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HomeMy WebLinkAbout2010-06-28 - City Commission Special Workshop Meeting MinutesCITY OF TAMARAC CITY COMMISSION SPECIAL WORKSHOP MEETING MONDAY JUNE 28, 2010 ALL TO ORDER: Mayor Talabisco called the workshop meeting to order at 1:00 p.m. on Monday, June 28, 2010, at City Furniture Offices, 6701 N. Hiatus Road, Tamarac, Florida, 33321. PRESENT: Mayor B.bth Talabisco, Vice -Mayor Harry Dressler, Commissioner Pamela Bushnell and Commissionerbiane-Glasser. ALSO PRESENT:,:- City Wger Jeffrey L. Miller, Deputy City Manager Michael C. Cernech, Assistant City Manager Diana. Philips, Assistant City Attorney Jacob Horowitz, Assistant City Clerk Patricia Teufel;-P-ublic-& Economic Affairs Director Andrew Berns, Public Works Director Jack Strain, City Engineer John Doherty, Information Technology Director Levent Sucuoglu, Human Resources Director Maria Swanson, Chief Building Official/Director Claudio Grande, Utilities Director Ray Gagnon, Financial Services Director Mark Mason, Community Development Director Jennifer Bramley and Planning & Zoning Manager Frank Zickar. City Manager Miller explained that this will be an informal workshop and that no decisions would be made today. We will be looking at some opportunities, different types of development along the corridor and the recruitment process for potential businesses. Public & Economic Affairs Officer Berns will give a thumbnail history of the project and the consultants from Group ,One will give a presentation and answer any questions. Public & Economic Affairs Officer Berns appeared and reviewed the history of the Mixed Use District and introduced Robert Koch, President; Timothy Burns, Vice President of Development & Construction and Les Brotman, Vice President of Acquisition & Divestitures of Group One Productions, Inc. Bob Koch appeared and gave a presentation (attached hereto and incorporated herein) and said that what is before them today is a schematic plan and not a site plan. There were discussions on the positive affect this project would have on existing businesses; City owned parking garages as a possible source of revenue; the proposed transportation hub; the different types of shopping regions and which one would be best suited to Tamarac and different options on how best to address ingress/egress issues. Mr. Koch provided the Commission with a copy of the Tamarac Village Center Post Acquisition Development Plan (attached hereto and incorporated herein). Mayor Talabisco called for a recess at 2:30 p.m. and reconvened the Special Commission Workshop at 2:40 p.m. with all present as before. Public & Economic Affairs Officer Berns gave an update on the purchase of the three (3) properties and a brief discussion ensued. City Manager Miller said staff will come back to the Commission in approximately 30 days with another status report on the purchase of the properties. Page 1 of 2 City Commission Workshop June 28, 2010 Mayor Talabisco thanked staff and Messrs. Koch, Burns and Brotman for a very informative presentation as it showed the magnitude of what is possible, something that was never seen before, and stated the philosophy of bringing culture to Tamarac is very important and must be kept in mind. There being no further business to come before the Mayor and City Commission, Mayor Talabisco adjourned the workshop meeting at 3:00 p.m. PATRICIA TEU L = _ Assistant City i0fejk 1 1 Page 2 of 2 City Commission Workshop June 28, 2010 U mc m3c CuS< 0(n ao c c o r:cDCD a 3 3 cam- m p CD aCD M �. CD < CA. - CO Ca 7 'C 0 fD fl) N N C%) -r- O O co - X N CD CD CA, f<D M cr 7 C� CD CD 3 y. 03� ynric°� 7 S n ; _W 0—(D (D 'O rt 0) CD M N CL a ',� CC]obi .=•. 0 O CD-4 3 tv CA c° CA °' = -a -M S .� N y. < N 7 * CG. ON. 7 N CL O O CD N -� CD 3 .�—. � � n N CQ tp a N N O_ N (Q 7 "a w C CL CD D — CD CDcc 3 N y � N �• 3 CD O p.�•. CQ CO 7 CD L p CCo c 7 3 CD 0) -h 7 0 =r .. o Cn y W y N� C CCD N = CD CD = x 3 N <• CD C L C) CAN N CD CC CD �• 3 N "D N Ong 0 tU `< N CS n CD O O 3 CS 3 C= =r CD 0 0 3 N 3 CND j N y 3 �: � C1 O O .O�* O a s 6 N r' 3 0: W 0 a . 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Now that the consolidation effort is nearing conclusion, Group One has been asked to forecast future steps, organizational recommendations, and fee considerations that could bring the assembled lands to a permit ready position and public/private partnerships to an eligible state that optimize the final outcome as measured by the City's perspective. It is therefore with great pleasure and anticipation we offer for your consideration our reflections on the pending efforts that seek to advance the entitlement and development positioning of the targeted zone herein identified as "City Center". As a framework for understanding the recommendations herein, we have predicated this proposal upon our current understanding of major City Objectives as advanced through as series of informative conversations with staff representatives of Tamarac and the Mayor. The understandings that have been identified are as follows: Review, evaluate and advance the City Vision as characterized by the proposed land use guidelines governing the future development of the land area with temperance to key concerns of: a. Economic optimization and synergistic occupancies b. Schedule and phasing effectiveness c. Private investment appeal d. Long term sustainable outcome 2. Advance the implementation of a strong "City Center" location that personifies the community identity as a "live, work, play" self contained environment and functions as a community "downtown" that serves residents and draws area engagement as a quality destination activity center. 2 3. Measurably improve the existing tax base on both the target site and adjacent developed properties as a result of improvements and vital operating occupancies; and identify additional incremental income opportunities to further supplement City revenue sources. 4. Concentrate public service demands into highly efficient and compact applications so to optimize the delivery of public services and the effectiveness of public infrastructure. 5. Energize new investment and redevelopment in sun-ounding areas outside the target zone by virtue of development patterns that enhance commercial, business, and residential appeal to the larger district. 6. Generate an effective public/private partnership program that serves as a model of visionary community leadership, creative community growth management, and private enterprise acceptance. To these ends, Group One has fashioned a listing of the critical key elements that will require dedicated attention and coordinated interface to advance the objectives to "permit read" and "investment ready" states. What follows is; • A proposed Organization Chart suggesting line of command and accountability • A summary of the steps with narrative description to offer greater detail • A critical path schedule through entitlement and to permit ready state • A narrative of initial conceptual site development patterns together with a proposed phasing sequence and some early massing streetscape images. • A fee proposal for the continuation of services by Group One (G I P, LLC), in support of the activities as described. We welcome your review and commentary and any questions that may arise. It has been our pleasure to serve you objective through the initial land evaluation and consolidation efforts. We look forward to the opportunity to continue in service to your interests and the exciting vision that has been provided as the challenge ahead. Sincerely, Robert Koch Tim Burns Lester Brotman Managing Partners G 1 P, LLC Group One 2555 Temple Trail, Winter Park, FL 32789 P (800) 393-0595 F (407) 628-1471 3 TAMARAC The City For Your We City of Tamarac Mayor City Commission Financial City Advisor Attornev City Manager Finance Deputy Director City Mgr. Director Assistant of City Manager Community Development Public & Economic Affairs Group One Development and Project Manager An- .strakgyP&ka&g ® Sales TAMARAC — MIXED USE CITY CENTER PRE -DEVELOPMENT PROCESS AND CRITICAL PATH Group One (G 1 P, LLQ June 11, 2010 As a supplement to the attached critical path model, the following descriptive commentary is provided to illuminate the incremental steps and indicate their interconnectivity. Proiect Management The overall procedure will require central management and coordination responsibility coupled with development knowledge and skills as valued by private sector standards. While the project management will likely be overseen by a development council representing City, Legal, and Financial interests, the day to day oversight would require a dedicated staff to implement milestones and integrate consulting contributions as appropriate to each task Real Estate Valuation This phase considers the programming of a vested entitlement together with a companion land use plan founded in factual market awareness. It should represent a coordinated blend of design, market study, and promotional efforts that can guide the highest effective outcome with the most time constrained and risk appropriate approach. The steps are: 1. Strip market area — Survey overall target market for existing and proposed commercial interests and identify optional positioning opportunities and related market voids appropriate to the candidate development patterns under consideration. The stripping process will evaluate the ultimate occupant options and also identify a list of developer and investor prospects that could be employed to achieve the final result. 2. Identify development positioning — The mixed use fabric of the development will consider the fusion of existing occupancies within the district to be retained together with supplemental occupancies that fulfill the opportunities identified by the "strip market area" exercise. Considerations should also include the areas within the city outside the identified district, such that competitive options remain for other available or re -developable sites within the city. The three industry sectors and their incremental positioning segments usually include the following: Commercial retail categories Power center Neighborhood convenience Outlet distribution Household/durable goods design center Entertainment/theater Fashion (discount, boutique, and premium) 5 Personal services Sport and fitness Office categories Legal services Financial and banking services Corporate and regional headquarters Executive offices Medical centers and outpatient clinics Professional services Education Residential/hospitality categories Rental Condominium Independent and assisted living Licensed nursing home Extended stay suite Hotel 3. Target Occupant Options — Based upon market study, develop a list of candidate commercial, corporate, housing and hospitality participants with potential market interest and limited geographic presence. Qualify their candidacies for prioritized contact initiatives. 4. Occupant Networking — Through active participation in ICSC (International Council of Shopping Centers), personal contacts with key business enterprises, access to major development leaders, and strategic brokers, build a network of contact relationships in preparation of issuing development promotional packaging. Entitlements The highest and best land use must respond to market opportunity, available investment interest, the financial climate, and a unified vision if a higher synergy between associated uses could unfold. Each step is essential to assure the vesting of a land use that reflects a viable and achievable outcome. They are likely supplemented with private instruments of cooperation that will guide both the development implementation and the operating life thereafter (POA, MA, ER) . Alternate exit strategies as well should be part of the approvals that identify the key "back up options" should market conditions change over the evolving implementation period. 5. Intensity Study — develop a potential physical intensity plan to explore the combined sites capacity (new acquisitions and currently owned lands by the City) for differing occupancies and the physical opportunity to achieve critical mass for viable development and preferred developer responses. 6. Positioning Overlay — Evaluate every alternative target occupant against the intensity study to determine likely locations, phases, and pre -requisite conditions required to make the proposal suitable and appropriate to overall plan effectiveness. 9 7. Concept Site Study — Allocate prospect uses (and their candidate prospects) to site development patterns and buildable site proportions to affirm intensity potential and sequencing patterns for development. 8. Strategic Plan Interface — Evaluate preferred and alternative strategic plan and exit approaches related to the concept site plan for acquired and adjoining City owned lands with the phasing increments proposed as each are advanced over the development time line. (See Strategic Plan section.) 9. Design Team Assembly - Collect, assess and award design team contracts for all design professionals as required to deliver approval and subsequent permit ready documentation required for land use and public infrastructure investments (water, storm management, sanitary, electrical, communications, cable, roadway, public lighting, sidewalks, parklands and street furniture by example). 10. Entitlement Application — Begin the formal site plan approval process in the city and manage it through final vesting. 11. Covenants and Restrictions — As part of the overall development plan the integrated uses will require one or more comprehensive associations responsible for the care of common assets. In addition, the merchant community will likely require an association charged with the coordinated promotion and special events for the district. Combined these will likely give rise to a combination of Condominium Association (CA), Property Owners Association (POA), Home Owners Association (HOA), or Merchants Association (MA) together with rules of behavior and financial obligations to govern the Common Area Charges (CAM) and other related interests. The management of these instruments of cooperation should commence during the entitlement process. 12. Final Site Plan Evolution Plan — The composite of public approvals and private covenants and restrictions form an organized picture of an ultimate objective. That picture would likely unfold in sequences or phases that seek critical mass initially and logical evolution thereafter. Market demand will guide some of the sequencing, combined with construction phasing impacts, absorption rates, and tenant transitions. The organic growth from first phase work to final build out requires a managed sequence of events that maintain public attention and offer changing offerings that serve the change in market appeal. Some elements near or related to the development district could bring benefit to the approved plan while not being a part of the district internal development agenda. These elements such as future pedestrian or vehicular connectivity to the east on NW 57`h St., the future improvements to the existing commercial development patterns near 881h Ave and NW 571h St., and the rehabilitation of certain marginal properties in between both should also come into consideration to assure a comprehensive plan that works synergistically with neighboring interests as well as the undeveloped land areas within the entitled development zone. VA Strategic Planning In the land planning effort, the proposed venture requires a thoughtful consideration of various development approaches that might be employed and how the risk/reward consequences of each option are to be assigned. When public interests are involved, assigning an acceptable balance between investment, incentive, risk and reward becomes a key factor between the public and private sectors. Each step hereafter leads to an assessment of the choices that may be considered and the yields or assurances they can advance. 13. Business and Exit Options — The preferred development approach required for the entitlement process should consider the level of public participation in the advancement of the stated objective along with the private investment/leadership expectations of future participants. The public role can range from land consolidation of acquired lands together with contiguous City owned lands in favor of one master development partner; to master managing public infrastructure and entitlements in anticipation of deployment to multiple private investor/developers; and a broad range of options inbetween. The identification of the prime alternative strategies and a comparison of the financial parameters of each allow for the risk/reward outcomes to be assessed and allocated to the appropriate participating parties. 14. Public Commitment — The public sector through land consolidation has undertaken to invest into the venture. The ultimate conveyance of those interests to private parties can include incentives that enhance interest and greater attention to the opportunity from private development interests. With each public incentive, the public role is increased and the public reward optimized. This optimization may take the form of greater financial benefit, greater control of the final outcome, or moderated risk in the implementation plan. The degree of incentive and the reward considerations will guide the level of public commitment to be made. The resulting commitment will qualify the process thereafter and clarify the development prospects best suited to implement the vision that unfolds. 15. InvestmentNalue Analysis — Value improvements in the real estate equation resulting from the entitlement and other public commitments need to identify a delta that justifies the investment. With each investment option there should result an enhanced yield along with a more assured outcome. This financial picture blended with an understanding of its impact on the private investment community should guide level of expectations of the private partners measured in time effectiveness, overall cost, subsequent operating efficiency, and market performance. Formal property appraisals resulting from investments as advanced will define the margin of value increase resulting from the selected business strategy. 16. Developer Solicitations — the private investment community can be identified and sourced at multiple levels. They could include Master Horizontal Developer, Vertical Developer, and End User. The solicitation of interest for these various roles will result from the strategic business option employed and the level of public commitment brought to the venture. By example, a public investment in new and refi-eshed major infrastructure could negate the need for a private master horizontal developer from the equation. 8 A series of processes including RFI (Request for Interest), UQ (Request for Qualifications), and RFP (Request for Proposals) will fall from the choices made. The preparation of the solicitations, their valuation guidelines, the evaluation process, and prioritized recommendations will be important parts of the ultimate project. These solicitations could be organized into a single master or multiple segmented invitations depending upon on the business strategy employed. 17. Time and Funding Scheduling — The business strategy will reveal the calendar of events and the funding demands that sequence with each event. This guideline will be subject to ongoing review and modification as conditions warrant. Combined with the financial analysis of the venture, through implementation and operationally thereafter, a comprehensive business plan will result that will offer milestones of assurance and measures of accomplishment to test development progress and effectiveness. Finance The financial requirements of an investment require a thorough understanding of the source of funds, the budgeting of various costs associated with the event, and the direct and indirect returns to be realized from the effort. The finance plan and capital management of the effort demands leadership in both fiduciary and legal arenas. The process of projecting, monitoring, managing, and reporting will be ongoing expectations of a well run campaign. While a never ending effort, it does contain some critical milestones of importance. They are: 18. Milestone monitoring — From planning to revenue accounting at the completed end of a venture, the financial projections and reporting results will govern the fiscal judiciousness of an effort. At every key milestone in the creative process and through the construction and operating phases of the program, an economic measure must be updated and evaluated for comfort and performance. 19. CDD or TIF funding evaluation — Public/private partnerships often allow for some improvements to be funded using non-traditional funding instruments backed by property liens or tax levies in lieu of private equity and lending formulations. When appropriate, these alternative capital approaches should be considered early for their financial merit, their impact on design configurations, their credit and investment consequence, and public control they can advance. 20. Value enhancement and income projections — Public and private investments are in search of return. For the private sector that is usually measured in revenue alone. In the public sector, returns can take many forms including precipitous impact on the subject lands and surrounding land values, public service efficiencies, commercial sales tax revenues resulting, and public revenues from permits, impact fees, and other assessments or user fees all contribute to their bottom line. A wider range of considerations and returns thus are brought to bear when considering the worth of public investment as an incentive for private investment and ownership. Some discussion as to land transactions as part of an incentive can also entertain sale, land lease, and equity participation as part of the relationship. The modeling of these various approaches can guide the most project and performance friendly decision for all parties. 0 21. Bonding or special funding initiatives — Should non-traditional financing be considered, the preparation, issuance and sale of these offerings become a major financial component of certain infrastructural assets and selected occupancies. The management and implementation of these special funding approaches together with their coordinated impact on the underlying asset they capitalize can be a significant factor in the economic incentives that advance private interests and investments. Packaging and Public Relations For each phase of public interaction, outreach materials and efforts are required to promote the desired outcome. From the approval process to the marketing process, all efforts should seek a controlled information program that places the best foot forward on behalf of the project. Each major milestone is a PR candidate event, both for the project and the political interests in support of it. Ongoing newsletters could even survive completion as a part of the commercial promotion of the tenant interests in the district. Key areas of concern could include: 21. Final site design proposal — The understanding of a complex development vision requires graphic tools to convey comfort related to scale, intensity and evolution. Graphic tools for establishing a cooperative climate between staff and political interests will help in assuring support during the period prior to entitlement submittal. 22. Entitlement packaging - Design imagery important to the entitlement process and the public vision of the future objective is part of creating public awareness and community support. 23. Promotional packaging — The invitation to consider the project at various key intervals in the visioning and entitlement process should be companioned with "eye candy" that portray a marketable commercial opportunity worthy of private investment interests. This body of work is continuously evolving and refined to respond to the continuing private commitments as they are identified and included. 24. News release / Speakers bureau — A well managed information program is proactive providing channels of information to public interest individuals, investment prospects, civic organizations, and news media. Controlled and pre -timed releases can be used to suggest momentum, build support, and advance community ownership by the general population. 25. Contract development — While largely a legal matter, the packaging of letters of interest and contract conditions can effectively improve the appeal to the investor participants. Balanced terms, offered with selectivity, to target and prioritized prospects in a professional package, as if an elite invitation to join with the enterprise, can measurably assure the quality intent of the development and attract preferred participants to the table. 10 Sales The development of prospects from introduction to closing on investment, purchase or leasehold real estate transactions requires a lead Brokerage campaign with participating Broker interests in many candidate sectors. The identification, qualification, courtship, negotiation, and closing processes all lead to a final occupant within a development environment. The key milestones include the following: 26. Prospect identification — Initial real estate considerations will identify a project positioning and a prospect participant list to serve that vision. That prospect profile will undergo continuous review and qualification as the final solution unfolds and as the make up of participating investment interests come into play. Through industry forums such as ICSC on national and regional basis, through direct contact with development and investment participants, and through continuous efforts within a defined Broker network, a list of retail, commercial, office, medical, hospitality, and residential development companies and end tenants will be produced and prioritized per project opportunity. 27. Project packaging and promotion — Orchestrating the collateral materials and advancing them through an organized campaign using all forms of media exposure will assure a broad awareness and improved response behavior from the prospect list generated. 28. Investor invitation and introduction — First contact and ongoing orientation of project objectives in concert with individual investor parameters will define the initial qualified merit to the individual contacts and positively initiate a process to carry them to exclusion or acceptance. 29. Contract negotiations — The best negotiations blend price and terms to balance, with some agreements focusing more heavily on price and others on the terms to be imposed. Evaluating the financial consequence of either focus will allow the contract advancement to find equitable levels between parties and award measured success to both participants. 30. Acquisition support — as the property development commitments unfold, the result of each assembled participant can have an impact on subsequent candidates or the physical arrangement of the prevailing plan. Continuous adjustments are thus always in order and proper balance between entitlement and occupancy is most effectively assured. Construction Oversight From approval through implementation, construction activity will require a coordinated effort between all interested parties and the related consultancies that are part of the development team. Major work phases could be segmented between horizontal construction improvements, common infrastructural and amenity improvements, sectors of vertical construction, and tenant fit out phases of the work. Representative agents for the public partners in public/private partners have a responsibility to protect the investment interest and assure the quality standard of the objective is maintained. m Multiple project efforts awarded to multiple contract providers could also demand Construction Management control through a central coordinating team. Subject to the Strategic Plan approach employed, the construction through delivery process could find multiple needs for construction oversight in addition to basic permit inspection activities. Key elements could include: 31. Consultant Management — The consulting team each have a focused agenda. They only share a view of the larger vision through their coordination agent who in its best form is mindful of the business mission and the investment parameters as much as the physical execution. The coordination of these various elements into a well executed outcome requires a consulting team well coordinated with each other and focused on a "team will" not just their assigned task. 32. Construction Management — Multiple project initiatives such as may arise from a major mixed use endeavor, will often result in many contract efforts underway by many independent implementers. The coordination of these various interests through managed and integrated scopes of work will assure a complete and comprehensive solution results with minimal overlap or gaps in responsibility. 33. Owner Representation — Various interests exist in partnerships. The passive participants require verification and authority to assure the standards of implementation remain true to course. During construction, many unknown issues can arise requiring consideration and decisive action to assure an uninterrupted process. Combined these require administrative presence during the build out to assure the construction intent is adhered to and the interests of the passive partner are protected. In a time of sustainable importance, many decisions can affect operating efficiency and recyclability. Monitoring the selection process for adherence to this emerging standard of care begins during the creative process and touches all phases up to and through the operating life of the property. 34. Quality Assurance — All construction activities require a quality assurance process that inspects the work product at regular intervals for accuracy, installation appropriateness, and working effectiveness. From site infrastructure through tenant fit out, the fidelity of the implementation determines the serviceability and maintainability of the built component. 12 sa�aas�a"s�soae&ase�ssoaaagseosoo'srseo �s s c 7 m gg° 8 m m m 1 R - z � o @ € 8 3 4 g ego E s 8� � n s� 3 a3 z � u 8 i m � E 6 � o 4 e 6 gg e6 TAMARAC — MIXED USE CITY CENTER CONCEPT LAND USE EXPRESSIONS Group One (G 1 P, LLC) June 11, 2010 I. Introduction: The process of land evaluation which led to the acquisition recommendations prompted a study of the overall site and adjacent parcels, with an eye toward optimized intensity and land use patterns for the combined sites. The consolidation approach limited the tract assemblage to three new sites combined with two existing sites currently owned by the City. Notwithstanding, the vision of redevelopment for the total district, within which the consolidated sites are located, considered how the pattern of proposed development on the controlled lands might also expand into the remaining land areas as bordered by 88th Avenue on the east, 941h Ave on the west, West Commercial Boulevard on the South and The rear of lots facing 57th Street on the north. This area of redevelopment also considered all corners of the intersection of 57th Street and 88th Ave. and anticipates the connectivity desires of the future development in all directions. Several business interests exist outside the consolidated lands but within this district. Some are unlikely candidates for redevelopment because of viable ongoing business venues, and others may over time find redevelopment a better use for the land areas under their ownership. The vision therefore sets in motion thoughts that might be applied to such a redevelopment effort outside the controlled lands in patters, uses, and intensities that integrate with the core real estate assets under consideration. The visioning exercise strategically did not avail itself of meaningful interface with city planning and engineering forces for reasons of confidentiality during the land consolidation exercise. For that reason, it must be noted the attached illustrations and commentary are subject to appropriate adjustments where public objectives, regulatory interests, and inter agency collaboration come into play. 14 11. Overall District Evaluation: Traffic and Access The intersection of 91" Ave and West Commercial Boulevard is clearly the most important entry point off Commercial Boulevard. It is coupled with a signaled median cut on West Commercial Boulevard, it aligns with access into residential neighborhoods to the north and south, and it is bracketed on both corners by lands within the City land consolidation. In addition the intersection of 91" Ave and 571h Street form the central intersection within the district. Combined this "first and main" arterial pattern demand the intersection of 91" Ave and 571h Street be the "center" of the district development pattern. Access off 88'h Ave onto 571h Street is severely limited as is connectivity both vehicular and pedestrian for 57'h Street north and south of that intersection. While not a signaled intersection and subject to control outside the City, it is a key traffic generator and accessibility factor in optimizing the quality and value of real estate activity along 57'h Street. Any attempt to improve connectivity and access onto 57'h Street or between cast and west 15 ends of 57'h Street should be considered if the outcome does not measurably compromise north/south movement on 88'h Ave. One median cut on West Commercial Boulevard occurs between 9151 Ave and 941h Ave. It also provides valued access into the district and should be Protected. A similar median cut would be of great value along the frontage between 88' Ave and 915' Ave potentially occurring near the curb cut currently serving Wendy's western border. The westerly access off 94'h Ave onto 57'h Street allows for full maneuver movement and should be protected. Combined all of these access points (existing and proposed) offer the potential for great internal access to the total development and should be an elevated priority on the final arterial plan for the district. Some supplemental curb cuts along West Commercial Boulevard are seen as important service access points in support of a "new urban" approach to the site development pattern and a desire to shield over exposure of service and parking venues. The 57`h Street right of way is generous. It can allow for a main street character of great distinction. The right of way could allow for angled parking on each side of a divided median, sidewalk/promenade along the edge of parking, and roadways sufficient to allow two traffic calmed lanes of movement in each direction. Public Place 16 The intersection of 91" Ave and 57th Street is a strong location to provide a "public square" that could serve as a civic/social centerpiece of the district. a slight reduction in the corners of the four parcels that define that intersection could permit the creation of a four sided square on diagonal that would operate much like a roundabout for traffic movement. The net interior area of this square could approach a one acre reserve. Such a feature could easily serve as a reference point for the district, an arrival accent for incoming traffic and 57th Street movement, and an activity space for special events within the district. The revised appointments of 57th Street could make it a lineal park -like setting with features such as treed median, sidewalk furniture, feature lighting and sound systems, and potential art on display that together with the central square would create an attractive pedestrian environment. The arrangement of streets, drives, and service roads have been organized to allow for selective road closures that convert 57th Street to a festival or event based forum without compromising parking access or resident privacy. Organization Primary access off West Commercial, the central park and the radiant extensions of 57th Street all suggest the four corners of that 57th Street and 91s' Ave intersection should house the key retail/commercial anchors to the development. The dimensional constraints of the site are the most flexible. The visibility from passing frontage on West commercial is the clearly the best. The energy from tenant interplay is potentially the highest, and the diagonal traffic pattern invites inspection of business and occupancies running east to west along the 57th Street frontage. The remaining sites north and south of 57th Street are dimensionally constrained such that building faces should optimize the net useable lands as defined. This should result in reduced setbacks off public rights of way, heavily featured as outdoor public plazas and promenades. The retail face along West Commercial Boulevard is extremely valuable. if parking were to be positioned behind the storefronts, this would allow a clear and prominent street face to serve the ground level occupants and shield the parking from West Commercial exposure. Correspondingly if a liner face of buildings were to face 57th Street, the pattern would contain the parking areas to serve those uses away from the primary drive and street pattern. Building heights along West Commercial might not seek very high status, allowing for interior buildings along 57th Street to rise above the 57th Street frontage and suggest a depth and activity off the West Commercial Boulevard exposure Parking initially could be on grade within designated "mid block" parking lots and sized such that bigger building options could convert these surface execution to multi -level parking platforms sized per building demands on both edges. 17 The northerly edge of 57'h Street would invite a liner building edging the right of way with parking in the rear as well. The westerly end adjacent to the channels would best be assigned to residential uses as a buffer to the commercial traffic. Here to, the parking facility could be either surface or deck based upon the intensity sought. Incrementally each "block" of the development could unfold independently with a timing dictated by its individual interest and application. A phased evolution would result. Sequences of phased -growth massing images show a process that might occur. WESTERN SECTOR f �,q,�7� it y• ee � •. oasnnc WIR CJ®E 18 DUSTING PROPOSED GROUP LINE am IL ` +► t sdr DUSTING - PROPOSED GROUP ENE' 19 I EXISTING PROPOSED Ll® OF l- f \ P� ow CM ENE ; j t ,.. fir, f, GROUP ENE 20 RESURN SECT[IR„ 1 - F10,._ . :�asnt� PaoPosEo aw[X The higher elevation and more complex mixed use buildings are assigned to the liner structures and secondary phases allowing time to attract the key development interests and potential anchor business office uses required to fill the area opportunity in the development plan. III. Use Allocations The land pattern as envisioned favors commercial retail including food a beverage occupancies as ground floor tenants on West Commercial Boulevard and the south face of 57'h Street. Upper levels selectively may be deployed as mezzanine occupancies for larger retail tenants, but likely would be dominated by business office users. Residential upper levels would best be assigned to the north side of 571h Street. Ground level occupancies below them could be expressed as smaller professional storefronts and light retail occupancies suitable for construction applications used in residential buildings. The ground level space initially should allow residential use as well until the depth of the small scale office and commercial tenant demands grow to match the residential demand. Initially, rental residential will likely be a restored demand market first over condominium use. Conversion thus could be a programmed intent. 9 Hospitality remains a candidate upper floor occupancy as well with commercial related uses within that occupancy as the ground floor uses. These too mighht locate on the north of 57`h Street with access convenience close to the major corners of 57` Street between 88`h Ave and 91 s` Ave. Exiting drug store development is presumed to remain. Existing assisted living unit is presumed to remain but if replaced is allocated for housing or hospitality. Existing office occupancy at 57'h Street and 88'h Ave is presumed to be enhanced with structure parking allowing for the ground level under building parking to be in -filled with grade level retail or commercial occupancies. � 22 IV. Imagery A series of massing studies explore the scale and general arrangement of the proposed intensity analysis for evidence of the physical effects of that intensity as compared to the entitlements as provided for within the land use guidelines. G1NE 23 ilk f GROUP ENE 24 - , .• -ram:- . - .,. Q I } n riF_ r GROUP LINE 25 TAMARAC - MIXED USE CITY CENTER PROFESSIONAL FEE PROPOSAL Group One LLC (GIP, LLC) June 11, 2010 The activities required to advance the schedule of activities will require a team of contributing parties. Many staff and outside consultants will play important roles in the implementation of the tasks ahead. This proposal considers the role of Group One, LLC [GIP, LLC (Group One)] and the dedicated management team that advances the implementation of each of the incremental steps as outlined, directs and coordinates the collaboration between other consultants as required, engages in the public promotion of approvals and private investment consideration, and reports with regularity the issues, recommendations and progress of the work as it moves through the process. The scope therefore for Group One, as suggested in the organization chart, shall include the conduct of all development management activities therein. Services of other consultants that will be required from time to time including but not limited to: • Legal Advisor • Financial Advisor • Market Analyst • Feasibility Analyst • Land Planner • Consulting Engineer • Graphics and Imaging Consultant Those services shall be separate agreement either through City appointment with Group One serving as the management agent on their behalf when so assigned. Time and activities as set forth may vary significantly from week to week. To allow for a manageable measure of financial planning therefore the proposal considers a professional agreement funded by a monthly retainer that covers all time, and related travel expense between the offices of Group One and the City of Tamarac. Other costs associated with reimbursable expenses shall be in addition to this proposal. Proposed Fee and General Terms: A monthly retainer at the end of month of service $35,000/month Reimbursable expenses as authorized 110% amounts incurred Temporary interruption of service and compensation Upon 2 weeks of written notice Re -start of service Upon 2 weeks of written notice Termination of service Upon 30 days of written notice We are prepared to inaugurate all services as proposed upon your acceptance of these conditions and the execution of an Agreement for Services to follow. Time shall commence upon that execution and continue until such time as the events as schedule are completed or as directed by the City. 26