HomeMy WebLinkAboutCity of Tamarac Resolution R-2023-142Temporary Resolution #14056
December 13, 2023
Page 1 of 5
CITY OF TAMARAC, FLORIDA
RESOLUTION NO. R-2023 (q --,I-
A RESOLUTION OF THE CITY COMMISSION OF
THE CITY OF TAMARAC, FLORIDA, APPROVING A
PROPOSAL FOR FEASIBILITY ANALYSIS AND
ADVISORY SERVICES WITH COLLIERS
INTERNATIONAL FLORIDA LLC FOR STUDY OF
CITY -OWNED NOB HILL GOVERNMENT
COMPOUND AND CITY HALL PROPERTIES TO
EXPLORE BUILDING A NEW AND CONSOLIDATED
CITY HALL MUNICIPAL COMPLEX AND MIXED -USE
REDEVELOPMENT OPPORTUNITIES; UTILIZING
THE TERMS AND CONDITIONS FOR ADVISORY
SERVICES PER THE CITY OF TAMARAC TERM
AGREEMENT WITH COLLIERS INTERNATIONAL
FLORIDA LLC EFFECTIVE JULY 5, 2022 THROUGH
MAY 28, 2024 WITH RENEWAL OPTIONS FROM
THE CITY OF FORT LAUDERDALE PIGGYBACK
AGREEMENT RFP NO. 12630-225; APPROVING
THE USE OF THIS AGREEMENT AND APPROVING
AGGREGATE FUNDING IN AN AMOUNT NOT TO
EXCEED $79,500.00; PROVIDING FOR CONFLICTS;
PROVIDING FOR SEVERABILITY; AND PROVIDING
FOR AN EFFECTIVE DATE.
WHEREAS, the City of Tamarac is committed to maximizing economic
development and to supporting the City's economic development vision and Strategic
Plan 2040 goals for a vibrant, revitalized and economically resilient community; and
WHEREAS, as provided by City Code Section 6-148 (d), which states that the
Purchasing Officer may utilize contracts with other governmental agencies, the City
entered into an Agreement with Colliers International LLC, to provide Real Estate
Brokerage Services including Advisory Services utilizing the terms, conditions and pricing
in Agreement RFP No. 12630-225 between the City of Fort Lauderdale, Florida and
Temporary Resolution #14056
December 13, 2023
Page 2 of 5
Colliers International Florida LLC, and a copy of the Agreement between City of Tamarac
and Colliers International Florida LLC dated July 5, 2022 through May 28, 2024 with
renewal options and is on file with the City Clerk and incorporated into this Resolution by
this reference; and
WHEREAS, it is the recommendation of the Assistant City Manager and Director
of Community Development and the Economic Development Manager that the City
Commission approve the use of this piggyback Agreement and funding approval and
appropriation to execute the Feasibility Study and Advisory Services proposal with
Colliers International Florida LLC utilizing the Advisory Services terms, conditions and
pricing in Piggyback Agreement #RFP No. 12630-225, along with a copy of the Future
City Hall and Government Campus proposal attached to this Resolution as Exhibit "'I",
and
WHEREAS, the Feasibility Study and Advisory Services fee to the City for the New
City Hall and Municipal Complex/Government Campus Feasibility Study and Advisory
Services proposal is $79,500.00 in total; and
WHEREAS, funding is available in the FY24 Economic Development budget for
Professional Services in the amount of $67,000; and
WHEREAS, an additional appropriation of $12,500 will be required and will be
included in a future budget amendment pursuant to Section F.S. 166.241(8); and
WHEREAS, the City Commission of the City of Tamarac, Florida, deems the
proposal to be in the best interest of the business owners, residents, and visitors of the
City of Tamarac and to approve the study proposal and funding authorization with Colliers
International Florida LLC to complete the Feasibility Analysis and Advisory Services
Temporary Resolution #14056
December 13, 2023
Page 3of5
proposal of the Nob Hill Government Compound and City Hall city -owned parcels in order
to consider the operational needs and costs for a potential consolidated new City
Hall/Municipal Complex with a mix of uses along with future potential mixed -use
redevelopment that would further economic development and revitalize outdated and
underutilized City -owned properties; provide better utilization of City -owned land and
create efficiencies for consolidated government campus services; enhance the City's tax
base; and provide additional and improved community amenities.
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COMMISSION OF THE
CITY OF TAMARAC, FLORIDA:
Section 1. The foregoing whereas clauses are ratified and confirmed as being
true and correct, are the legislative and administrative findings of the City Commission
and made a specific part of this Resolution; all exhibits referenced and attached hereto
are incorporated herein and made a specific part of this Resolution.
Section 2. The proposals are subject to the current term Agreement between
the City of Tamarac and Colliers International Florida LLC dated July 5, 2022 through
May 28, 2024 with renewal options and will utilize the terms, conditions and pricing of City
of Fort Lauderdale, Florida Agreement #RFP No. 12630-225 for Real Estate Brokerage
and Advisory Services, and the City Manager or the appropriate City Officials are
authorized to execute the Feasibility Analysis and Advisory Services Proposal, approve
assignments and expend budgeted and approved funds on behalf of the City.
Section 3. The approval of the use of this Agreement and the funding approval
and appropriation of an additional $12,500 in FY24 Economic Development -Professional
Services 005-0525-519.31-00 for the Feasibility Study and Advisory Services to engage
Temporary Resolution #14056
December 13, 2023
Page 4of5
Colliers International Florida LLC in an amount not to exceed $79,500.00 in total for the
New Government Campus Feasibility Study and Advisory Services proposal.
Section 4. All resolutions or parts of resolutions in conflict herewith are hereby
repealed to the extent of such conflict.
Section 5. Any scrivener or typographical errors that do not affect intent may be
corrected with notice to and authorization of the City Attorney and City Manager without
further process.
Section 6. If any clause, section, other part, or application of this Resolution is
held by any court of competent jurisdiction to be unconstitutional or invalid, in part or
application, it shall not affect the validity of the remaining portions or applications of this
Resolution.
Section 7. This Resolution shall become effective immediately upon its passage
and adoption.
"The remainder of this page is left blank intentionally"
Temporary Resolution #14056
December 13, 2023
Page 5 of 5
PASSED, ADOPTED AND APPROVED this 13th day of December 2023.
ATTEST:
KIMBERLY ILLON, CMC
CITY CLERK
ICHELLE J. MEZ,
MAYOR
RECORD OF COMMISSION VOTE:
MAYOR GOMEZ:
DIST 1: V/M BOLTON
DIST 2: COMM. WRIGHT
DIST 3: COMM. VILLALOBOS (6S;
DIST 4: COMM. DANIEL
APPROVED AS TO FORM AND LEGAL SUFFICIENCY FOR
THE USE AND RELIANCE OF THE CITY OF TAMARAC ONLY.
HAN§�OTTI NOT
CI ATTORNEY
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A New Downtown Tamarac
Levent Sucuoglu
City Manager
7525 NW 88th Ave,
Tamarac, FL 33321
Dear Levent,
On behalf of Colliers, we are pleased to provide a feasibility study and advisory services proposal to the City of
Tamarac for the redevelopment of City Hall. We believe that based on favorable market conditions and our team's
current experience working on similar public/private partnerships, we are uniquely qualified to assist the City in the
creation of a world class, public -facing government campus which will allow the redevelopment of the existing City
Hall site for "the new Downtown Tamarac".
Our goals and objectives for this engagement align with your strategic plan as described below:
1. Financial Management & Administration -maximize revenue and city operational efficiencies in re -development
2. Infrastructure & Facilities - identify a public -private partnership to facilitate investment in public infrastructure
3. Economic Vitality -Grow the City's tax base by facilitating re -development of City Hall
4. Quality of Life -engage in community outreach to enhance and improve amenities for residents and neighbors
Our Colliers team is available to mobilize immediately. We begin due diligence immediately upon award of contract
and - recognizing the importance of excellent communications and reporting - make earnest efforts to introduce
the project team and key client stakeholders the week of kick-off. Colliers will discuss the proposed time frame
with the City to ensure scheduling is aligned with City deadlines and coordinate with City staff during consistent
communication during each stage of the process.
The City of Tamarac will be serviced by a team of professionals with deep roots and ties with the local community
and backed by the large-scale resources, integrated platform, relevant multi -market experience and the footprint of
a global leader, Colliers. As a global entity, Colliers has been in operation more than 120 years. We plan to draw upon
the shared resources from our Florida offices but service this mandate directly out of our Fort Lauderdale office,
located at 200 East Broward Blvd, Suite 120, Fort Lauderdale, FL 33301.
We are a team of experienced investment sales professionals, and workplace experts who specialize in working
with public sector clients, that offer unparalleled advisory services, with real-time access to the most comprehensive
market intelligence & proven real estate strategies.
The City's real estate goals are important to us. Colliers has identified a team of experts that will serve to meet the
City's goals and vision. The accompanying proposal identifies the services and methodology offered by Colliers
International and the unique qualifications of our firm to fulfill City's needs. We thank you for the opportunity to
present our proposal to the City of Tamarac and for your consideration in this regard.
Sincerely,
Ken Krasnow, Vice Chairman
Institutional Investments I Florida
i City o` Tamarac
Table of Contents
of Current Situation & Future Opportunity
02 Colliers Proposed Services
03 Phase 1 - Due Diligence & Strategic
Investment
04 Phase z - Workplace Advisory
05 Phase 3 - Vision & Planning
06 Phase 4 - Market Engagement
07 Why Colliers?
Current Situation
Tamarac's current City Hall is located at 7525 NW 88th Avenue in Tamarac, FL. The
property consists of two parcels (49-41-05-25-0010 and 49-41-05-01-0163) totaling
14.76 acres (642,838 SF). According to the Broward County Property Appraiser, the
building consists of 84,034 square feet and was built in 1978. The property is currently
zoned PF - Public Facilities, which is intended to provide for educational institutions,
municipal government facilities, and other related activities. Commercial development
is not currently a permitted use at this site. The Future Land Use of the site is classified
as Community Facilities, which allows use of community facilities and special residential
facilities and permits a maximum FAR of 3.0.
The Northwest Broward submarket has had minimal deliveries of new developments
over the past 12 months, but construction has started back up with about 890 new units
underway along with a pipeline of retail construction. Retail rents have surged in the past
12 months while multifamily rents have trailed its average annual growth over the past
decade. Vacancies have been in line with the 10-year average but moved up slightly over
the past four quarters.
We See Opportunities and an Economic Growth Strategy!
The City For Your Life!
Tamarac is a business -friendly, vibrant, and growing South Florida community with
exceptional amenities and quality of life. The population is multicultural, multi -generational
at the heart of the Miami -Fort Lauderdale metro area of 6 million people.
Developers are investing heavily in Tamarac. In the last few years, thousands of new
residential units have been added to the community, and hundreds more are in the
development pipeline. New hotels are under construction, and a new major mixed -
use project known as'Tamarac Village" will enhance the commercial activity base in the
new downtown area. We see the City Hall site as an extension/expansion of Downtown
Tamarac that will activate the waterfront with a mix of commercial, retail & residential uses.
Several major multi -million -dollar corporate expansions have been signed in Commerce
Park, including 350,000 square feet of warehouse space where Amazon recently opened.
With development booming, we see the opportunity to relocate a new, properly sized and
amenitized City Hall on the existing Public Safety complex and turn the entire 26-acre site
into a new government campus.
Tamarac Villoge
Fden West
Existing
f' /-'f« Hall Property Details ~--^ �_)(�� �[]�7 `_� / /��// , ���K���" �
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Project Name City Hall Existing Site v
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Address 7525 NVV8OthAvenue,
Tamarac. FL33321
Parcel ID
49'41'05'25'0010 ~.
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49'41'05-01'0163
Property Type Office ~~°
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RBA 84'034SF
Existing Site Area ±1476acres ^~^~~
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Zoning/FAR PF Public Facilities
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Government Center Campus Property Details
Project Name Government Center . MfO1„
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Address 6001 Nob Hill Road, .,•,,..
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Tamarac, FL 33321Future
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49-41-07-03-0010 City Hall
Parcel ID 49-41-07-10-0011
Property Type Office
RBA 79,983 SF S ,
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Existing Site Area ±27.36 acres
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Colliers Proposed Services
Colliers Overview of
Advisory Services
Phase 1 - Due Diligence/Strategic Assessment
Colliers will complete a detailed market assessment and analysis of
City Hall and other Administrative buildings (IT, Parks/Rec, etc..). This
will provide a framework of the various options, alternatives and likely
outcomes associated with each option.
Phase 2 - Workplace Advisory
Meet with internal stakeholders and each department within the City to
formulate a workplace strategy for the future.
Phase 3 - Vision & Planning
Present Phase 1 and 2 findings to internal & external stakeholders via
an engaged and active community outreach program designed to build
consensus and align expectations.
Phase 4 - Market Engagement
Based on internal, external feedback and comprehensive data, Colliers
will collaborate with City to design and implement a solicitation process to
engage prospective development partners.
W1
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Phase 1
Due Diligence &
Strategic Assessment
Colliers will complete a detailed market assessment and
analysis of City Hall and other Administrative buildings.
This will provide a framework of the various options,
alternatives and likely outcomes associated with each
option.
Building the framework for success
The following schedule includes an outline of the scope of work and proposed approach to the assignment:
WEEK 1 1 Kick -Off Session:
Meet with the City to discuss existing strategy and confirm goals for new strategy.
Review Colliers proposed scope of work and schedule, making adjustments where the City deems necessary.
Introduce Colliers experts assigned to the project and respective roles and responsibilities.
Identify point of contact and appropriate communication channels.
Agree upon project deliverables.
WEEK 2-4 1 Due Diligence for Strategic Assessment
Take an inventory of all City -owned and controlled property at both the current City Hall site and future Government
Center campus and identify current uses.
Collect and collate appropriate documents and data necessary to complete the strategic assessment, including
but not limited to; a list of assets, operating statements, operating agreements, assessments, lease agreements,
letters of interest (LOI), contracts, any other laws, policies or City -preferences that limit the lease or sale of City -
owned assets.
Meet with City departments and other internal and external stakeholders to ensure thorough understanding of
City portfolio and assemble any missing pertinent information.
WEEK 5-16 1 Strategic Assessment and Valuation
Review, assess and identifying the current use oif each asset. Colliers will provide the City with access to GIS
mapping software storing real-time information on City -owned property.
Evaluate the underutilized City Hall, with the following considerations: Current use and potential/proposed use of
asset
*Financial (debt, operating costs, maintenance costs)
*Condition of asset and deferred capital improvements
*Current and projected market conditions.
*Legal or political encumbrances and/or preferences
Provide recommendations to the City on the highest and best -use of City Hall Site, including an assessment of
the various uses that can be feasible on the site and the costs and revenue potential through various options,
sale, long-term ground lease, public/private partnership.
We intend to formulate recommendations to improve operational adjacencies, lower annual real estate costs
and improve delivery of services to public. We will establish the prioritized timeline for next steps including
design, construction and relocation so that the development of City Hall site can be maximized. Our high level
goals for the newly re -imagined Government Campus will be:
» Maximize building floor plates to provide better adjacencies, flexibility and sharing of common amenities.
» Provide a better customer facing experience.
» Incorporate high levels of personal & facility security while maintaining an open & collaborative atmosphere.
WEEK 16-20 1 Delivery of Strategic Plan
Present draft Strategic Assessment report and meet with the City to review.
Collect feedback from City staff and reflect comments and changes in the final report.
Meet with the City to discuss and commence action on the final recommendations in the Strategic Assessment.
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Phase 2
Workplace Advisory
The Colliers Workplace Advisory team is specialized in developing workplaces
that accelerate the success of organizations. The team starts the workplace
envisioning by creating an understanding of how the City functions.
Organizational goals, working patterns and culture will be analyzed to enable
a defined way of working and work environment characteristics that positively
impact on these goals.
The team also develops and executes change management strategies to
ensure that any change in the way of working is fully embraced by City staff
and the public.
The Colliers approach is highly flexible and based on the CitVs context and
needs, the relevant approach and activities can be developed together.
Rethinking the Workplace
Rethinking the office, now is the time!
It is now evident that the experiences from COVID-19 will change the way
we work in the future. There will be a stronger focus on combining working
from the office with working from home. Offices will become more social
meeting places to collaborate, connect and socially interact with teams.
This is a great opportunity to strategically rethink the way your organization
works and define the type of workplace that best suits your future way
of working. There is no one size fits all solution.
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Workplace Advisory
Process
A structured process
Colliers provides a proven, structured process to develop the Post COVID
workplace. Colliers' approach is both disciplined yet flexible. Adopting an agile
toolkit allows the City to customize the approach according to your specific needs.
The process is driven by our 4-D Compass: a systematic discipline built around
Discovery, Development, Delivery and Day to Day. Ensuring deep quantitative
and qualitative analysis, culminating in a comprehensive solution that is cost
effective, and fully aligns with your goals and values. Based on the context we
execute different types of projects. From a quick assessment that provides high
level insights in the office and workplace requirements, to a detailed approach
with a high level of involvement from management and employees that leads to a
detailed program of requirements.
What do we deliver
Workplace Advisory
During the workplace advisory process, focus is on identifying and
prioritizing solutions and requirements on four levels: Bricks (physical
work environment), Bytes (technology), Behavior and Branding. The 4 key
dimensions of a successful workplace environment strongly interact with
each other, particularly in flexible work environments. We are convinced
that an integrated approach is required to be successful.
Change Management
Colliers is specialized in developing and executing change management
strategies related to workplace change. The main goal is to provide a
smooth and user-friendly transfer from the current way of working to
the new way of working and minimize negativity and resistance amongst
management and employees.
Brand
Identity ani
look & fee
Bricks
Physical workplace
4D Compass
Approach
tiN
(k
Phase 1
Discover Vision & Needs
Observe
Analyze
Listen
Collect
Discover vision
Discover needs
C0 %J
Phase 3
Deliver Workplace Strategy
Plan
Communicate
Train
Execute
Workplace playbook: detailed requirements
Change management strategy and
implementation
Phase 2
Develop Workplace Scenarios
Conceptualize
Benchmark
Model
Decide
(Co) Develop workplace scenarios
OV
Phase 4
Day2Day Measuring - Optimizing
Monitor
Measure
Optimize
Evaluate and edit for
continuous improvement
The first project phase, the Discover phase, starts by workplace
envisioning together with senior management to identify the
strategic organizational goals and impact on work environment
characteristics. A shared vision will be created on the future way
of working and work environment characteristics that positively
impact the City's goals.
In the second stage of the Discover phase, employees will
be involved in order to research organizational demands,
requirements and expectations. Together with the City, high i I
leverage opportunities will be defined. All activities can be
performed in person or virtual. I
Deliverable Phase 1
Ambition & Needs Brief: summarizing the ambition and key
workplace principles. The brief will provide a record of agreed
objectives, key performance indicators, workplace principles and
'gap' insights into current state versus future state.
Fhe Future )' City Flab; 119
•••••••• Data review
Kickoff
Leadership workshops
c...••.. Leadership interviews
•••••••�••••••• Team leader interviews
Inspiration tours
Activity analysis (work personas)
Employee experience survey
�•••• •• Occupancy measurements
In the second project phase, the Develop phase, strategic
development of concepts and scenarios will be generated based
on outcomes of the Discover phase. Opportunities to create a
work environment that suits the City's needs will be identified and
validated through Co -Creation Sprints.
The 413's Scenario Brief that will be developed summarizes the
reasoning behind the proposed solutions. It also shows the
financial and organizational benefits of creating the new work
environment. Final decision making on the best scenario will take
place during a workshop with staff and Commission.
Deliverable Phase 2
The 4B's Scenario Brief (Bricks, Bytes, Behavior, Branding) will be
defined which provides multiple scenarios for workplace models
that are evidence -based and aligned with your goals and demands.
•••••••• Co -creation sprints
Online community
Scenario modeling
Test fits and conceptual design
c••••••• Program and budget estimation
Leadership decision making workshop
During the Deliver phase the requirements for the chosen
scenario will be further detailed. Necessary requirements will be
defined to facilitate the City's way of working. The requirements
will be translated into design and layout principles. The
Change Management Strategy will be developed to link the co -
creation process already underway with the design and change
management implementation activities.
Deliverable Phase 3
The final workplace concept and requirements report will be
delivered This incl (-Inc I u t h d t ;I d /f I I t
e emen s Duc as e ai e sq t ca cu a ion,
breakdown of different areas and workstations, conceptual layouts,
technology requirements, behavior requirements and branding
requirements. A road map will also be delivered that maps out the
steps towards implementation.
••••• Workplace playbook: detailed requirements
Functional zoning and layout
Validation workshops
Implementation road map
••••• ,� Design guidance
_...... Change and communication strategy
The Day2Day phase starts after employees transition into the new
work environment whereby the City is monitored and optimized
after the transition. During the project we will develop clear
KPI's which will be measured during the Day2Day phase. KPI's j
relate to space efficiency and to the impact of the workplace on
organizational performance. 01
Deliverable Phase 4
.001,�
We ensure success is measured after implementation and
potential optimization actions are identified. Track and assess
project success and opportunities for refinement through
employee and other stakeholder feedback as well as key
workplace metrics.
The exact activities to be performed highly depend on the
outcomes of the Develop & Decide phase. This is why the
Day2Day phase is typically further specified after the Workplace
Playbook is developed.
Employee experience survey (post)
t Team retrospectives
Leadership workshops
Occupancy measurements (post)
Continuous improvement
05
Phase 3
Vision & Planning
Present Phase 1 and 2 findings to internal & external
stakeholders via an engaged and active community
outreach program designed to build consensus and
align expectations.
How do we engage
Input from Inside
Site
Assessm
The design of the public spaces needs to support the functions of the
City. We will solicit internal input regarding the kinds, types, functions and
sizes of these spaces from City staff/subject matter experts. This will be done
during the interviews in the discovery process described above, with some
follow-up questions to understand details about acoustics, technology, support
services, etc.
Input from Outside
Potential
Partnerships
We believe opening this discussion to public input will assist in change management, messaging
and approvals later in the project. However, not conducted properly, asking for public input can
lead to friction, confusion and negative perceptions. We will work with the City to decide on the best
way to provide a place for public input. Possibilities include:
Public hearings - To educate and provide context for the public space discussion and provide
a forum for input. This can be a set of break-out study circles/focus groups at a larger, extended
meeting. Appreciative Inquiry techniques can be used to set vision and expectations. Other
techniques include World Cafe and electronic polling.
Electronic forum - Establish a project -long digital place for the public to see the progress of
the project and provide electronic input. This will be a curated site that makes clear that not all
suggestions with be acted upon.
Public Committee - Establish a committee of a cross-section of concerned citizens that should
include representation from all groups in the City jurisdictions including socio-economic tiers,
gender, race, homeowners, renters, professionals and laborers, etc. The role of the committee will
be to provide and review input, meet regularly to understand progress and be a sounding board
for certain decisions.
Note: It is difficult to limit input in these forums to solely about the public spaces. Access to services,
processes, business hours, parking and other concerns will be surfaced. The City must have a plan for
how these non -space questions will be addressed.
El
Phase 4
Market Engagement
Based on internal and external feedback and
comprehensive data, Colliers will collaborate with the
City to design and implement a solicitation process
to engage prospective development partners.
IEV
Offering Strategy
Colliers will work with the City throughout the solicitation process. The keys to the successful sale
and development of the Property are as follows:
0Complete pre -marketing due diligence including in-depth conversations and
° — presentations with the City of Tamarac regarding development to understand the goals of
the City in the type of uses, financial structure, and qualifications of the respondents they
would like to see.
Drafting of a solicitation with best in class materials to ensure the Property is sufficiently
u
S� advertised and that all likely buyers have been made aware of the opportunity
Full exposure of the opportunity with a formal process to all of the logical purchasers
locally, nationally, and globally
Apo Careful management of buyer interest, creation of a competitive platform and
it f .-J encouragement of offers that recognize the City's objectives
U For all proposals that meet the requirements, perform due diligence on the qualified
C/
<J proposals, including but not limited to:
Evaluate financial capacity of the proposer including the proposed financing plan
and acquisition terms.
Previous project performance.
Check provided references.
Discovery of any previous or current legal matters.
Confirm experience with public -private developments.
pflh Evaluation of the economic impact & public benefits of shortlisted proposals
Participation in all interviews and meetings relating to the evaluation of shortlisted
proposals
�� Presentations to boards and Commission regarding the process and explanation of
III proposals
\ �J Z
Positioning�,
Positioning isn't just a "marketing"
conversation. It's important our marketing
message is authentic.
Pricing and Disposition Recommendations
Positioning is a business and marketing strategy that aims to
make a brand occupy a distinct identity, relative to competing
brands, in the mind of the customer.
It is our point of differentiation - it is targeted to who we
want to buy, it is the way we get a premium price in the market
and it helps buyers navigate through a clutter of options and
choose our project.
The key steps to positioning are:
Understand demand through research
Supply is only half the story
What do buyers really value?
Understand the competitive landscape
Where are the opportunities to differentiate?
How is our competition positioned?
Where are the opportunities/gaps?
Define how your asset will compete
Strengths of the asset as well as what the target market
values
How will we be different?
How can we create a new category where we are the only
choice?
Positioning a property against the competition starts with
identifying the aspects that make your project unique and
aligning them with the needs of your target market.
Key Selling
Features
C
Target
Market
Target markets are more than lists. They are unique audiences —and
potential customers —with varying preferences and needs. Colliers' tiered
marketing approach maximizes exposure to your primary market while
developing awareness and understanding within your secondary and
tertiary markets.
Our targeted approach clarifies expectations and accelerates the transaction process by focusing our
efforts on your best prospects to achieve more immediate results:
• Who is your core audience —who will pay the highest price?
What are their core concerns —and how can we address these fears and benefits?
• How do they want to receive communication —what makes them most likely to listen?
Primary Market
These are your prime prospects. Based on our research,
they are most likely to buy and most willing to pay a
price premium and/or move quickly. We will reach out
to developers that understand Tamarac and South
Florida and will lend to the synergistic nature of the
development. To this market we will send an offering
memorandum, flyers, eblasts, unique mailers and follow
up with phone calls.
Secondary Market
These prospects have potential. They may have a need
or desire for a property like yours, but they are not
committed to take action or have a lesser need in mind
with respect to space or rates. To this market, whom
we identify as local mixed -use developers, we will send
general eblasts, flyers and brochures.
Tertiary Market
This is your broad, early -stage market. it has the largest
pool of potential customers. To this market of REIT's,
Developers, Land Holders, Users we will send broadcast
audience emails, advertise via signage and through our
online marketing efforts including our availabilities lists,
Loopnet, Co -Star, CREXI and Colliers.com.
32 i C"v o' Ta-arac
We develop bespoke marketing
strategies to maximize interest
and set your property apart from
its competitive set.
Your In -House
Marketing Agency
Property marketing has changed.
At Colliers, we're leading that change.
In today's world, generic is not enough. Buyers have access to an unprecedented amount of
information and options - most of which are available at the click of a button. That's why we're
turning up the volume on our design and strategic marketing solutions to ensure your project
stands apart from the competition.
Our talented marketing, communications and design professionals are building custom marketing
campaigns from the ground up. And guess what? It works. We are proud to represent some of
the biggest landlords and developers with award -winning, high -impact marketing campaigns that
successfully position assets as clear winners among the sea of options available to tenants and
buyers today.
Marketing
Tactics
Our property marketing capability is second to none in our industry.
When you market your property with Colliers, we ensure it gets exposure via every possible medium
- from print, to web, to mobile. We take your listing to where your targets are - so they get the
information they need and you get the response you want.
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Project
Tours
Direct
Presentations
Cold
Calling
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Brochure
Collaborative
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Local Broker
Outreach
Email
Blasts
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Professional
Photography
Social
Campaigns
We create unique social
campaigns so that your
property stands out.
Creating unique, targeted social
campaigns is a part of our digital
marketing strategy at Colliers. We use
targeted keywords to ensure your property
gets in front of your target market first and
foremost. Tracking ad performance througl-
analytics and data is how we make sure you
property receives maximum digital exposur
strategic, thoughtful way.
Lead generation ads allow us to pinpoint high -interest users with
audience selection and optimization. We make sure to find the
leads that matter.
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Why Colliers?
Colliers understands that government and public -sector
procedures for leasing and managing real property can be
subject to layers of regulations, policy, legislation and special
orders. Colliers understands the complexity of the public real
estate sector. Colliers has proven expertise in charting a clear
path of successful execution for clients and will leverage our
shared services and diverse global platform to deliver value for
the City of Tamarac as well.
Your Agenda Is
Our Agenda
Julie Dunn
Executive Managing
Director & Market
Leader
Ken Krasnow Brooke Mosier Bastian Laggerbauer Chris Zlocki
Vice Chairman, Associate Vice Vice President, Workplace Advisory
Public Institutions President, Capital Markets
Public Institutions
Kris Mitchell Maria Russo Alexandra Leon Tony Jones
Regional Director Senior Marketing Marketing Marketing
Manager Manager Specialist
Verity Mosquera Haley Boatright Shanna Nassery
Research & Senior Research Senior Research
Consulting Manager Analyst Analyst
Trinh Quain
Senior GIS
Analyst
Carras Perez Jennifer Eubanks
Administrative Client Services
Manager Specialist
Laurin Jordan Mathew Diaz
Digital Marketing Digital Marketing
Manager Specialist
Specialized Experience with the Public Sector
o-
Colliers understands the complexity of the public real estate sector. Colliers has proven
expertise in charting a clear path of successful execution for clients and will leverage our
shared services and diverse global platform to deliver value for the City of Tamarac as well
(see representative public sector client list on next page).
The knowledge of the team
Our team brings unparalleled market knowledge and substantial previous successes in
the area.
Unparalleled access to data
Colliers has a national and centralized Client Relationship Management (CRM+) database
consisting of information on thousands of commercial developers and investors across
the United States and Worldwide.
Exceptional execution skills
Our talented marketing, communications and design professionals build custom
marketing campaigns from the ground up.
Eq5
�Commitment to service excellence
IAt Colliers, "service" is more than just a word. Colliers' comprehensive client service
program is designed to drive customer -focused service throughout our business.
An extension of your team
Our approach is collaborative, nimble and informed by uncommon knowledge. By
Lr % aligning with your core business needs, we develop and execute customized real estate
solutions to support your growth strategy.
Results and process -driven
From the first handshake to the last, we understand deal structure and manage the
II II transaction process to minimize disruption, mitigate risk and mediate competing
perspectives. You can count on us to stay in the deal, from conducting a great tour to
delivering the signed agreement.
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South Florida Investment Services Team
Transaction Experience
The 1801 Building
Boca Raton, FL
Purchase Price: $18,350,000
Property Size: 61,188 SF
Property Type: Office
Bayshore Executive Plaza
Miami, FL
Purchase Price: $14,500,000
Property Size: 95,000 SF
Property Type: Office
Concept II Towiers
Lake Worth Beach, FL
Village Executive Offices
West Palm Beach, FL
Purchase Price: $13,900,000
Property Size: 62,876 SF
Property Type: Office
or �.I
CEMEX Headquarters Building
West Palm Beach, FL
Purchase Price: $13,400,000
Property Size: 65,000 SF
Property Type: Office
Sabadell/Horizon Office Center Pembroke Pines Prof. Centre
West Palm Beach, FL Pembroke Pines, FL
Purchase Price: $14,250,000
Property Size: 177,000 SF
Property Type: Office
Commercial Tower
Fort Lauderdale, FL
Purchase Price: $12,100,000
Property Size: 97,000 SF
Property Type: Office
University Office Park
Davie, FL
Purchase Price: $10,900,000 Purchase Price: $10,750,000 Purchase Price: $10,700,000
Property Size: 98,262 SF Property Size: 94,350 SF Property Size: 54,578 SF
Property Type: Office Property Type: Office Property Type: Office
The Assignment
To facilitate the successful redevelopment of the project, while meeting the aforementioned City goals of
maximizing value within a set time frame, we suggest the following:
• Term - Twelve (12) months with an option for the City to terminate after 6 months.
• Advisory Fee: A 12-month advisory fee will be paid by the City during the consulting phases in an amount not to
exceed $79,500.
• Brokerage Fee: Colliers shall be paid a brokerage fee only upon the sale or lease of City Hall. The fee shall be
based on the value of the land only as determined by "as is", highest & best use from City ordered appraisal. In
the event of a long term ground lease, the fee shall be calculated in the same manner above (as is land value
and not based on the value of the ground lease or the project development. The fee shall be payable by Buyer/
Lessee to Colliers either upon closing of the land (sale) or upon the unconditional City commission approval of
the ground lease.
• Marketing Costs will be the responsibility of Colliers and City shall not be responsible for any additional fees
other than advisory fee.
Scope of Work
The Colliers team will provide the following services under an advisory fee arrangement as follows:
• Phase I - Due Diligence/Strategic Assessment/Feasibility Analysis
Phase 11 - Workplace Advisory - programming and needs assessment
• Phase III - Vision/Planning & Community Outreach (3-6 community meetings)
Phases 1-III: Will be completed during the six (6) month advisory term and Colliers shall be compensated at a rate of
$8,250 per month.
Phase IV: Market Engagement (RFQ/RFP and all marketing activities outlined in Marketing Plan).Shall be a
combination of advisory & success fee as follows:
During the Marketing/Solicitation/Selection phase (7-12 months), the advisory fee paid to Colliers by the City shall
be reduced to $5,000 per month. Upon the successful closing of the land (sale) or upon the unconditional City
Commission approval of the ground lease, Colliers will be paid a success fee by Buyer/Lessee of 4% based on the
appraised value of the land only (as described above).
Acceptance
Terms and Conditions
This Feasibility Study and Advisory Services proposal and Terms and Conditions outlined herein are accepted,
providing that the piggyback Agreement (City of Fort Lauderdale Agreement RFP No. 12630-225) between City of
Tamarac and Colliers International Florida LLC remain in effect. To meet the timeline described herein, please sign
and return an executed copy of this proposal.
If you have questions regarding the enclosed, please feel free to contact me. Colliers appreciates this opportunity to
be of service to you on this assignment and looks forward to serving you.
I, Levent Sucuoglu, City of Tamarac, agree to the above stated terms and authorize Colliers International Florida, LLC
to implement the above referenced project.
Date:
Levent Sucuoglu, City Manager
City of Tamarac
Respectfully,
Ken Krasnow, Vice Chairman, Institutional Investor Services
Colliers International Florida, LLC.
Colliers
Ken Krasnow
Vice Chairman
+1 786 517 4990
ken.krasnow@colliers.com
Brooke Mosier
Associate Vice President
+1 561 512 3488
brooke.mosier@colliers.com
Bastian Laggerbauer
Vice President
+1 561 281 6656
bastian.laggerbauer@colliers.com
Colliers
200 East Broward Boulevard
Suite 120
Fort Lauderdale, FL 33301
This document/email has been prepared by Colliers for advertising and general information only. Colliers makes no guarantees, representations or warranties of any kind,
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own inquiries as to the accuracy of the information. Colliers excludes unequivocally all inferred or implied terms, conditions and warranties arising out of this document and
excludes all liability for loss and damages arising there from. This publication is the copyrighted property of Colliers and/or its licensor(s). O 2023. All rights reserved. This
communication is not intended to cause or induce breach of an existing listing agreement. (Include your markets legal name here. Colliers International Florida, LLC
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