CONTRACT REQUESTING PROFESSIONAL SERVICES THROUGH RFP #15-11rnMTDArT
THIS CONTRACT, entered into this 31St day of May, 2011, by and
between the COMMUNITY REDEVELOPMENT AGENCY OF THE CITY OF
CLEARWATER, a Florida Redevelopment Agency, hereinafter referred to as
"CRA," P.O. Box 4748, Clearwater, Florida 33758-4748 and M. Arthur Gensler,
Jr. and Associates, Inc., a California corporation, hereinafter referred to as
"Gensler," 100 North Tampa Street, Suite 2300, Tampa, FL 33602.
WHEREAS, the CRA requested professional services through RFP #15-
11 to develop a comprehensive and collaborative neighborhood vision plan that
is expected to address three main areas: 1) a Neighborhood Market/Economic
Analysis that defines the economic base for market-supportable revitalization
efforts; 2) Community Outreach and Stakeholder Involvement culminating in a
Community Design Charrette that provides a strong, clear vision of the area and
responds to current and future market opportunities; and 3) a Concept Plan and
Policy Framework that identify specific implementation actions and tools that help
achieve the vision over a 20-year horizon.;
and
WHEREAS, Gensler agrees pursuant to Scope of Work as contained in
Exhibit "A" attached hereto, to develop an East Gateway District Vision Plan;
NOW THEREFORE, in consideration of the promises stated herein, the
CRA and Gensler mutually agree as follows:
1. SCOPE OF WORK.
Gensler agrees to provide professional services under the terms and
conditions described in attached Exhibit "A."
2. TIME OF PERFORMANCE.
This Contract shall commence on May 31, 2011 and terminate on
March 31, 2012.
3. COMPENSATION.
The CRA will pay a not to exceed amount of $68,000, according to the fee
schedule in Exhibit "B" for percentage of tasks completed (labor will not exceed
$60,000 and direct out-of-pocket reimbursable expenses will not exceed $8,000).
4. CHANGE IN SCOPE OF WORK
The CRA may, from time to time, require changes in the scope of the
project of Gensler to be performed hereunder. Any changes to be negotiated
and confirmed in a written amendment must be completed before performing any
changed work. Such changes, including any increase or decrease in the amount
of Gensler's compensation and changes in the terms of this Contract which are
mutually agreed upon by and between CRA and Gensler shall be effective when
incorporated in written amendment to this Contract.
5. METHOD OF PAYMENT.
Gensler's invoices shall be submitted to the CRA for approval for
payment on a monthly basis. The CRA agrees to pay after approval under the
terms of the Florida Prompt Payment Act F.S. 218.70. The CRA's performance
and obligation to pay under this Contract is contingent upon an annual
appropriation of the CRA budget.
Page 2 of 6
6. NOTICES AND CHANGES OF ADDRESS.
Any notice required or permitted to be given by the provisions of this
Contract shall be conclusively deemed to have been received by a party hereto
on the date it is hand delivered to such party at the address indicated below (or
at such other address as such party shall specify to the other party in writing), or
if sent by registered or certified mail (postage prepaid) on the fifth (5th) business
day after the day on which such notice is mailed and properly addressed.
Gensler
Keith Greminger
100 North Tampa Street
Suite 2300
Tampa, FL 33602
Telephone: 813-204-9000
Facsimile: 813-223-6984
City of Clearwater CRA
Rod Irwin
CRA Executive Director
P.O. Box 4748
Clearwater, Florida 33758
Telephone: 727-562-4058
Facsimile: 727-562-4052
7. TERMINATION OF CONTRACT.
The CRA at its sole discretion may terminate this Contract by giving
Gensler a ten (10) day written notice of its election to do so and by specifying
the effective date of such termination. Gensler shall be paid for its services
through the effective date of such termination. Further, if Gensler shall fail to
fulfill any of its obligations hereunder, this Contract shall be in default, the CRA
may terminate the Contract, and Gensler shall be paid only for work completed.
8. INDEMNIFICATION AND INSURANCE.
Gensler agrees to protect, defend, indemnify and hold CRA and its
officers, employees and agents free and harmless from and against any and all
claims, including losses, penalties, damages, settlements, casts, charges,
professional fees or other expenses or liabilities of every kind and character to
Page 3 of 6
the extent arising out of or due to any negligent act or omission of Gensler or its
employees in connection with or arising directly or indirectly out of the Agreement
and/or the performance hereof. This provision shall survive the termination of
this Agreement.
Gensler agrees to provide and maintain during the life of the contract with
the CRA the following liability coverage:
-Commercial General Liability Insurance on an "occurrence" basis in an
amount not less than $1,000,000 combined single-limit Bodily Injury Liability and
Property Damage Liability;
-Business Automobile Liability insurance in the amount of at least
$1,000,000, providing Bodily Injury Liability and Property Damage Liability;
-Workers' Compensation Insurance applicable to its employees for
statutory coverage limits, and Employers' Liability with a $500,000 limit, which
meets all applicable state and federal laws; and
-Professional Liability/Malpractice/Errors or Omissions insurance, as
appropriate for the type of business engaged in by the Vendor, shall be
purchased and maintained by the Vendor with minimum limits of $1,000,000 per
claim.
The CRA is to be specifically included as an additional insured on the
Commercial General Liability and Business Automobile Liability policies
referenced above.
9. PROPRIETARY MATERIALS.
Upon termination of this Contract, Gensler shall transfer, assign and
Page 4 of 6
make available to the CRA or its representatives all property and materials in
Gensler's possession belonging to or paid for by the CRA.
10. INTERESTS OF PARTIES.
Gensler covenants that its officers, employees and shareholders have no
interest and shall not acquire any interest, direct or indirect, which would conflict
in any manner or degree with the performance and/or provision of services
required under the terms and conditions of this Contract.
11. CONFORMANCE WITH LAWS.
Gensler agrees to comply with all applicable federal, state and local laws
during the life of this Contract.
12. ATTORNEY FEES.
In the event that either party seeks to enforce this Contract through
attorneys at law, then the parties agree that each party shall bear its own
attorney fees and costs.
12. GOVERNING LAW AND VENUE.
The laws of the State of Florida shall govern this Contract, and any action
brought by either party shall lie in Pinellas County, Florida.
IN WITNESS WHEREOF, the parties hereto have executed this Contract as of
the date set forth above.
COMMUNITY REDEVELOPMENT AGENCY
OF THE CITY OF CLEARWATER, FLORIDA
By: _, /,
Frank V. Hibbard, Chairman, CRA
Page 5 of 6
Rod Irwin, Executive Director, CRA
Approved as to form:
?jk,
Pam Akin
City Attorney
Attest:
it Name:
Jennifer Derck
E:CdMMi"WEVkft:M Y Public, State Of Fbri&
OMM No. EE 81813
Attest:
Rosemarie Call
City Clerk
Gensler
By:
Print Name: dz 1 ?•.-.
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C FLI
Title: 1 I??Gi pdL./M l?N lMI?- ?1 ?
I or
Page 6 of 6
EAST GATEWAY DISTRICT VISION PLAN
Gensler/Social Compact
SCOPE OF SERVICES Exhibit A
PROJECT INITIATION
PHASE 1: PROJECT INITIATION/KICK-OFF MEETING
At the onset of the project, Gensler/Social Compact planning staff will schedule a kick-off meeting with City and
CRA officials, or whoever is deemed appropriate, to establish a dialogue, communication network/directory and
facilitate a process for smooth, reliable and consistent interaction. This will open the conduit for all organizations
(the Team and the City of Clearwater) for what will be continuous interaction and conveyance of documentation and
information. We will coordinate with the City as to the Vision Session meeting schedule to have bi-lingual (Hispanic)
presenters available. The establishment of a point person and Steering Committee from the client/community may
prove beneficial at this time. We would welcome further discussion as to the pros/cons of forming such a committee
and the appropriate members.
The Team will immediately initiate a data gathering process with City assistance and other network tools to build a
base of knowledge that is broad in scope. We will look to the stakeholders and City staff to help us to better
understand the historical, cultural, environmental and social aspects of the community, as well as the day to day
views of living, working, commuting and interacting within the City at large.
Anticipated Project Kick¦Off Early June 2011
Initiation Phase Duration 4 Weeks
PHASE 2: NEIGHBORHOOD MARKET/ECONOMIC ANALYSIS
THE NEIGHBORHOOD MARKET
Progressive Analytics for Development (PAD) TY
The proposed market analysis aims to reveal market strengths and opportunities commonly overlooked by
traditional market analysis methods. Through the DrillDown PAD"", Social Compact aims to ensure that city and
county officials and local development practitioners have access to quality, timely market information. Furthermore,
the data garnered from the analysis can serve as a resource not only to the city but as well to nonprofit and
community organizations, local businesses, and government and private sector decision makers, to inform current
and future community and economic development initiatives including neighborhood revitalization plans, retail
attraction, small business development, and expanding residents' access to key services.
TASK 1: KICKOFF
The project will begin by working with the City to identify the study area, boundaries, and reference areas. A Social
Compact representative will attend the start up/kick off meeting to review methodology, client requirements and
timeline of data collection. Once we acquire the shape files from the city (or other available mapping files, i.e.
neighborhoods/streets/borders/etc. to coordinate with standard Block Group Boundaries), we can gather the data
required for analysis. After a thorough review, we are confident that we will be able to rely heavily on
relevant previous reports. Further, a city's data is the best source about itself. To that end we would like to receive
building permit and demolition issues and any other real estate market data (tax assessments/certificate of
occupancy) from which we can construct primary information about the East Gateway District.
Anticipated Project KiclaOff Early June 2011
Initiation Phase Duration (note: phase overlap/concurrency) 4 Weeks
TASK 2: ANALYSIS
UNIQUE MEASURES OF MARKET STRENGTH PAD'"' combines demographic and economic profiles with real
estate market analytics to provide a robust analysis of both the demographic, economic and land characteristics of a
location. PAD'' utilizes PopStats, a product of Synergos Technologies, as the basis for establishing the
demographic & economic profiles. PopStats data uses an estimation approach that corrects for errors in traditional
methodologies and places detailed attention to elevating the accuracy of the estimates themselves. The bottom-up
approach is based on the existing relationship between Census household counts and postal delivery counts at the
ZIP+4 level to generate the most unbiased estimates possible. A series of checks-and-balances are used to validate
estimate results and ensure accuracy.
REAL ESTATE MARKET DATA Traditional market data sources are supported by local data in the real estate market
analysis to understand development activity, trends and opportunities.
Analysis Task Kick¦Off Early June 2011
Analysis Task Duration (note: phase overlap/concurrency) 10 Weeks
TASK 3: SYNTHESIS and REPORTING
REPORTING INFORMATION THAT CAN BE USED TO PROMOTE AND TRACK DEVELOPMENT. Once
completed, PAD ` offers a unique and incredibly powerful tool for economic and community development. The
information provided in the profile fills in the economic and demographic blanks that investors struggle to
understand and often dispels negative stereotypes perpetuated by misinformation. DrillDownTM profiles have
provided municipalities, retailers, developers, community leaders, and others a potent and marketable argument for
investment in more than 350 neighborhoods across the country.
These indicators will be uploaded and integrated into an online, user-friendly data platform that can be embedded
and updated to a site of your choice such as www.myclearwater.com/eastgateway. In addition, the data platform
can be used by stakeholders to track change and can serve as a resource to inform ongoing and future economic
development interventions in communities of focus and the greater County. Once finished, PAD'' becomes
accessible through Social Compact's CityDNAT'-an interactive online mapping and data platform designed to host
data and serve as a powerful open access tool that will allow different stakeholders to access and visualize all the
available data. City DNA'", thus delivers critical content (data, mapping tools and reports) to users working from a
common information platform toward a common goal in underserved urban neighborhoods. CityDNATM is designed
for both experts and novice users.
The proposed project plan will result in the following:
Interimikeport (Week 10 +M Aug.8): A comprehensive database of economic indicators that can be
used to identify opportunities for investment in focus areas;
o Demographic & economic characteristics, such as race, age, gender, employment, and education
trends and 10 & 20 year projections.
o Household characteristics, including income, homeownership, and home values
o Resident and employee retail spending
summa Report week 15 +/- Se t.19 • Real estate market conditions using existing sources to
evaluate characteristics and trends among specific uses (e.g., inventory, leasing/absorption activity,
rents, sales, new construction, proposed development, etc.) This will include an analysis of
trends and activities that may affect development, i.e. transit
• Information Platform (week 25 +/• Nov. 14): Data that can be embedded and updated and used to track
change in the aforementioned areas with the data gathered. Potential market/economic development
opportunities as on-line available data.
Long Term Outcomes
Use of indictors to inform decision-making with respect to ongoing community and economic development
interventions;
Use of the resulting data in the development of marketing and informational materials used by the city,
community groups and other stakeholders to attract retail and investment or to advance other
development initiatives such as market defined retail categories and expansion of need driven goods and
services
Synthesis and Reporting Kick-Off August 2011
Synthesis and Reporting Duration (note: phase overlap/concurrency) 16 Weeks
PHASE 3A: COMMUNITY/STAKEHOLDER INVOLVEMENT
As we proceed with the data gathering and market/economic analysis, we will take a snap shot of the gathered data,
and synthesize into an interim report to present to the stakeholders the information being gathered, and any
trends/observations/assumptions we can make at this time. This will be used to stimulate conversations with the
community.
The community or "visioning" sessions are separated into varying levels: neighborhood or association groups (East
Gateway Business & Neighborhood Association - BNA); community assemblies (church congregations/schools); and
organizations (East Gateway Stakeholders Advisory Group - SAG). These sessions will be coordinated in conjunction
with and the East Gateway Task Force, the CRA and the City. We will look to the City and Steering Committee as to
their understanding of the participant groupings, timing and locations.
Announcements and distribution of information regarding designated Vision Session meetings will be coordinated
with the City & Steering Committee, as well as other recognized leadership groups, (BNA/SAG) churches and
schools to garner the largest pool of opportunity for attendance. It is our understanding that distribution will be of
an electronic format, or printed material within existing newsletters, bulletins, etc.. Placement in such printed
formats will not result in purchased space or advertisement. We may recommend back to back sessions to swell
community energy, sustain directives and minimize executive efforts, consolidate expenses and travel.
The goal is to address opportunities and strengths of the district and the particular group's objectives through a
series of tools or exercises. These exercises will flush out any weaknesses, concerns, misunderstandings, or
oversights, so the directives will initiate or enable improvements through the concept plan, policy framework and
recommendations. The presentations/sessions could be tailored to differing constituency groups, i.e. commercial/
business or residential for specific concerns or needs. This can be orchestrated at the City Start up/ Kick-off meeting
and finalized prior to each session.
We will present to the stakeholders our findings/understanding and assumptions to date to initiate the dialogue
with the participants. Depending on the attendance with will break into smaller groups to create more intimate and
less intimidating settings for greater interaction. We will then assemble as a group to record and discuss
ideas/observations uncovered in the smaller sessions.
The community visioning sessions will be conducted as a high energy and a graphic communication process with
constant documentation and visual interest summarized in a "Visioning Banner". Gensler's facilitators are trained to
stimulate, engage, listen and record to gain trust through empathy and enthusiasm with our community partners,
and we will coordinate presenters to accommodate Hispanic speaking audiences.
Anticipated Stakeholder Meetings Weeks of Aug. 15 &/or Aug. 22, 2011
Stakeholder Phase Duration (note: phase overlap/concurrency) 7/8 Weeks
PHASE 313: COMMUNITY DESIGN CHARRETTE
This outlines the tasks, procedures and process Gensler has developed to strategically assist communities reposition
their physical, financial, development and branding opportunities
Task 1- Agenda:
Senior Gensler planning professionals will convene with City/CRA staff to assemble a strategic charrette agenda to
forecast the required efforts to focus the design team and stakeholders for a deliberate and efficient development
process.
Task 2 - Research:
The Gensler team will summarize the research of the physical, regulatory, financial', market, cultural and social
attributes of the community, as well as the finding from the stakeholder work sessions into a briefing package to
quickly understand the current and historical climates. The community visioning process will be summarized to set
the goals, aspirations and directives of the charrette within a briefing package.
Task 3 - Preparation:
Distribution of the research assignment findings for general team briefing, and coordinating logistics of. meeting
space, materials, technology, support systems, transportation, lodging and food & beverage for multi-day focused
interaction. The team will provide templates (both electronic and reproducible formats) to the City for meeting
announcements: subject matter, dates and locations.
Task 4 - Charrette:
Day One AM: (Development Team)
The Planning Team (consultants/City/CRA staff) will tour the site together to queue opportunities/issues through
visual inducement, photograph and record/document the team discussion as a premise for planning exercise.
The Gensler team assembles in a charrette (team room) space to prepare/pin-up development maps, project related
documents, set up appropriate technology and charrette tools (flip charts, pens/sketch paper and other resources) to
begin the process. It will not be part of the consultant team to secure and/or assume expenses for charrette (team
room) space.
Planning staff will brief the project team with project orientation scenarios of the problem/opportunity leading up to
the charrette. This will define relationships and players central to the project, public involvement outcomes, brief
market/economic overview and discuss directives and planning deliverable concepts.
Day One PM: (Development Team)
With the research, preparation and morning reporting as a knowledge base, we will address the City and CRA staff
colleagues over a thought leadership lunch for review and detail added value.
The issues will be quickly outlined as an existing conditions scenario to the group, and colleagues will discuss past
experiences from comparable communities projects, to create a "lessons learned" document that may have related
input to the overarching demands of the East Gateway Community. This forms a broad perspective of community
challenges and successes from which to formulate our approach.
The team will develop an immediate action items/"to do" list, to establish goals and guiding principles to attack the
design problem.
Day Two AM: (Development Team)
Continued analysis will take place equipped with known perspectives from the activities to date. This analysis will
involve activities as: comparable cities matrix; texture mapping of the community to locate cultural and significant
places or nodes; opportunistic regulatory refinement of land use or zoning to proliferate development opportunities;
available funding tools; grant opportunities and draft deliverables and schedule.
Day Two PM: (Public Involvement - afternoon or evening)
This analysis will generate a list of "Development Drivers" examples to initiate the exercise. The team will introduce
the "Development Drivers" to the community, seek discussion, additions and/or deletions and will be dissected into
common elements or themes through a process of "Mind Mapping"to understand the core attributes of the drivers.
This process will enable the team with stakeholder participation to structure a response fully supporting the
elements for success through a Development Evaluation Checklist.
The facilitation leader, armed with the mindset of the development evaluation checklist, will engage the stakeholders
to identify potential sites for consideration across the variety of development types: office, residential, retail,
cultural, civic and mixed uses. This will fuel the development team with community insight and opportunities.
Day Three AM: (Development Team)
Plan Development Options:
With a strong basis of community context, market and real estate data, stakeholder involvement/preferences and
identification of sites and/or opportunities, the team will further evaluate potential sites against the development
evaluation checklist to decide which of those may be considered as "Catalytic Projects". Catalytic
projects/sites/opportunities are those that create value beyond their immediate borders. Multiple "Catalytic
Projects" at different scales and locations, Le_ streets/neighborhoods/centers/edges and generate various plan
options (synthesized to three) will create the basis for overall community repositioning. Development of scale, form
and character attributes through graphic representation, i.e. sketches/comparable projects/photos/images will be
utilized to gain understanding and consensus of selective proposed redevelopment.
Day Three PM: (Public Involvement - afternoon or evening)
The Team will present to the community a briefing report draft that collates the proceedings to date: market and real
estate data; public/community involvement directives; charrette products (Development Drivers/Mind
Mapping/Evaluation Checklists/Catalytic Projects and site options). Our facilitators will employ tools and techniques
to engage the participants to focus on their preferred alternatives. Once the projects programmatic objectives and
locations are agreed upon, Gensler will develop plans and imagery to depict the various project scenarios leading to
a final concept plan. We will also introduce the concepts of Brand Strategy to be further developed as a graphic
communication system based upon the finding from the vision and charrette process.
The results of the Charrette will set the direction for the remaining work products, development phasing, follow-up
events and development schedule definition for near term, short term and long range projects.
Anticipated Charrette Meetings Week of Sept 19, 2011
Charrette Phase Duration (note: phase overlap/concurrency) 7/8 Weeks
PHASE 4: CONCEPT PLAN, POLICY FRAMEWORK AND STRATEGY
This phase will initiate at the onset of the Market/Economic Reporting to begin to understand any jurisdictional and
policy impacts that may require broader City/regulatory involvement. The concept development phase of the
process will be the cognitive blending of work developed through the visioning process into a strategy that includes:
market, real estate and economic positioning;
community involvement directives;
regulatory overview, policy framework;
graphic depiction of physical enhancement opportunities.
Strategic decision-making will create the policy framework to achieve the vision over a time frame that will enable
immediate opportunities (6-24 months); short term (3-5 years) and long range (+10 years) "actionable" initiatives,
including but not limited to:
current 'in the works" improvements:
coordination, maximizing impacts, enabling future opportunities
land use.
use categories, mixes, adjacencies, edge conditions
zoning options:
traditional vs. form-based, bonus criteria, etc.
parking scenarios:
scale, counts and shared opportunities,
code enforcement:
right rules, right place, right time
development scenarios:
neighborhoods, corridors, strategic sites
connectivity:
sidewalks, bike paths, open space, parks and trails
funding strategies:
tax revenue generation, tax credits, grant opportunities, etc., sighted through the economic analysis.
Timing will shape the community transformation process, so queuing of the developments and their particular issues
of land ownership/assemblage, programmatic requirements, infrastructure needs, with the market and funding
streams will form the delivery schedule and roll out of the vision.
We will develop with the City a strategy schedule to create a series of successive and concurrent developments
building a pipeline of opportunities. The schedule will reflect current market and economic data with real workable
strategies derived from metrics that couple opportunity with real estate and funding.
Anticipated Plan/Framework Meetings Mid. Oct. 2011
Plan/Framework Phase Duration (note: phase overlap/concurrent) 10/11 Weeks
PHASE 5: RECOMMENDATIONS AND FINAL PRESENTATIONS
This product will serve as the East Gateway District Vision Plan. The Vision will be built in conjunction with the
strengths of previous planning initiatives, particularly, the City of Clearwater Economic Development and Housing
Development's Strategic Plan as a collaborative document.
The team will present a draft document for City review and comment prior to finalization. We anticipate the City will
have approximately two weeks for completion of their review with comments for implementation. The team will
incorporate all comments and seek final approval to produce the final vision document for presentation to the
community and stakeholder groups. Our package will include five printed copies, one unbound original and an
electronic format for printing and duplication.
We would anticipate at all parties: City, staff, steering committee, stakeholders (SAG and BNA) could be available for
a singular Final Presentation to be scheduled to accommodate all parties. Subsequent presentations may limit all
team members' full participation- Our goal is to be as accommodating as possible.
Anticipated Fina1.Presentation Meetings CRA Board Meeting Nov. 2011
Final Presentation Phase Duration 3 Weeks
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