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Case Study

Nashville Yards (Southwest Value Partners)

Location Nashville, Davidson County, Tennessee
Industry Commercial Real Estate and Development
Employees (TN) Amazon, Pinnacle Financial Partners, Bass Berry & Sims, PwC, CAA, and others (10,000–12,000 workers at full occupancy)
Approach Shared or Consortium Center
How It Works Developer built the center into the campus, structured as a campus-wide amenity
In One Line Nashville’s largest mixed-use developer built a 260-child Goddard School into its campus as a tenant-attracting amenity.

The Spark

Nashville Yards is a 19-acre mixed-use campus in the heart of downtown Nashville, developed by Southwest Value Partners. The walkable, urban community features over 2 million square feet of Class-A+ highly amenitized office space across four office towers (anchored by Amazon, Pinnacle Financial Partners, Bass Berry & Sims, PwC, and CAA), plus two hotels, 673 residential units, a music venue, and retail. As early tenants and residents evaluated the campus, the developer kept hearing the same thing: downtown child care was scarce, and the shortage was a daily logistics problem for the very employees these companies wanted to recruit and keep. Southwest Value Partners committed to doing everything it could to address this problem by adding high-quality childcare on campus. That promise, made before a provider was signed and before Metro Nashville had approved the use, set the project in motion.

The Solution

Putting a licensed child care center in a downtown high-rise is notoriously difficult, which is part of why so few have opened in Nashville’s urban core. Southwest Value Partners had to clear two separate approvals: state licensing for the center and Metro’s sign-off on the use—neither guaranteed when the developer first committed.  But ingenuity and persistence prevailed. The 20,000-square-foot center opened in September 2025 in the base of the Pinnacle Tower, with 16 classrooms and a creatively designed indoor-outdoor playground for up to 260 children ages 6 weeks through 6 years and roughly 50 teachers. It is run by Goddard School franchisees Leisa Byars and Del McSpadden, who operate six Middle Tennessee locations and spent three years planning in lockstep with the developer.

For families, the design erases a commute-within-a-commute. Parents can park in the garage, walk their child to the Goddard School, and ride the elevator to the office; at pickup, the process reverses. For someone who would otherwise drive to Green Hills, fight traffic, and race a 5 or 6 p.m. closing time, that is transformational. As Charles Robert Bone of Southwest Value Partners puts it, in an environment where employers are doing everything they can to bring people back to the office, on-campus child care is a super important piece of that—especially for younger employees just starting a family.

The Goddard School is open to Nashville Yards tenants, residents, and the broader downtown community. Security is managed campus-wide, with heightened protocols around the child care facility. Southwest Value Partners structured the lease differently from a standard retail tenant, recognizing that the center’s value is not measured by rent per square foot but by its ability to attract and retain office tenants across the entire campus.

The Results

The Goddard School is well into its 260-child capacity in its first year, and child care is now a standard stop on the campus tour—Southwest Value Partners walks prospective tenants down to the Goddard School the way it shows off the on-campus theater or bowling alley. Bone calls it a clear differentiator against competing office and mixed-use projects in Nashville. Anchor law firm Bass Berry & Sims is the clearest proof: it made on-site child care a condition of its lease and cited the developer’s commitment as a meaningful factor in choosing Nashville Yards before the Goddard School was even finalized.

The return-to-office context amplifies the impact. Nearly all Nashville Yards tenants have implemented strong in-office policies and view their workspace as a tool for recruiting, retaining, and mentoring younger employees. For those employees, many of whom are starting families in one of the most expensive housing markets in the Southeast, on-campus child care removes the logistical barrier that would otherwise pull them out of the building by mid-afternoon. The center also created approximately 50 child care jobs in the urban core, a secondary workforce benefit that aligns with Mayor O’Connell’s emphasis on expanding child care access in Nashville.

THE BLUEPRINT

Investment: The Goddard School occupies approximately 20,000 square feet in the base of the Pinnacle Tower. Southwest Value Partners structured the deal differently from a traditional retail lease, recognizing the child care center’s value as an amenity that drives tenant attraction and retention across the entire campus. The Goddard School is operated by franchisees Leisa Byars and Del McSpadden, who manage all staffing, licensing, and operations.

Timeline: Southwest Value Partners began working with the Goddard School franchisees approximately three years before opening. The process included extensive due diligence on state licensing, Metro Nashville permitting, and facility design. The School opened in September 2025.

Partners: The Goddard School (franchisees Leisa Byars and Del McSpadden, operating six locations across Middle Tennessee). Southwest Value Partners provides the facility within Nashville Yards. The Goddard School handles all child care operations, curriculum, and staffing, employing approximately 50 teachers.

Key Decision:  Committing to child care before tenants signed leases, before a provider was under contract, and before Metro Nashville had approved the use. Southwest Value Partners told early tenants like Bass Berry & Sims that it would use its best efforts to make it happen, and that promise forced the team to solve the hard problems rather than treat child care as optional. The replicable moves for other developers: structure the center as a campus-wide amenity rather than a rent-per-square-foot tenant; use site geography creatively; and partner early with an experienced operator—walking in lockstep through licensing, permitting, and design—rather than waiting for a finished deal.

Their Advice: “We had very high expectations of what the response to offering child care would be, and they have been met and exceeded. For a lot of these employers, they view their office space as a place to recruit, retain, and develop talent. The child care aspect of that is super important, especially for younger employees starting a family.” – Charles Robert Bone, Southwest Value Partners

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