus ensuring the development fit into the local government's growth management plan and comprehensive land use plan. 20. Describe the efforts to involve the community in the clean up and redevelopment of the project site. The former NTC has had an operating and active Restoration Advisory Board (RAB) comprised of local residents and government representatives since 1994. The RAB has become a valuable resource for the community, providing a forum for constructive dialog with the Navy regarding environmental cleanup of the NTC, particularly after base closure in 1999. The RAB meetings allow an exchange of ideas and recommendations, and a means of conveying news and information back to the many residential neighborhoods surrounding the former base. Initial community skepticism related to base closure and reuse, and concerns that environmental restoration efforts might be compromised in the interest of real estate transfer, have been replaced with an understanding and appreciation of the OPT’s commitment to ensuring human health and the environment are protected. RAB meetings also provide a venue to receive public comments for remediation decision documents. Rather than schedule independent public meetings to provide opportunities for community input, RAB meetings are scheduled to receive public comments when decision documents are in the process of being finalized. This approach saves considerable time and effort that would otherwise be necessary to plan and attend separate meetings in the Orlando area. The OPT also maintains a mailing list of individuals and organizations interested in receiving meeting notices and periodic updates on the environmental program at NTC. Furthermore, technical reports and other documents on the environmental program are made available for public review at a project-specific information repository located at the Orlando Public Library in downtown Orlando. During the redevelopment phase, the City held approximately 200 public meetings to discuss the vision and conceptual planning process. These meetings provided an opportunity for the local community to voice their concerns and needs. Involving the community is still an important process today. With each new stage of redevelopment, a public meeting approval process is held with the city and detailed neighborhood plans are reviewed.
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21. Describe the federal, regional, territorial or state environmental regulatory issues associated with the project, providing information on the following items as appropriate:  Cooperative multi-party efforts  Use of any special governmental initiatives or programs  Apportionment of liability or cost-sharing arrangements among multiple partners While the former NTC is not on the EPA National Priorities List, and is thus not a federal Superfund site, the environmental investigation and cleanup is being conducted under the Navy Installation Restoration Program which generally follows the CERCLA process used at Superfund sites. EPA Region 4 is the lead regulatory agency for Operable Units (sites with significant contamination), while FDEP is the lead regulatory agency for Study Areas and petroleum tank sites. In either case, the non-lead agency provides input and concurrence on all decisions. The OPT was formed to establish a teaming relationship among Navy personnel and contractors, and representatives of the FDEP and EPA. This team has worked successfully together to accomplish a common goal—cleanup of environmental contamination and transfer of the former NTC property for redevelopment. The OPT’s major responsibilities include:      Assuring safe and efficient performance of environmental restoration activities Implementing innovative technologies and sound technical decisions to protect human health and the environment while achieving cost avoidance Providing efficient award and execution of contracts to streamline the cleanup process Establishing a RAB to foster cooperation and communication between all interested parties Coordinating with Baldwin Park Development Company to eliminate construction delays.

To date, 27 study areas have been investigated, over 230 tanks have been removed, and two Operable Units and three Study Areas are currently in various stages of remediation. The OPT has taken the necessary steps to protect the public and the environment through expedited response, and development and application of innovative remedial technologies while saving over $11 million in the cleanup process. All of this has been accomplished while maintaining a perfect safety record with zero recordable incidents and zero lost-time accidents in over 18,000 hours of environmental work. Outstanding management of the environmental cleanup and property transfer efforts by the OPT and Baldwin Park have resulted in the following significant accomplishments achieved in regards to cooperative multi-party efforts and use of special government initiatives and programs:     Completing the fastest DoD property transfer using CERCLA 120(h)(3)(C) Early Transfer Authority (see Question 16) Conducting a surprise medical waste cleanup within 45 days, assuring a middle school opened on time Partnering with Baldwin Park Development Company to minimize construction delays Developing an acquisition strategy of subcontracting a majority of the work to local, small and small disadvantaged businesses to meet Navy small business goals

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The fast-track medical waste removal action became necessary when utility trenching by the Orange County School Board (OCSB) during construction of the new Glenridge Middle School campus unearthed buried debris, including medical waste. This was an unknown waste site and not documented in the Environmental Baseline Survey that was prepared upon base closure. An accelerated cleanup contract was negotiated for offsite disposal of 6,000 tons of waste removed from the school property. The OPT’s fast response on this action prevented construction delays and allowed the school to open in time for the beginning of classes. It was made possible by the outstanding relationship and trust built by the OPT with the Orange County Department of Health, the OCSB, the City, and Baldwin Park Development Company prior to the discovery of this site. Exceptional coordination between the project stakeholders resulted in a duration from funding of the project to its completion of only 45 days. The OPT’s plan to temporarily store the waste on City-owned property until a cost-effective disposal solution could be negotiated for the regulated medical waste saved over $4 million. Again, this cost savings would not have been possible without the OPT’s partnering relationships developed prior to discovery of this unknown waste site. The tremendous demand for the property meant that financing and scheduling were critical issues for Baldwin Park Development Company, so the OPT engaged in extensive coordination and cooperation to find ways of minimizing or eliminating delays that might jeopardize completion of the various phases of the project, including systematic abandonment and post-construction replacement of monitoring wells needed for long-term groundwater monitoring (with locations selected to avoid wells on future residential lots), shared responsibilities between the Navy and the developer for cleanup of newly discovered petroleum sites, and coordination of early transfer of parcels needed at critical times to allow financing to be completed. An excellent example of OPT and developer coordination is the outstanding cooperation in coordinating remediation and residential development construction schedules at Study Areas 36 and 39 (the early transfer parcels). The OPT used vegetable oil injection to enhance the biodegradation of TCE and PCE in groundwater at these two sites formerly used to store hazardous materials. Vegetable oil is a safe and inexpensive treatment technology. The OPT intentionally selected a low-profile passive remediation alternative that would be flexible enough to reduce the contamination levels while not impeding the construction of a new residential neighborhood with unsightly remediation infrastructure. The project team achieved an Operating Properly and Successfully (OPS) designation by EPA for one of the sites, and an additional OPS determination is anticipated within the next year for the second site. Not only was the technology successfully applied, it was cost-effective as well. The Navy’s success with vegetable oil enhancement at these sites is directly transferable to similar sites and can result in a significant cost savings as compared to previously used proprietary enhancements (approximately $0.50 per pound for vegetable oil versus as much as $12 per pound for other injection substrates). To transition from using cost reimbursement contracts awarded to large businesses, the Navy developed an acquisition strategy promoting the use of small business contracts by issuing competitive firm fixed price awards to accomplish environmental projects. To date, one Environmental Multiple Award Contractor in the Florida region has received $976,000 in awards, and one Blanket Ordering Agreement with a qualified 8(a) contractor (i.e., a Small, Disadvantaged Business in the Small Business Administration 8(a) Business Development Program) has resulted in over three task order awards in the amount of $400,000.

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22. How were various financial techniques and strategies used and leveraged to facilitate the redevelopment of this project (e.g., grants, tax increment financing, tax credits/incentives, tax-free zones, public or private loans, equity and financial partnerships)? The redevelopment financial techniques and strategies included a combination of private equity and private loans through Wachovia, SunTrust, and the City of Orlando. In addition, the biggest component was the use of tax exempt capital improvement revenue bonds through the Urban Orlando Community Development District. 23. Describe the innovative brownfield techniques used in the project, highlighting the following items as appropriate:  Economic development  Financing techniques  Marketing strategies  Land conservation (e.g., habitat preservation, parks, open space, etc.)  Sustainable development (e.g., green buildings, eco-industrial development, mixed use, integrated planning, smart growth, sustainable design concepts, etc.)  Public policy initiatives (e.g., governmental initiatives – abandoned petroleum sites without viable responsible parties (“Petroleum Brownfields”), minescarred lands, port revitalization (“PortFields”), old rail properties (“RailFields”), smart growth, environmental justice, BRAC sites (Military Base Realignment and Closure), one-cleanup program (blending requirements of several regulatory programs into an effective cleanup model), economic revitalization, job training, education, or housing) Economic Development - Revitalization of the customer base for surrounding merchants that disappeared with the closure of the former NTC, approximately one million square feet of commercial space which will provide approximately 6,000 jobs, and further enhancement of the image of the City of Orlando in the eyes of employers considering relocation or expansion of their companies Financing Techniques - Baldwin Park used a combination of financing mechanisms to accomplish its redevelopment efforts including (in descending order of dollar value) tax-exempt capital improvement revenue bonds (through its Urban Orlando Community Development District), private bank loans, private equity and loans from the City of Orlando. Marketing Strategies – Baldwin Park proudly states that it is ―Neighborhood Friendly. City Smart.‖ The marketing strategy has been to reach urban dwellers seeking a new home in an established area of town and suburbanites seeking to escape long commutes. The marketing messages have promoted the convenience and benefits of living in an area where you are close to everything you need (work, entertainment, shopping, education, transportation). Marketing has primarily been through prime billboard locations on the major metro Orlando highway, radio, and pre-printed inserts in the local newspaper. Land Conservation – With over 200 acres of parks and 250 acres of lakes, the objective at Baldwin Park was to create a habitat that would be significantly more attractive to wildlife than might typically be expected in a new home community. With this goal in mind, the developer partnered with Audubon of Florida on environmental aspects of the development project. The collaboration
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with Audubon of Florida in planning the parks and water edges has aided in creating viable ecosystems where none existed before. Lake shorelines are reserved for parks and public enjoyment, as opposed to home sites. Over 100 mature trees have been relocated and 4,000 new trees planted throughout Baldwin Park. Sustainable Development – Baldwin Park has been awarded the Sustainable Florida Award from The Council for Sustainable Florida for its commitment to Florida’s economic, environmental and social future. As a traditional neighborhood development, principles of new urbanism are easily identified throughout the project. For example, the neighborhood provides a variety of housing types, for sale and for rent properties are integrated seamlessly throughout the development, parks, recreation, and the Village Center are within walking distance to most neighborhoods, and many residents take advantage of the opportunity to live and work within the mixed-use development. There are also no walls or gates which makes Baldwin Park accessible to the surrounding neighborhoods. Public policy initiatives –In 2005, Baldwin Park received the EPA Smart Growth Achievement Award in the category of Military Base Redevelopment. Additional awards include Award of Excellence from the Urban Land Institute, Platinum Award for Best Smart Growth Community from the National Association of Home Builders, National Building with Trees Award from the National Arbor Day Foundation, Distinguished Corporation Award from Audubon of Florida, Award of Excellence from the Florida chapter of the American Planning Association. 24. Describe the community impact, providing information on the following items as appropriate:  General impact or benefit to the community  Community population, demographics and general employment information  Tax revenues now generated by the project site as well as future projections relating to this project site General impact of benefit to the community – With the redevelopment of the former NTC into what is now Baldwin Park, land that was once closed to the general public is now open and accessible to all of Central Florida. In fact, there are 22 entrances into the neighborhood, which makes visiting the parks and the Village Center shops and restaurants easily accessible from multiple avenues. Baldwin Park has also had a significant positive impact on the adjacent real estate values. Community population, demographics and general employment information – When the development is complete there will be 4,300 residential units and approximately 10-12,000 residents. The demographic for the residents is wide ranging - young, single professionals and young families to retirees and empty nesters, renters and owners, million dollar custom homes to apartments, all religions, ethnicities and lifestyles. Ninety percent of Baldwin Park residents are Central Floridians who have moved from outlying areas. Tax revenues now generated by the project site as well as future projections relating to this project site – $12 million currently and approximately $40 million per year upon completion.

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25. Why is this project worthy of a Phoenix Award, an international revitalization award? As a result of the collaborative efforts of Baldwin Park Development Company, the City of Orlando and the Orlando Partnering Team, Baldwin Park is a successful model for military/brownfield redevelopment and for new urbanism. The project has been redeveloped and designed to weave into the fabric of Central Florida. The neighborhood provides many different housing choices and the residents enjoy the parks, open spaces, and recreational facilities that keep them interacting with their neighbors. The former brownfield infill is now a thriving and vibrant greenfield community and has been recognized for a variety of awards. Most recently the project has received the EPA Smart Growth award that recognizes the effort of bringing about direct and indirect environmental benefits. Baldwin Park has also received design awards like the Platinum Best in American Living Award for Best Community which recognizes the development’s diverse architectural design. With the cooperation and support from national and local organizations, Baldwin Park is a truly sustainable traditional neighborhood development that has created jobs, provided public and private green spaces, opened new shopping and dining venues, increased land values and remediated contaminated land into an environmentally sound place for Central Floridians to live and work in downtown Orlando.

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