Author: Gina Clifford

On the website of the National Trust for Historic Preservation is a statement that’s indeed simple but oh so true: “Simply put, historic means old and worth the trouble.

The long-abandoned Grove Court Apartments in Montgomery is old and on first glance may seem not worth the trouble. But fortunately, the new owners could see past its shabby condition to picture the architectural gem it was and could be again.  

Built in 1947 and on the National Register of Historic Places, Grove Court Apartments was part of the movement to create more housing after World War II and believed to be the only example of an International-style apartment complex in Montgomery.

Tom and Jud Blount of GCA Properties recently has purchased the architecturally significant building located on South Court Street. The derelict building had been for sale for many years and long been a blight on the neighborhood.  

Jud Blount says the Grove Court Apartments project is in the conceptual design phase. The plan is being created by his uncle Tom Blount, a retired architect who designed the Alabama Shakespeare Festival and many other buildings.

“Our goal is to save the historic international style architecture and find a use for the five buildings,” Jud explains. “The buildings will most likely be turned back into apartments that have been modernized and fit for young professionals. We have not made any decisions on mixed use but there might be room for a café and a few offices on the corner units. We believe that downtown is growing into a vibrant capital city, and we believe that City Fed [another Blount project] and Grove Court Apartments will play a role.”

Construction is expected to begin the first quarter of 2022. This is the third project Tom and Jud have done together since 2017. Their first project was turning a 1950s bank into a café.  City Fed is their second project – a 1926 bank and two other early buildings turned into a mixed-use complex – which they are working to finish

Designed by Pearson, Tittle & Narrow, the architectural style of Grove Court Apartments earned Clyde Pearson national recognition in the field of design. The three-story reinforced concrete structure originally had 54 one-bedroom and 27 two-bedroom units.

Units were accessible through outside staircases and the building was designed with no inside staircases or shared hallways. The Blounts plan to add stairs and two elevators on the outside, leaving the existing structure intact. The apartments were marketed to professionals working downtown and returning war veterans wanting, as the Montgomery Advertiser said, “to rent good class homes.”

A description of Grove Court from the Society of Architectural Historians: “Horizontal bands of metal casements and heavy, apron-walled corner balconies of reinforced concrete define the two outer street elevations of the Grove Court. But inside this protective perimeter, all apartments open directly onto balcony-like covered walkways interconnected at all three levels via bridges and glassed-in stair towers.”

Despite the building’s deplorable condition having sat vacant since the 1990s, its mid-century modern design will no doubt be an asset to the community after it receives some tender loving care.

“We removed over 110 full dumpsters of trash, plaster and debris coming in at over 3 million pounds,” says Jud.  “The foundation and bones of the structure are as solid as they come. They don’t make buildings like this anymore!”

“The property has long been blighted, and everyone is thrilled to see a sale finally close in 2021,” says Lois Cortell, senior development manager for the city of Montgomery. “Within days of the property closing, the new owners began to clear the property, stabilize it, and fence it for security.  The Grove Court Apartments have a highly visible location on Court Street, which is regularly traversed by commuters in and out of downtown.  We all watched with great excitement as the overgrown vegetation was removed and the once glorious architecture began to be apparent again.” 

Increasing the stock of residential development in downtown Montgomery is critical, so this renovation is truly a winner on many fronts, adds Cortell: “A local developer with a track record of success, more housing for downtown, blight removal, and a long-hoped for historic renovation showcasing the diversity of architecture in Montgomery.”

Jeff Benton, local historian and author who wrote about Grove Court in his book A Sense of Place: Montgomery’s Architectural Heritage, is also delighted that the complex will be restored.

“Since the Blounts do things right, I have no worries about what they eventually decide to do with the property,” says Benton. “If you are to see Grove Court as the skeleton it is, you would know that only developers of vision and optimism would undertake such a project. Montgomery is blessed that the Blounts are again showing their regard for the city.”

*Article Written By Jessica Armstrong

Long gone are the days of shuffling through drawer after drawer of card catalogs and getting eyestrain from staring too long at a microfiche machine. The role of a school library has changed significantly, and designers are playing a big part in keeping them relevant and useful in the digital age.

Revitalization of libraries is a national trend and a priority in Jefferson County as library use changes with technological advances, observes Dave Reese, Principal in Charge and President of TurnerBatson whose firm transformed a traditional library into a cutting-edge media center for the Adamsville Elementary School in western Jefferson County. The project won the “Best of Small Institutional” category in the 2021 IIDA award presented by the International Interior Design Association’s Alabama Chapter. Two additional TurnerBatson projects also won in two other categories this year.

“Redesigning and reinvigorating library spaces allow them to be used for collaborative and group learning,” Reese says.  “The Adamsville space was designed to cultivate the students’ imagination with bright colors, compelling graphics and defined nooks for independent study or group interaction.”

Libraries of the past are being transformed into media centers that offer not only books but all technology has to offer. The new Adamsville Elementary School Media Center features multiple function learning zones and is designed to adapt to future advances in technology. Interactive 3D models were produced to visualize the space using Revit, Sketchup and Enscape.

The media center has more organization in its layout than the previous library, explains project architect Wil Bradford.  There are specific spaces that enable students to have the privacy to read (to “think”) or the ability to present (to “show and tell”). Other notable changes include the materials used which are more equipped to help with the acoustics of the space, adds Bradford, and are more durable compared to the previous setup.

Quality of lighting was a was a challenge the design team encountered in the beginning, says Bradford. “Our solution was to enhance the artificial light as well as allow the natural light to better enter the space while maintaining the privacy of the media center.”

TurnerBatson Interior Designer Mary-Claire Bennett Brown says the challenge in designing the 4,800- square-foot space was to nurture childrens’ boundless imagination and encourage them to engage with all types of literature and learning tools.

“Our firm was tasked to create a state-of-the-art media center for Adamsville Elementary School that brought new life to an existing space within the school,” she says. “Inspired by mantra of ‘think, show, and tell,’ the newly updated media center features ample natural light, cozy reading and group spaces, and a dedicated computer area for instruction.”

Young students still love to touch and feel books, she notes, but this combination resolves the varied needs of the learning environment within this multi-use space. The palettes of purple and blue colors showcase a harmonious look while creating designations for each space. The reading tower showcases a nighttime galaxy with a hand-drawn lightbulb, figuratively emulating “brainstorming,” which is part of creating an “idea.” The “Share” space features tiered seating encouraging group-led classes. Finally, the “Idea” section, including a lightbulb and wall mounted countertop, allows each student to have a seat and research their “idea” for class.

*Article Written by Jessica Armstrong and Images Courtesy of TurnerBatson Architects

Though different disciplines, urban planning/design and economic development are inherently related as both prioritize shaping the livability and prosperity of a particular community.  A master plan serves as a blueprint for future expansion, and economic viability is an important component.

Economic development is aimed at improving the economic well-being and quality of life for a community. With that in mind the Alabama League of Municipalities launched the Economic Development Academy this year.

The academy is designed to educate and engage municipal officials on the essential elements and phases of economic development while highlighting their vital role in economic initiatives and projects within their communities.

Cities and towns are the foundation of Alabama economies and the academy was envisioned the league to further enhance the economic development process at the local level, notes Bryan Parker, director of governmental affairs for the Alabama League of Municipalities.  Such a resource is needed as many municipal officials last year were elected for the first time and were unfamiliar with the community and economic development process.

“The league’s academy is specifically designed to engage them in the development of their communities and to expand their knowledge about the opportunities, challenges, laws and logistics involved,” Parker explains. “This program will also assist in identifying next steps to make participating communities successful beyond the short term.”

The league has partnered with Neal Wade, who was director of the Alabama Development Office (now the Department of Commerce) under Gov. Bob Riley, to lead the program curriculum and help communities reach their goals.

“Neal’s experience at the local, regional and state economic development levels, as well as his understanding of public utilities, makes him uniquely qualified to assist communities from conception to execution,” League Executive Director Greg Cochran said.

ALM’s Academy will take place over a one-year period beginning Nov. 1 with an orientation. To graduate, participants must conduct an economic vitality survey of their communities, complete a community assessment/project and attend four statewide training sessions. At the conclusion of the year-long program, graduates will receive a certificate of municipal economic development from the league and the ACCS.

Unlike existing economic development programs, ALM’s Academy is tailored to municipal officials using a team model. The mayor or another designated elected or administrative official and at least two councilmembers are required to participate from each community to form a team of up to five members.

Thirty communities will comprise inaugural class on Nov. 1 in Montgomery: Alexander City, Bessemer, Center Point, Centreville, Chelsea, Coffeeville, Columbiana, Elba, Enterprise, Gadsden, Geneva, Good Hope, Guin, Hartselle, Irondale, Lipscomb, Monroeville, Mount Vernon, Oneonta, Opp, Ozark, Pike Road, Scottsboro, Selma, Tallassee, Tarrant, Thomasville, Trussville, Tuskegee and Union Springs.

The league has also formed a Resource Advisory Council to serve as a resource of experts for academy participants.  Additionally, the league has partnered with the Alabama Community College System (ACCS) to provide classroom space and assist in developing the academy curriculum. ACCS will present each participant with a Certification of Municipal Economic Development upon graduation. 

Participation in the program can result in better design and planning, and a well-designed community is going to be stronger economically. Therefore, the first order of business for participating communities will be to complete a vitality index designed to provide a snapshot of each community’s strengths and opportunities as well as community livability and current infrastructure, says Parker. 

“Many municipalities have infrastructure needs whether they are sewer and water, broadband or aging and dilapidated buildings,” he continues. “The academy will connect communities to partners and resources for infrastructure assistance that will also consider the livability and ‘charm’ of the community, which always ranks high with site selectors when scouting for a retail or industrial project. This program will intentionally guide participants as they consider and re-imagine the vision for their communities and how best to implement changes and improvements.”

*Article Written By Jessica Armstrong and Images Courtesy of the Alabama League of Municipalities

In her article “Why Should We Care About Street Art?” travel writer Ginny Copestake observes how street art “unlike drawings, paintings and sculptures you find in museums and galleries is there to be consumed by the masses. It is unconfined by walls and doesn’t come with a price tag, and most of all it really makes you look.”

In Mobile, what “really makes you look” are distinctive murals and custom-made signs by University of South Alabama fine arts graduate Andy Scott.  The largest mural he’s painted so far covers the rear wall of the three-story Athelstan Club; a private Mobile club founded in 1873.

Scott was hired by the Mobile Arts Council and Downtown Mobile Alliance to create the roughly 2,700-square-foot mural. The design was conceived a few years ago by Hummingbird Ideas, a design and advertising agency located in downtown Mobile. The mural depicts giant ants and prominent biologist and naturalist E.O. Wilson who spent part of his childhood near Mobile.

“The owner of the building had wanted a mural there for a long time,” said Mobile Arts Council Development Director Angela Montgomery, who points out that it was a good project for the pandemic – art enjoyed outside at a social distance. “Since we are always looking for ways to support our local artists, we knew it was key to commission someone from the community.”

The Arts Council has worked with Scott for years, along with many other downtown businesses, and since the mural design was so lifelike and detailed, they knew Scott was ideal for the job.

Scott’s creativity and resourcefulness isn’t limited to murals and custom signage. His business New Hands Signs operates out of a former auto garage he converted into a studio and he outfitted a vintage trailer to serve as his office.

My shop doesn’t have AC, so I was going to have to build an office that had AC to get away from the heat,” Scott recalls. “I found a 30-foot, 1948 Spartan Manor, like an Airstream, in a field and I bought it for much less than it would cost to build. I gutted the trailer, put new floors in, ran electrical and have two window units. It’s a great office and even has a work table inside for small jobs.”

Now that’s ingenuity.

Another notable mural Scott created is on the side of the student center at the University of South Alabama in Mobile. The mural covers a wall that is 69 feet wide and 12 feet tall. The red-and-blue design features a bold rendering of the word “SOUTH” and the Moulton Bell Tower, the university’s 140-foot-high tower that houses an electronic carillon and four bronze bells.

When Scott is not on location, he’s in this studio working on commissions. Most of his work is in Mobile, though he’s done signs in Pensacola, Florida, and Jackson, Mississippi, and has an upcoming restaurant commission in Tuscaloosa. Many of his custom signs can be seen throughout Mobile and he’s also restoring historical markers for the city of Mobile and says it’s “such a fun job — giving these pieces of history a new life.”

On display in his studio are vintage signs and surfboards, though the surfboards aren’t just for show.

“I love surfing but with two kids and a business I haven’t surfed as much as I used to, but I still make it out on the bigger days and try to make time to get in the water as often as I can,” says Scott.

“Yes, I love vintage signs and continually add to my collection as I run across ones that interest me. I really like signs that were made locally by sign painters from the past. I think hand painted and retro style signs have a great, nostalgic feel to them. They also give a unique look to a city. I’m a sucker for mid-century design and layout.”

There are a few commissions he’d like to come his way.

“I’d love to do something at the new Jaguar Stadium for the University of South Alabama! I also think something Mardi Gras related downtown would be really cool!”

Article By Jessica Armstrong and Images Courtesy of Andy Scott, the Mobile Arts Council and James Palomo

Dauphin Island has a lot going for it. Postcard perfect beaches and sunsets. World-class birding and fishing. What it lacks is a commercial core, but that’s about to change.

Approved by the town council in September, the Aloe Bay Town Center Master Plan will give the community a mixed-used district with public facilities that will boost the economy, tourism and opportunities for local residents.

Aloe Bay is a harbor that provides an ideal spot to develop a town center and is a prime gateway to Dauphin Island. Aloe Bay hosts the Alabama Deep Sea Fishing Rodeo and is among the few remaining working waterfronts.

A few seafood industry operations are still located on Dauphin Island, including two oyster companies that do off-bottom oyster farming that are interested in remaining along Aloe Bay, says Brandon Bias, Regional and Community Planner for Goodwyn Mills Cawood. GMC was hired for the project’s three phases – planning, design and construction administration and in phase 1 are overseeing planning and design.

The plan includes an eco-tourism center, a fish market with a pavilion, public open space with a pavilion, one or more “hook to table” restaurants, and mixed-use areas for retail and lodging. Phase 1, expected to be completed in 2023, focuses on infrastructure and continuous public access along town-owned waterfront property.  

Phase 2 should complete the Fishing Village with more retail and restaurants, boat slips and waterfront businesses. In addition, a new breakwater to help with bottom land maintenance and more infill development. Phase 3 includes mixed-use development, increasing public parking and improving neighborhood connectivity.

Town leaders have long seen the need for physical and fiscal sustainability with Hurricane Katrina being the “final trigger” leading to the Dauphin Island Strategic Plan adopted in 2007, Bias explains. As part of that plan, a town center was envisioned along Aloe Bay to include revitalizing a true working waterfront which builds on the past and creates a small mixed-use area with commercial fishing, eco-tourism activities, housing and retail space. 

This vision moved forward with the town’s Comprehensive Plan 2030 by including such ideas as a network of boardwalks, observation points, and a marina. Following the Deepwater Horizon oil spill in 2010, the town decided to leverage these ideas as part of a funding request to the Alabama Gulf Coast Recovery Council, resulting in the town being awarded over $16.5 million for physical improvements to make this vision a reality through the Aloe Bay Town Center Master Plan, Bias adds.

Ensuring that Dauphin Island has physical and fiscal resiliency into the future is a top priority. Over the years, the island has been impacted by many events and disasters such as the Deepwater Horizon oil spill. In 2019/2020 the town of Dauphin Island (which has an annual budget of only $4 million) spent nearly $2 million in excess of disaster assistance funds on infrastructure, clean-up and recovery from multiple storms.

The plan responds to the town of Dauphin Island’s increased vulnerability caused by factors outside of its direct control such as increased storm activity, oil spill risks and rising sea levels. All of which could negatively impact the town’s tourism industry, livability and fiscal health — attributes the town needs to survive.

Because of Dauphin Island’s great need for a town center, Bias is excited that everything is in place to make it happen.

“This overall effort began many years ago, with the seeds planted after the Deepwater Horizon oil spill, and has arrived at this moment when the town has funding in place to begin carrying out recommendations,” says Bias.

The funded recommendations identified in the plan will provide the infrastructure and framework for other public and private opportunities to create a vibrant working waterfront town center, he adds. Several existing waterfront business operators have expressed interest in the plan and are ready improve their facilities to support the Aloe Bay vision.

Says Dauphin Island Mayor Jeff Collier, an “island native” having lived there his whole life: “The proposed Aloe Bay project will serve to create an attractive and walkable town center while showcasing picturesque views, enhancing the overall Dauphin Island experience and supporting our local economy.”

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Montgomery-based Sherlock, Smith & Adams was established in 1946 and has flourished for nearly a century as an architecture and engineering firm offering a range of services, and working on national and international projects in diverse industries.

When ready for a change that would bolster its long-term success, the company sought the services of Copperwing, a creative consultancy with concentration in design, data and digital communications that’s also based in Montgomery. Copperwing stepped in to rebrand the well-established company, and in the process changing the name to SS&A Design Collective.

SS&A participated in Copperwing’s Brandstorming process to build a foundation for its brand beginning with brand story and language, says Copperwing Managing Partner and Creative Director Angela Stiff. The company’s target audiences were researched and carefully considered. As with most rebranding projects, the goal was to create more clarity, relevance and impact within the client’s market.

“The Power of AND” was a concept born out of the Brandstorming process and is expressed on the firm’s newly designed website:  

As the word “and” implies, SS&A puts something more into every project—something more authentic, comprehensive, and consultative. More deliberate. More adaptive. Clients around the world have relied on our progressive, independent vision to create the structures that reflect their passion for excellence. And as we continue to grow, our expertise and knowledge keep transforming the landscape around us in fresh, exciting, and responsible ways.

“We defined core attributes that led to a logo identity in bold even-stroke lettering with ampersand stands above the letters in gold, symbolizing the great importance placed on the power of “and,” Stiff explains.

“The striking ampersand represents the collaborative relationships shared among the SS&A team, their clients, partners, and the communities they help to shape. The ampersand is a symbol of adding value. We used it to express different niche specialties and capabilities of the firm in some applications of the mark by filling the ampersand with texture and pattern.”

Coming up with a new company name was also an integral part of the rebranding process. Stiff says SS&A had already selected the abbreviated version of their name and through Copperwing’s consultation process decided on “Design Collective” as their descriptor. This name, she points out, was a better representation of how the employees work together to find creative solutions for their clients.

It was clear to Copperwing during the Brandstorming process that relationships are important to this organization, which no doubt is key to its longevity.

“Whether through internal teams, strategic partnerships or working together with clients, SS&A values their alliances and credit them with their success,” Stiff continues. “The fact that an ampersand unifies their very name, it was a natural conclusion to find power in bringing resources together — therefore, power of AND. It was truly an authentic expression of how they naturally work. Being able to recognize and give voice to clients doing great things is what makes our job fulfilling.”

 

Article Written by Jessica Armstrong and Images Courtesy of Copperwing

Another Birmingham industrial building is transformed into a functional space that’s part of the history of the city, offering an exciting juxtaposition of old and new.  Williams Blackstock Architects turned a warehouse in Birmingham’s Lakeview District into the new offices for KMS (Kemp Management Solutions), a program management and consulting firm.  

“The design for this family-owned business created a professional home away,” explains Principal Stephen Allen of Williams Blackstock Architects. “The setting combines professionalism and seriousness with that of a relaxed, comfortable family atmosphere for employees to gather, meet with clients and provide focused work zones in several environments away from their desk.”

The vision for this 12,000-square-foot corporate headquarters, Allen says, was to maintain the spirit and bones of this old masonry warehouse through a series of modern adaptations to some original features, including the mezzanine and the building’s numerous skylights. The existing mezzanine was removed in certain areas to frame a large work zone on one side and the “corporate family room” on the other that serves as one of the building’s most versatile spaces.

Visibility is achieved throughout this space with full glass private offices located on the interior of the building beneath the mezzanine. This allows full advantage of natural light coming in through new enlarged perimeter windows and skylights, Allen notes.

A “restrained finish palette with punches of contrast” was used, he continues, to exude professionalism and draw attention to the large volume of space by highlighting the exposed structure, building systems and wood elements found in the vertical circulation.

The mezzanine proved to be a challenge when repurposing the warehouse for its new use. The mezzanine spanned most of the building footprint and was supported from above. Allen says this presented a challenge due to the decreased head height, but at the same time creates an opportunity to use portions of the mezzanine level for future office space, as well as using it as a way to visually separate the open office from the living room area.

Portions of the existing mezzanine were removed, which allowed the space to be opened to the roof structure and bring in the natural light from the skylights above for the open office and living room, while tucking the enclosed offices and support space underneath the mezzanine.

Despite their origins from a bygone era, warehouses such as this one adapt surprisingly well to today’s new economy.   

“The existing materials and character of these buildings provide a great environment for a variety of uses, including office space with this project,” Allen observes. “Clients are drawn to the texture and solidity of the steel windows, exposed structure and masonry, all of which provides a great opportunity to contrast with newer, modern insertions in the space necessary to accommodate new functions. The openness of these existing spaces typically lend themselves to more of an open office approach with fewer enclosed offices, which also promotes flexibility with the layout over time.”

Article Written by Jessica Armstrong and Images Courtesy of Chris Luker

The city of Athens had three objectives for a recreation center: have a distinct civic identity, promote a sense of community and operate as a tax revenue-generating regional destination. The new $14 million Athens Recreation Center was designed by Goodwyn Mills Cawood (GMC) with those goals in mind.

The final outcome? A building that any municipality would be proud to have.

A wide range of amenities are offered in the 71,800-square-foot, two-story building. These include a state-of-the-art competition gym for hosting regional basketball tournaments to promote tourism and generate revenue. Local residents can participate in volleyball, racquetball, basketball, pickleball and other sports. On the second floor is an indoor track that links the atrium to the competition gym.

The running track provides plenty of visual interest. It starts at the front of the atrium, runs over the two basketball courts in the competition gym, around the back of the atrium, by interior windows looking down into the racquetball courts, passes by one of the group fitness rooms, and provides an axial view to the main fitness room as it arrives back at the starting point.

Several fitness rooms contain the latest exercise equipment and there is a concession stand for purchasing drinks and snacks. In addition, a large community room, meeting spaces, classrooms and staff offices. Multi-purpose recreational fields for soccer, flag football and other activities surround the center. The eight-acre property also includes a playground, tennis courts, beach volleyball courts and an outdoor trail system.

The new recreation center is located in the existing sports complex that includes baseball/softball fields, soccer fields, swimming pool, playground and disc golf course. In addition to the new building, the project includes tennis courts, a multi-purpose artificial turf field and a sand volleyball court.

The context for the project is a small, friendly town experiencing rapid growth with industries moving to the area to support the high-tech sector of the Huntsville region, notes project architect Richard Simonton. He and his team designed the facility to be a hub that fosters existing community relationships, attracts new residents and provides an exciting destination for visiting sports teams.

“The main design challenge was to organize the recreational spaces within the building so that the experience of community among groups using the building was enhanced rather than just providing a place for people to participate in an exercise class or play basketball,” Simonton explains. “This was accomplished by creating strong visual and physical connections between spaces and providing social areas within the building’s circulation space.”

The building is organized around the interaction of the indoor track on level two with the double-story Grand Hall that bisects the building from north to south. Walking or running on the track provides multiple spatial experiences as well as views to most of the recreational complex. The design allows for multiple opportunities for encountering friends and neighbors – an aspect that reinforces the sense of a close-knit community.

Athens Parks and Recreation Director Bert Bradford reports that the center is proving to be an even greater success than expected. People line up to get in when the center opens at 5 a.m. and are playing volleyball on the sand courts late into the night. And the community room has been used for everything from a voting site to wedding receptions and dulcimer lessons.

Article Written by Jessica Armstrong and Images Courtesy of Edward Badham

Old buildings are like people, they adapt to change and weather the bad times with the good. Among downtown Birmingham’s large inventory of older buildings is one that’s been repurposed several times over its 100-year history and sat vacant for two decades before its latest transformation.

Located on Third Avenue North, the original one-story building was constructed in 1923 as the city’s Municipal Market and additional floors were added over the years. The now five-story building has housed the American Red Cross and the Social Security Administration, and was re-clad with limestone panels to create a more modern, sleeker appearance.

In 2004, Operation New Birmingham put the 125,000 square-foot building on their 12 Most Wanted list of downtown buildings in need of renovation. Birmingham-based Hendon + Huckestein Architects is creating a plan to convert long neglected building into a 192-unit apartment complex called Market Lofts on Third.

The building today is identified as being in the International architectural style. Two floors were added to the building in 1957 for the Social Security Administration in this style that was typical at that time with regular pattern of windows and little building ornamentation, observes Erik Hendon, principal of Hendon + Huckestein Architects. 

“We will maintain the exterior image but will add new windows on the west façade for units as well as cutting a five-story light-well in the middle of the building for natural lighting,” he explains.

The building lends itself well to loft conversion. The floor-to-floor heights are more generous than a “typical” multi-family development allowing taller ceilings, Hendon notes.  He says the historic tax credits will not allow exposed structure, but the floor plate volume allows narrower “shotgun” lofts with multiple studio configuration available to tenants.

The $30 million project is expected to take 14 months, two months for demolition and abatement and another 12 months for the rehabilitation. The apartments are “workforce” and “naturally occurring affordable housing,” meaning rents affordable to those making 60 percent of the mean average. A few larger two-bedroom units will have market-rate rents. Workforce housing is a term that is increasingly used by planners, government and organizations concerned with housing policy or advocacy.

David Schneider of Schneider Historic Preservation in Anniston is a consultant on the project, who notes that the building will be rehabilitated in accordance with the Secretary of the Interior’s Standards for Rehabilitation for a compatible use as apartments.

“Having been extensively remodeled in 1975 and having sat vacant since 1998, the building has suffered a loss of considerable historic fabric and moisture-related deterioration,” Schneider says. “The project will return the building to productive use and will stop further deterioration. The building’s essential character-defining historic fabric and features will typically be retained and repaired as needed to match existing adjacent and/or documented historic conditions in design, materials and workmanship.”

Article Written by Jessica Armstrong and Images Courtesy of Image Courtesy of Hendon + Huckestein Architects and Birmingham Public Library Archives online

Having essential services grouped together is a hallmark of a livable community. An area in Cahaba Heights will soon have nearly everything a neighborhood needs at one’s fingertips – a school, medical care, restaurant, retail/office space and recreation.

Parkside at Dolly Ridge is a 14,935-square-foot project located on Dolly Ridge Road adjacent to Cahaba Heights Elementary and the newly constructed Cahaba Heights Athletic Fields, located a few blocks east of Hwy 280. Grandview Medical Group Primary Care is the primary tenant that will be the first to occupy space in the new mixed-used building.

Construction begins this month and the primary care center is set to open May 1, 2022. Parkside at Dolly Ridge is also connected to new Vestavia Hills ballparks, dog parks, community center and play areas, currently under construction.

The two-level building is designed to be in keeping with the surrounding commercial architecture, says Derek Needham and Bill Segrest, the Williams Blackstock Architects on the project. Needham and Segrest point out that the end of the building responds to the surrounding Cahaba Heights rejuvenation by slightly turning to orient to Dolly Ridge Road. The wide stairs and patio provide a pedestrian connection at the planned café.

Thom Hickman, owner of Dolly Ridge Development, purchased the site in 2019. Hickman is vice president of Harbert Realty Services and has been working in partnership with Harbert Realty on the development and leasing of Parkside at Dolly Ridge, which he describes as a “a well-designed project that complements the city’s investments.”

Hickman says his company is in discussion with community-oriented prospects for several businesses that would occupy the lower level. These include a coffee shop/café, along with fitness, spa and wellness. Office tenants will occupy the remaining space on the upper level.  Available office space ranges from 1,228 to 6,668 square feet.

Article Written by Jessica Armstrong and Images Courtesy of Williams Blackstock Architects and Harbert Realty Services