1. Revitalizing a Former Federal Complex

2. Asian Americans for Equality (AAFE)  AAFE is a community-based, NeighborWorks America, nonprofit organization established in 1974 - headquartered in NYC: - current year budget is $14 million - net assets are $22 million - 90 full time employees  Empowers community residents, stakeholders, and supporters - through education and information - to engage in civic participation  Owns and successfully manages more than 600 high quality multifamily housing units  Operates two certified Community Development Financial Institutions (CDFIs) that promote business development and home ownership – loan pools exceed $15 million.  Provides needed, relevant, and viable community based programs including: - Youth development and education - Hurricane Sandy recovery programs - AAFECare center for seniors  Hardesty Renaissance EDC is AAFE’s Missouri registered subsidiary

3.  18.3 acres site; adjacent to the Kansas City Terminal Railroad; a major inter-modal trans-shipping hub, connecting the Midwest to freight from Mexico, Canada, and California ports  572,000 square feet of space in six buildings Asian Americans for Equality’s (AAFE) overarching Vision – through its Missouri subsidiary, Hardesty Renaissance - is to turn the abandoned former Federal Complex site, at Hardesty and Independence Avenues, Kansas City, Missouri, into a sustainable economic asset that benefits community; and results in a successful model for developments of scale that AAFE can replicate in other cities.

4. AAFE and Hardesty Milestones  Fall, 2011 Hardesty site purchase from GSA for $500,000 – holding costs are $100,000 per year  Continuous research into community needs; while developing local relationships  Summer, 2012 transfer of AAFE Executive Team member to Kansas City  Membership in Northeast Alliance Together (NEAT) – a strategic NEKC stakeholder group  Completed Port Authority of Kansas City feasibility study on site uses – identies food related opportunities as a possible place to start with site revitalization  NEAT awarded a 2013 MARC Planning Sustainable Places grant of $140,000 – with LISC and Hardesty matches. The grant includes funding for market and supply chain analyses on food related Hardesty site uses  Engaged a project architect – el dorado inc – in January, 2013  Formed a Hardesty advisory council in March, 2013

5. AAFE and Hardesty Milestones Awarded (additional) grants totaling $47,500 – decisions awaited on other grants Applied for City Brownfields revolving loan in May, 2013 – Commission approved Kansas University final year architects studio completed work on potential long term master plans for the Hardesty site – details at hub812.ku.edu Assisted General Services Administration in community outreach, and the community involvement plan, relating to sub-grade clean up Engaged Benton, Lloyd, and Chung as real estate attorneys in July, 2013 Goals for September – December: Establish a Hardesty website Close on the Brownfields Revolving Loan Plat the site (at present un-platted) Complete the business/financial planning process for 1 st phase development Remove/abate all hazardous materials in Building # 11 Create a clean and secure space - in Building 11 - that can be shown to potential partners and tenants; and that can be a venue for community engagement

6. Food Hubs  AAFE/Hardesty joined the USDA/Wallace Center/Winlock International National Good Food Network Food Hub Collaborative (NGNF) in April, 2012 – a great source of knowledge and contacts  In agricultural systems, food hubs have emerged to coordinate aspects of production, processing, distribution, and/or marketing of food to meet customer demand for local fresh, or other value-laden food products  “Locally produced food” generally means it was grown within 100-400 miles from where it is marketed/consumed. Hardesty does not yet have a fixed definition – but grower relationships thus far are all in either Missouri or Kansas. “Locally produced food” USA retail sales in 2008 were $5 billion, compared with $77 billion imported  The food hub movement is growing – based on a working (USDA) list of 170 hubs, 60% have existed for five years or less. Food hubs are operated by both non and for profit organizations  Statistics indicate that 1 in 7 of Kansas City residents do not have enough to eat – one or more viable KC food hubs can make a big difference in addressing this issue.

7. First Phase Development in the Feasibility Stage: Building 11: 210,000 square feet; two floors plus basement SW corner of site alongside Hardesty Avenue Adding Value to What is in Place Year Round International Food Exchange Production and Processing of Higher Value Add Food CSA for Local Urban Farms; with Marketing/Logistics Support Food Hub: Locally Grown Food Access and Affordability Food Related Programs, Education And Incubators Hardesty Renaissance Center for Projects and Programs