new perdido key master plan dpz fee proposal...

M I A M I W A S H I N G T O N C H A R L O T T E

1023 Southwest 25th Avenue, Miami, Florida 33135 Tel: (305) 644-1023 Fax: (305) 644-1021 www.dpz.com

DPZ

D U A N Y P L A T E R - Z Y B E R K & C O M P A N Y , L L C

11 June 2012 Escambia County Florida Office of Purchasing, Room 11.101 Matt Langley Bell III Building 213 Palafox Place Pensacola, Florida 32502 Tel 850 595 4918 Attn: Mr. Paul R. Nobles, CPPO, CPPB, FCN, FCPM, FCCM Purchasing Coordinator Dear Mr. Nobles, REQUEST FOR LETTERS OF INTEREST PERDIDO KEY MASTER PLAN SOLICITATION IDENTIFICATION NUMBER PD 11-12.021 FEE PROPOSAL The Duany Plater-Zyberk & Company, LLC (DPZ) team thanks Escambia County and the Selection Committee for our being selected for the above captioned work. We are pleased to provide herewith, as requested by the County following the above notification, our fee proposal, presented by task per our proposed Work Plan. Please note that this fee proposal has been developed on the following basis and assumptions, as discussed and/or agreed-in-principle with the County: • The project fee comprises a total sum of $300,000.00. • The above amount comprises fees for professional services as well as a portion of the anticipated

project expenses. This fact notwithstanding, Escambia County has agreed to sponsor/arrange for certain expenses at no cost to the DPZ Team.

• Those requirements/expenses to be the responsibility of the County include the following:

- Charrette studio space, including furniture and equipment (e.g. printers, plotters etc.). As requested, specifications for the studio space and information on other studio requirements have been provided to the County in a prior communication;

- Accommodations for DPZ Team members from out-of-town for the duration of the charrette. It is our understanding that the County is coordinating charrette accommodations with a third-party provider; and

- The Town Papers (Pre-and Post-Charrette editions). As requested, further information on the Paper (specifications, publication costs, shipping, samples etc.) has been provided to the County in a prior communication.

Exhibit "A" & "C"

Escambia County /Mr. Paul Nobles June 11, 2012 _________________________



We have also assumed that a portion of the meals/refreshments over the duration of the charrette/at the studio would be provided by local merchants/sponsored by local organizations (we have assumed 1/3 of meal and beverage costs would be sponsored as such).

Our fee proposal is thus provided below:

Exhibit "A" & "C"




In preparing our fee proposal the DPZ Team has also reviewed and updated the provisional Work Plan provided to the County on 24 May 2012. Our updated Work Plan is as follows: The DPZ Team proposes a work timeline comprising 22 weeks until the completion of the Perdido Key Master Plan Draft Report (see Task 3.1). Assuming a start date of mid-July, 2012, this permits the completion of the Draft Report and the Master Plan’s review at the required public hearing before the end of the year, as desired by the Board of County Commissioners. The Final Report would then be completed after this public hearing and review with the Client team, incorporating, within reason, required changes. We acknowledge that this updated Work Plan will warrant review upon confirmation of the project commencement date and determination/confirmation of other key/milestone dates. PHASE 1: INITIATION/BASELINE DIAGNOSTICS AND ANALYSIS/PRE-CHARRETTE (WEEKS 1 - 14) 1.1 Project Initiation and Team Work Session 1.2 Site Tour 1.3 Collection, Collation and Review of Previous Studies and Base Information and Materials 1.4 Milestone Task and Deliverable: Development Diagnostics Report 1.5 Public Involvement/Community Outreach (including Milestone Task: Project Introduction Public

Workshop/Presentation) 1.6 Pre-Charrette Preparations 1.7 Other Phase 1 Meetings and Presentations PHASE 2: MASTER PLAN CHARRETTE (WEEKS 15 - 16) 2.1 Milestone Task: Master Plan Charrette 2.2 Presentation to the Escambia County Team PHASE 3: POST CHARRETTE/REFINEMENT/FINAL PRODUCT DELIVERY (WEEKS 17 – TO BE DETERMINED) 3.1 Milestone Deliverable: Draft Master Plan, Code and Implementation Plan Report 3.2 Draft Report Review with the Escambia County Team 3.3 Milestone Deliverable: Final Master Plan, Code and Implementation Plan Report 3.4 Plan and Code Administration and Implementation - Public Workshop 3.5 Other Phase 3 Meetings and Presentations PHASE 1: INITIATION/BASELINE DIAGNOSTICS AND ANALYSIS/PRE-CHARRETTE (Weeks 1 - 12) 1.1 Project Initiation and Team Work Session (Week 1): The DPZ Team (Consultant Team) will conduct a project initiation meeting with the Escambia County Project Team (Client Team) to clarify project goals and objectives; review the project design approach and guiding principles; refine the scope of work and schedule; and establish management and communication protocols. If required/deemed appropriate by the Client Team, the Consultant Team may meet with other pertinent municipal offices/agencies in Escambia County and/or other local stakeholder groups (e.g. the Board of County

Exhibit "A" & "C"




Commissioners [BOCC], the West End Advisory Committee [WEAC], potential investors, development partners, etc.). The Consultant Team may present to these parties its project goals and objectives, proposed design approach and methodology proposed work plan and protocols as discussed, refined and agreed at the above Work Session. The Consultant Team shall assist the Client Team in organizing the “brain trust”/Project Steering Committee comprising a cross-section of local staff, elected officials and citizen representatives of stakeholder agencies/groups to serve as primary contacts for internal information and as a sounding board for ideas and proposals. This Steering Committee may be invited to attend this municipal meeting as well as the Site Tour (see below). If desired, the Consultant Team will begin to develop a template for the outreach plan; develop various approaches and methods to present; and identify stakeholders and desired outcomes for outreach activities. The goal is to align stakeholder interests as much as possible to ensure there is broad consensus for the next steps. 1.2 Site Tour (Week 1): The Consultant Team, Client Team and, if desired, members of the Steering Committee, the BOCC, the WEAC etc., will conduct a tour of the Project Area and environs. The Consultant Team shall document the tour with map annotations, sketches and photographs, to be incorporated into the Development Diagnostics Report (see 1.4 below). DPZ Team member HPE will conduct sub-meetings with MPO Staff, FDOT Staff in Chipley District Office, Emergency Management Staff and others interested in the Perdido Key Boulevard improvements. Discussion topics will include the seasonal, weekly and daily motor vehicle travel patterns on the Key and the Clearance Times for hurricane evacuation as they relate to Boulevard evacuation capacity. Multi-modal balance between autos, bicycles golf carts and pedestrians will also be covered. Sufficient discussion will occur to frame the possible future bridge construction at the intra-costal waterway. 1.3 Collection, Collation and Review of Previous Studies and Base Information and Materials (Weeks 1 – 3): The Consultant Team, with assistance and provision from the Client Team, will begin collating the base plan information (maps, surveys and other baseline data as well as prior plans) needed for the physical planning, design and coding. The review will also require repeated on-site reconnaissance in order to understand how the various elements proposed in such documents interface under existing conditions, and in order to build an understanding of how the prior plans relate to current conditions and to each other. HPE will focus on any pertinent past studies, reports or analysis that will further team understanding of transportation issues for the Key. The following are among the other materials and data the Consultant Team will review and analyze: • Base maps (GIS/CAD), aerial photography and other pertinent digital survey information at the regional and local scales,

showing the study area and the surrounding context to understand prevailing opportunities and constraints. This is to be provided by the Client Team;

• Perdido Key's/Escambia County's current regulatory context: land use regulations, municipal policies, the subdivision ordinance and comprehensive plan affecting development in the Project Area (including applicable state requirements);

• Previous reports and datasets pertinent to the Project Area and context, such as the 2030 Comprehensive Plan, and developed as part of previous planning efforts as well as documentation of local and regional precedents of

Exhibit "A" & "C"




development (favorable and unfavorable); • Land use and development data including existing uses, supply and demand/inventory for various uses (if available),

property ownership, land and improvement values and recent sales; • If available, any market analyses and data for individual projects or areas within the vicinity of the Project Area; • Approved projects, proffers, conditions and any related development agreements as they pertain to the Project

Area and context; • Available transportation data, studies, traffic impact assessments and other transportation/circulation studies for the Project

Area and context and context, including MPO plans and project activity, Emergency Management studies and plans for the Key;

• Plans of proposed municipal capital improvements and civic infrastructure projects; • The latest available census data; and • Various studies of housing, commercial/retail and market dynamics both within the Perdido Key Project Area as

well as in nearby and other areas which could become markets once a viable Master Plan for the Project Area is implemented.

1.4 Milestone Task and Deliverable: Development Diagnostics and Development Diagnostics Report (Weeks 4 - 14): After having reviewed and analyzed the prior documents and baseline conditions, the DPZ Team shall complete an Development Diagnostics exercise for the Perdido Key Project Area, Escambia County and the surrounding areas. It is critical to look beyond the Project Area as the success of any place is directly related to its interaction with its surrounding context. The Consultant Team will document the existing regulatory and policy context, and review existing planning, design and development concepts and recommendations. Elements of the Development Diagnostics will include the following: Economic Profile - The development challenges facing Perdido Key will include not only creating vibrant, livable neighborhoods in form, but also directing and leveraging that growth and its resulting income into economically efficient development, while still maintaining the site’s/area's coastal/natural character. At its core, meeting these varied challenges is a function of economics. Any previous economic and market assessments shall be reviewed and tested against prior and new proposals for Perdido Key. The market assessment will consider the findings and recommendations prepared as part of any previous studies; these recommendations will then be tested using fair share and induced demand real estate modeling analysis. Work under this task will be organized as follows: • Economic Profile - an overview of indicators of potential competitive advantage specifically for Perdido Key.

The economics consultant will evaluate appropriate economic indices or “drivers” designed to measure and create fundamental sources of demand. Using the most recently available economic and demographic data, the economics consultant will review historic, current and projected growth in population and households, age composition, employment by industry sector, household incomes, household composition and retail sales in the area, neighboring cities and the County at large. It will also examine existing commercial activity within the region and evaluate the performance and market positions of commercial clusters within the County. In addition, the DPZ Team will examine housing starts by housing type in Perdido Key and other relevant areas in the County, household spending by sub-market, local job creation, impacts of tourism (eco, historic and

Exhibit "A" & "C"




paranormal), retirees and other measures of economic growth. This economic overview will help define the trade areas, submarkets and overall competitive position for Perdido Key;

• Real Estate Market Constraints and Opportunities Review - an examination of real estate conditions in the Perdido Key Project Area and other competitive submarkets as appropriate. The economics consultant will evaluate current and historic market performance by use and submarket; inventory, rents, land and building prices/values, occupancy levels, room rates, historic absorption, tenant characteristics, operating costs, build-out capacity and schedule, ongoing construction and proposed projects, labor costs, real estate taxes etc. The economics consultant shall examine the regulatory requirements and procedures, creative financing mechanisms that minimize public costs while maximizing private investment, economic costs and incentives for development, as well as availability of a ready workforce. The economics consultant will additionally conduct both resident and business owner surveys to gather specific local data. The results will provide clear market findings and recommendations for Perdido Key to allow for optimal, competitive project positioning within the County and beyond;

• Market Demand Forecasts; Niche & Strategy; and Funding - based on the findings of the previous sub-tasks, the economics consultant will identify the expected market support for each use identified above by preparing demand forecasts using economic modeling tailored for this study. Demand forecasts will be established on a timeline (by year or phase) and expressed in appropriate units (e.g. commercial square feet, residential units, etc.). These forecasts will consider ongoing or planned catalyst projects that may generate demand for specific uses in Perdido Key. The economics consultant's market analysis and program recommendations will also consider opportunities to induce demand for specific uses, including tourism-related uses and other uses for which demand might include attracting sales from outside the region. This will result in a set of program alternatives for specific sites identified by the Client Team and the Consultant Team and will serve as a guide for subsequent tasks to craft Perdido Key’s market niche, optimum market position and financial program for both public and private improvements and business development. The economics consultant will identify an appropriate market niche and strategy for Perdido Key based on the direct findings and recommendations of the market studies. The economics consultant might suggest that the niche comprise specific subsets, by tenant or use category (e.g. dining, entertainment, tourism and/or other categories as appropriate) and by orientation (local and regional). The economics consultant will identify short-term targets as well as longer-term prospects. In identifying specific themes and/or tenant types, the economics consultant will consider site and market constraints as well as suitability based on access, appropriate use of protected resources, surrounding land uses etc. These marketing strategies will help define the specific uses, and therefore character, of Perdido Key.

Specific to beach tourism opportunities, a preliminary list of additional services to be provided on Perdido Key and potential sources to fund these improvements will be developed through the review of the existing information. This list will be refined during the Charrette, meetings and discussions with the Escambia County Commissioners, residents, County staff, Tourist Development Council, West End Advisory Committee, Federal and State agencies and other stakeholders. There will also be close coordination between DPZ Team members. For example, The CLUE Group (economics), HPE (transportation) and MRD (coastal) shall coordinate to assess the cost-effectiveness and benefit of a trolley system and how it may provide an alternative to current beach access modes. Without an economic development strategy, the envisioned Perdido Key Master Plan will be incomplete and lacking in substance, especially as it relates to encouraging/attracting new development and offering realistic implementability.

Exhibit "A" & "C"




Land Use, Planning and Urban Design • Land Use and Development - existing land uses and development patterns in the Project Area, including,

without limitation, retail, commercial, office, residential, parking, vacant/underutilized, open space/park, government, religious, educational, medical, recreational and other uses;

• Form and Character - the natural and built environments, focusing on the form, scale and character of existing and planned development, historic areas and/or buildings; review of architectural syntax; building stock review; streets/streetscapes (including landscaping and hardscaping, e.g. street furniture, signage and lighting); edge conditions; and areas of connection and public spaces; and

• Organizational and Regulatory Context - City codes, policies, regulations and ordinances affecting development/construction in the Project Area, for the purposes of assessing the effectiveness and impacts on investment and development. This review will be undertaken in light of anticipated broad-brush goals and objectives of the project and the overall parameters of the proposed code, forming the basis of recommendations for proposed amendments to land use and/or zoning regulations.

Civil Works and Transportation • Civil Works Inventory and Review:

- Inventory and review of provision and conditions of public infrastructure including, but not limited to, streets, sidewalks and bicycle routes, utilities and other infrastructure, with an analysis of the benefits, constraints and impediments created by such existing infrastructure;

- Assessment of existing and future storm drainage; and • Transportation, Traffic Counts and Parking Review – review of existing traffic and circulation conditions, including

an examination of parking. The analysis will look at how the existing local and regional network serves the variety of users in the area - commercial establishments, larger developments, employees, residents and visitors - and contributes or detracts from the quality of life of the area. This analysis will be performed from the perspective of all modes: walking, bicycling, transit use and driving, with particular attention to the variation in travel by season, week and hourly dispersion through the day. Under this sub-task, the Consultant Team will: - Review existing local and regional transportation studies (as identified above); - Hold a work session with local and state transportation planners early in the project to discuss opportunities

and constraints and exchange ideas about transportation-related issues, challenges, and goals in the region as they pertain to the study area;

- Review long-range regional transportation projects likely to affect the Project Area, including the Boulevard corridor study;

- Evaluate transportation operations, based on a review of existing data and added traffic count studies to capture daily distribution of hourly traffic, and identify major deficiencies, constraint points and opportunities for short-term improvements;

- To identify any additional improvements needed to enhance current safety and circulation to and within the Project Area, including those for pedestrians and cyclists; apply trip generation and distribution analysis in a sketch planning level based on existing and projected development programs.

- Perform a Walkability Index analysis of selected areas of the Key where enhanced Destination Walking is targeted. This will facilitate before and after analyses based on subsequent urban designs by the team.

- Analyze inventory data provided by Escambia County reporting on- and off-street parking spaces in the Project Area and its environs. It is assumed the inventory to be provided will include block identification, capacity, public vs. private, parking rates and time restrictions.

Exhibit "A" & "C"




• Hurricane Evacuation Plan Review - A sufficient review of evacuating populations by type and destination will be undertaken from existing reports and interviews with responsible personnel. The vital Clearance Times will be studies to afford full understanding of the capacity assumptions used within current analysis. If deemed necessary, County Emergency Management staff will be asked to recalculate clearance times with several alternative capacity assumptions at the critical link.

• Public Beach Access Points Review - The "Access Points and Public Lodging Facilities" presented in the LGFR will provide the basis to identify additional beach access points. Each beach access point and eligible shoreline length will be mapped to identify "gaps" in accessible shoreline which to focus on possible acquisition of gulf-front properties as either "Primary" or "Secondary" Beach Accesses. Locations of additional beach accesses, conceptual designs and preliminary opinions of probable costs for the construction of parking and other facilities will be prepared to determine the increased length of accessible shoreline (thus State cost-share) and assess the benefit to cost. The largest cost will be the purchase prices of any additional parcels of land necessary to support these beach access sites. The market values of these lands will be projected based on the collected real estate information.

Beach access improvements are not eligible for State cost-sharing and therefore would have to be funded by

the County, alternative funding sources or grants outside of the Beach Erosion Control Program. However, increasing the number of access sites, public parking spaces and restroom facilities would have a significant effect on the State cost-share.

Beach/Coast and Other Environmental Issues - the analysis will be based on existing information and reports to be provided by Escambia County. • Ecological and Environmental Regulatory Compliance Considerations Review:

- Assess significant ecological functions and values for consideration in Master Plan development; - Ensure Master Plan proposals are consistent with the objectives of the Perdido Key Habitat Conservation

Plan; and - Coordinate with Environmental Resource Agencies and the public as needed.

• Stormwater and Water Quality Considerations Assessment:

- Assess existing and future storm drainage for the area as they influence Master Plan proposals; - Assess water quality for the area as they influence Master Plan proposals; and - Coordinate with Environmental Resource Agencies and the public as needed.

Following the completion of the above sub-tasks, the Consultant Team shall prepare a draft Development Diagnostics Report encapsulating the above findings, for the Client Team’s (and/or the Steering Committee’s and the BOCC's) review as well as the Consultant Team’s reference in later Project phases. The Consultant Team shall provide a draft at the end of Week 9. The Client Team (and/or the Steering Committee and the BOCC) will have two weeks (Weeks 10 - 11) to review the draft Diagnostics Report, and at the end of Week 11, the Client Team and/or the Steering Committee shall meet with the Consultant Team to provide and discuss its comments/inputs for revision. These revisions shall be documented in the form of a single, marked-up copy of the draft Diagnostics Report. Upon receipt of such comments, the Consultant Team shall use its best efforts to incorporate the requested changes in the document and submit a final version of the Development Diagnostics Report at the end of Week 14.

Exhibit "A" & "C"




1.5 Public Involvement/Community Outreach (including Milestone Task: Project Introduction Public Workshop/Presentation) (Week 8 – onwards) 1.5.1 Preparation, Publication and Distribution of the Pre-Charrette Paper (Optional, Weeks 7 - 11): As part of managing the information released to the pertinent stakeholders on the project, the Client Team may be interested in preparing The Town Paper (Pre-Charrette Edition). A Pre-Charrette Paper is a vehicle for Escambia County to publicize and encourage participation in the upcoming Charrette (per Phase II below). Including a combination of custom and general material, the Pre-Charrette Paper provides easy-to-understand information about just what a Charrette is as well as information about planning, coding and living in traditional neighborhoods. General articles are selected for the paper from a list of stock articles provided by The Town Paper, while the Client Team and the Consultant Team provide custom Project information that may be developed in the course of Phase 1. Typically comprising eight pages, the Pre-Charrette Paper typically includes a Charrette schedule, photos and bios of the design team, local history and information about the Project, as well as a vision for the Project. The target distribution date is optimally the end of Week 10 or the beginning of Week 11; this permits the Paper to be distributed in time for the Project Introduction Public Workshop (see 1.5.2 below), with sufficient notice (approximately one month) provided prior to the Charrette proper. 1.5.2 Milestone Task – Project Introduction Public Workshop (end of Week 11): The DPZ team’s experience in preparing master plans for various municipalities has shown us that, in order for the Charrette to be as successful and productive as possible and for municipal officials, stakeholders and concerned residents to fully understand and buy-into the new planning approach, terminology and anticipated implications of the Master Plan, a public education meeting and presentation should be organized to lay the groundwork for the master plan and supporting documents, clearly explain New Urbanism/Smart Growth and form-based planning concepts and describe ways in which to implement such plans. With this foundation, the Charrette can be undertaken with a stronger common understanding. The Client Team and the Consultant Team shall coordinate to organize and host a one-day Public Workshop on Smart Growth planning. This shall be held in Perdido Key or a nearby suitable area, with the participation of key community stakeholders, including the Steering Committee (see above). This Workshop will also enable the Client Team and the Consultant Team to build and gain a full understanding of the community’s vision for Perdido Key. 1.5.3 Public Outreach/Information Tools (Week 11 – onwards): The Consultant Team possesses experience in employing the Internet as a tool for ongoing public participation for large scale planning studies. Specifically, creating a project website establishes an online presence that further feeds the interests of stakeholders and provides a mechanism for them to nurture the development and refinement of planning proposals. DPZ’s Miami 21 is to date the largest known municipal plan/code in the country and DPZ was instrumental in the creation and content management on the project website: www.miami21.org. A website for this project may be used to keep citizens updated on latest proposals and documents, to familiarize residents with key concepts, to answer Frequently Asked Questions (FAQs), to provide visual preference surveys and to educate and inspire. While DPZ has found these tools to consistently be the best at gathering and engaging a representative cross-section able to provide input towards a successful final outcome, we also recognize that every population is different and is best understood by those who work with them on a daily basis. If Escambia County prefers

Exhibit "A" & "C"




different routes for undertaking outreach the DPZ Team would be happy to comply. We have extensive experience with numerous routes, most notably newspaper ads and radio spots and if selected will work with the Client Team to develop and undertake a program of outreach (see our response to Question 2 above). 1.6 Pre-Charrette Preparations (Weeks 11 - 14): A Charrette requires an intensive amount of proper logistical planning and coordination in order to achieve the best possible outcome; the Consultant Team will be working continuously prior to the actual Charrette, in designing the appropriate workshop format, strategies and schedule for this multifaceted undertaking. The Consultant Team will work with the Client Team to develop a draft schedule and an annotated agenda for the Charrette for scheduled work sessions, progress presentations, as well as ideas for encouraging stakeholder participation. The Client Team will identify relevant stakeholder groups to be invited to participate in the Charrette and provide the pertinent contact information for these participants. The Consultant Team’s Charrette Coordinator shall work with pertinent Client Team members/staff to coordinate all logistical requirements, which may include but are not limited to: the physical location of the charrette space/studio, studio equipment and furniture, accommodations, meals etc. 1.7 Other Phase 1 Meetings and Presentations (As Necessary): During the course of the first 14 weeks additional meetings (e.g. coordination meetings if required, Steering Committee meetings apart from those identified above etc.) may be necessary and scheduled in partnership with the Client Team. PHASE 2: MASTER PLAN CHARRETTE (WEEKS 15 - 16) 2.1 Milestone Task: Master Plan Charrette (Weeks 15 – 16) (Note: The Charrette itself is proposed to occur within a span of seven or eight days, excluding travel, straddling two weeks and inclusive of a weekend): As noted above, the Charrette methodology provides an excellent vehicle for building public understanding of issues and opportunities to achieve a clear and feasible outcome. It also is designed to engage the Client Team members/staff and other key stakeholders in an open, collaborative planning, design and coding effort. It is intended to build public consensus and secure buy-in from residents and officials alike. As far as possible, the Charrette shall be hosted at a local studio space - ideally in Perdido Key itself - for easy access to the Project Area and to facilitate the participation local public officials and key stakeholders. The Consultant Team conducting the Charrette shall comprise a multi-disciplinary team of professionals who shall prepare graphic documents, test proposals and provide technical information as required in the development of the proposed Master Plan, Implementation Plan and other supporting planning and regulatory documents. With the Client Team’s assistance, we will arrange formal and informal meetings with the various pertinent agencies and interest groups during the first half of the Charrette. On the first evening of the Charrette, the Consultant Team leadership will deliver a “refresher” lecture on Smart Growth. All of the basic principles of good neighborhood design are reviewed at the lecture, establishing common reference points; protocols for the Charrette process are also reviewed. The second half of the Charrette comprises daily plan development and design; coding calibrations; further design work testing the code; meetings with stakeholders to understand pertinent neighborhood opportunities and constraints; development of proposals for specific interventions; and review/pin-up/feedback sessions.

Exhibit "A" & "C"




Through our experience we have determined the elements and techniques necessary to deliver the most sustainable master plans and codes. The following documents shall be produced at the Charrette in draft or final form: • an Illustrative Master Plan, hand-drawn to scale and rendered in color, showing the location of all private

property, public tracts, and surface infrastructure, as well as the schematic design of parks and other neighborhood amenities.

• Perspective Drawings, by hand (up to 4 no.), rendered in color, showing aerial views, typical thoroughfares, squares and plazas and/or other locations. Revisions to the Perspective Drawings after the charrette shall be considered Additional Services;

• Illustrative Detailed Plans for Specific Interventions, hand-drawn to scale and rendered in color, showing the ideal build-out of key portions of the site;

• Schematic Typical Building Floor Plans, at a scale appropriate for each building type, based upon the architecture of the region;

• Diagrams that may include: − a diagram of the existing development structure and context (adjoining areas, existing and proposed) − a diagram of the concept of neighborhood planning − a diagram of civic buildings and civic spaces − a diagram of the private lots − a diagram of the open space network − diagram of Hurricane Evacuation issues and flows − diagram of Walkability Index results − diagrams of the circulation network (pedestrian, vehicular and parking) − a diagram of the proposed development phasing

• a Regulating Plan keyed to the Urban Regulations and the Thoroughfare Standards/Street Sections. This plan regulates the land use, building use and density of the various building types that occur in the Master Plan;

• Thoroughfare Standards/Street Sections specifying the various street designs within the public rights-of-way shown in the Regulating Plan;

• Urban Regulations specifying each building type in terms of use, setbacks, heights, ancillary elements, and location of parking;

• Architectural Standards specifying building construction in terms of materials and configurations; and • a Frontage Count/Unit Count Calculations and Other Area Take-Offs and Tallies, including

amount of open space, density calculations, etc. With the DPZ Team marshalling all these sessions and continuously refining and articulating the vision, the Charrette participants and as appropriate, along with members of the public, shall explore and progress the development of the Master Plan proposals, leading to the recommended option and informing the Implementation Plan (see below). A closing presentation will be held on the last night of the Charrette. All the work prepared during the 7- or 8-day effort shall be presented and explained. Through the design sessions, on-going public input and meeting/feedback loops, it is possible to quickly build consensus and ensure that the Master Plan and Code accurately reflect Escambia County's/the community's aspirations, while being real and implementable. Most importantly, the Charrette is intended to inspire the local citizenry to actively participate in this entire planning process.

Exhibit "A" & "C"




We anticipate that minor refinements may be needed to the documents after the Charrette. Often, new information becomes available that may affect the work. Our proposed scope includes a full generation of revisions to the above deliverables (except where noted) in the Post-Charrette Phase. In addition to the above, and following the Charrette, an Implementation Plan will be developed concurrent with the work on the Master Plan. Once sites for possible developer partnerships are identified (see Specific Interventions above), each Specific Intervention shall be tested against the code-in-progress. The Consultant Team, working with the Client Team, shall frame options and provide strategic, legal, security and economic advice and assessments related to redevelopment alternatives that arise during the Charrette process. The DPZ Team will help bridge gaps that may occur between visioning and planning goals and real world practical implementation issues ranging from financing to legal, engineering and marketplace issues. Resulting strategies and plans will be better grounded in marketplace realities and implementation strategies will have a higher likelihood of success. In vetting code and plan proposals, the Consultant Team is able to better ensure that these are viable and developer-friendly; the implementation plan shall include: • Proposed revisions to the Land Development Code (in the form of an ordinance) and the 2030

Comprehensive Plan (in the form of a Comprehensive Plan Amendment and ordinance); • Recommendations, for tax incentives, grants, “business zoning districts” regulatory language and land use

changes that will promote and encourage economic development; • Preliminary engineering of recommended improvements and assessment of the impact/benefit to the

community for each improvement; • A preliminary priority list and timetable for predicted/proposed infrastructure improvements (include an

alternative schedule that could serve as a “pay-as-you-go” plan); and • Other implementation strategies, timelines, budget estimations and possible revenue sources. The DPZ Team will work with the Client Team to develop realistic financing and economic development strategies for Perdido Key to implement the proposal/s that emerge/s from the Charrette. We will identify opportunities for both public and private investment in Perdido Key and make recommendations for strategies to secure such investment. 2.2 Presentation to the Escambia County Team (Week 16): The Consultant Team, in coordination with the Client Team, (if desired) shall schedule a special meeting to formally present the preliminary Charrette results to the Escambia County Team, and if desired, the Steering Committee, the Local Planning Agency and the Board of County Commissioners at the conclusion of the Charrette. PHASE 3: POST CHARRETTE/REFINEMENT/FINAL PRODUCT DELIVERY (WEEKS 17 – TO BE DETERMINED) 3.1 Milestone Deliverable: Draft Master Plan, Code and Implementation Plan Report (Weeks 17 - 22): Following the Charrette, the Consultant Team will compile the documents and recommendations developed at the Charrette and deliver the Draft Report to the Client Team. The Draft Report will include the Illustrated Master Plan, other documents prepared at the Charrette and a summary of the Charrette process and participation. The draft code will include the Preliminary zoning/Regulating Plan developed at the Charrette.

Exhibit "A" & "C"




3.2 Public Hearing and Draft Report Review with the Escambia County Team (Week 23 - TO BE DETERMINED): Following the submission of the Draft Report, the Master Plan shall be presented at an Escambia County Public Hearing, to be attended by DPZ (Note: This public hearing is anticipated to occur in late 2012; the County shall provide sufficient notice to DPZ on the dates for the hearing.). In addition to the material comments and directions for amending the Master Plan received at this hearing, the Client Team shall also review the Draft Report and provide coordinated and aggregated comments to the Consultant Team (including, as appropriate, comments from the Steering Committee, the Local Planning Agency and the Board of County Commissioners), in the form of one marked up copy of the Draft Report (Note: We anticipate this review of the Draft Report by the Client Team would comprise three weeks; this may or may not coincide with the public hearing described above, hence the completion week is to be determined. The timing of the remainder of the tasks below would be contingent on the timing of the public hearing.). The Consultant Team will meet with the Client Team to review in person all consolidated comments on the Draft Report and to agree on a way forward for completing the Final Master Plan, Code and Implementation Plan Report. 3.3 Milestone Deliverable: Final Master Plan, Code Revision and Implementation Plan Report (TO BE DETERMINED): The Consultant Team will use reasonable efforts to incorporate the Client Team’s requested changes in the Final Report. The Consultant Team will complete these documents and deliver development-ready versions of the same to the County within three weeks after receipt of comments by and from the Client Team on the Draft Report per 3.2 above. 3.4 Code Administration and Implementation - Public Workshop (TO BE DETERMINED): The Consultant Team shall conduct a workshop primarily for Escambia County staff and if desired, the Steering Committee, the Local Planning Agency and the Board of County Commissioners, to ensure a firm understanding on the Master Plan, the Code and other supporting documents by its users and implementers. This session will cover the Articles of the Code, as well as interdepartmental training (e.g. Code Enforcement, Capital Improvements etc.), review of procedural changes and permits, required legislative changes, desired community outreach and finally, award applications. 3.5 Other Phase 3 Meetings and Presentations (TO BE DETERMINED; as necessary): As coordinated with the Client Team, the Consultant Team shall present the findings and recommendations pertinent to the final Master Plan, Code and Implementation Plan to the Planning Board, the BOCC, and other pertinent County agencies and entities as required by Escambia County. During the course of Phase 3, other required meetings (e.g. coordination meetings, Steering Committee meetings apart from those identified above etc.) may be scheduled in partnership with the Client Team. Mr. Nobles, we are very honored to be working with the County on this important planning endeavor. If you have any questions please do not hesitate to contact us at 305 644 1023 or [email protected].

Best regards, Senen M. A. Antonio Partner/Director of Business Development

Exhibit "A" & "C"



DPZ

D U A N Y P L A T E R - Z Y B E R K & C O M P A N Y , L L C

12 June 2012 Escambia County Florida Office of Purchasing, Room 11.101 Matt Langley Bell III Building 213 Palafox Place Pensacola, Florida 32502 Tel 850 595 4918 Attn: Mr. Paul R. Nobles, CPPO, CPPB, FCN, FCPM, FCCM Purchasing Coordinator Dear Mr. Nobles, REQUEST FOR LETTERS OF INTEREST PERDIDO KEY MASTER PLAN SOLICITATION IDENTIFICATION NUMBER PD 11-12.021 PROPOSED PROJECT TIMELINE As requested, the Duany Plater-Zyberk & Company, LLC (DPZ) is pleased to provide herewith our proposed timeline for undertaking the above captioned work. The DPZ Team proposes a work timeline comprising 22 weeks until the completion of the Perdido Key Master Plan Draft Report (see Task 3.1). Assuming a start date of mid-July, 2012, this permits the completion of the Draft Report and the Master Plan’s review at the required public hearing before the end of the year, as desired by the Board of County Commissioners. The Final Report would then be completed after this public hearing and review with the Client team, incorporating, within reason, required changes. We acknowledge that this updated Work Plan will warrant review upon confirmation of the project commencement date and determination/confirmation of other key/milestone dates.

PHASE 1: INITIATION/BASELINE DIAGNOSTICS AND ANALYSIS/PRE-CHARRETTE

Jul 16 2012 – Oct 22 2012

1.1 Project Initiation and Team Work Session Week of Jul 16 2012

1.2 Site Tour Week of Jul 16 2012

1.3 Collection, Collation and Review of Previous Studies and Base Information and Materials

Jul 16 2012 – Aug 03 2012

1.4 Milestone Task and Deliverable: Development Diagnostics Report Aug 6 2012 – Oct 22 2012

1.5 Public Involvement/Community Outreach (including Milestone Task: Project Introduction Public Workshop/Presentation*)

Sep 03 2012 – onwards; *Towards the end of the week of Sep 24 2012

Exhibit "B"

Escambia County /Mr. Paul Nobles June 11, 2012 Page 2 _________________________



1.6 Pre-Charrette Preparations Sep 24 2012 – Oct 22 2012

1.7 Other Phase 1 Meetings and Presentations As needed

PHASE 2: MASTER PLAN CHARRETTE Oct 23 2012 – Oct 31 2012

2.1 Milestone Task: Master Plan Charrette Oct 23 2012 - Oct 31 2012

2.2 Presentation to the Escambia County Team Oct 31 2012

PHASE 3: POST CHARRETTE/REFINEMENT/FINAL PRODUCT DELIVERY

Nov 1 2012 – To Be Determined

3.1 Milestone Deliverable: Draft Master Plan, Code and Implementation Plan Report

Nov 1 2012 – Dec 14 2012

3.2 Public Hearing and Draft Report Review with the Escambia County Team

Dec 17 2012 - To Be Determined

3.3 Milestone Deliverable: Final Master Plan, Code and Implementation Plan Report

To Be Determined

3.4 Plan and Code Administration and Implementation - Public Workshop To Be Determined

3.5 Other Phase 3 Meetings and Presentations As needed

Mr. Nobles, should you have any questions regarding the above please do not hesitate to contact us at 305 644 1023 or [email protected].

Best regards, Senen M. A. Antonio Partner/Director of Business Development

Exhibit "B"

new perdido key master plan dpz fee proposal...

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