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
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Page 2 of 2 City Commission Workshop June 28, 2010
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VILLAGE CENTER
POST ACQUISITION
DEVELOPMENT PLAN
June 11, 2010
GROUP ONE
DEVELOPMENT CONSULTANTS
2555 Temple Trail
Winter Park, FL 32789
1.800.393.0595
GROUP ONE
Development Consultants and Real Estate Advisors
June 11, 2010
City of Tamarac
Re: Development Schedule and Proposal
To Whom It May Concern:
Efforts currently underway but pending completion, have been advanced by Group One
(G 1 P,LLC) to assist the City in the contract consolidation of multiple sites under City control
so to create a critical mass of assembled lands that allow for comprehensive entitlement,
design refinement, and proactive private development promotion thereon. 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
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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.
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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
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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
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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.
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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.
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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