Downtown Development Authority Tuesday, May 19, 2026, 8:30 AM 107 S. Olive Avenue, Suite 200 West Palm Beach, FL 33401 https://downtownwpb.com/dda/board-meetings/
ATTENDANCE
DDA Board members in attendance Chair Tim Harris, Peter Cruise, Daryl Houston, Bernardo Neto, and Samantha Bratter, Robert Sanders (virtual) DDA Staff in attendance Teneka James-Feaman, Samantha Moore, Marley Angervil, Catherine Ast, Sabrina Lolo, Sherryl Muriente, and Janice Rustin LLW. Guests: Janet Gerds, Leslie Delmonte. Garce Perdomo. Virtual attendees Jenny Starkey, Nncy Miyahira, Aaron Lyle Jerome Barth.
CALL TO ORDER
Harris called the meeting to order at 8:30am
PUBLIC COMMENTS
No public comments
CONSENT CALENDAR
Minutes of Regular Board Meeting April 21, 2026
Financial Statements of April 30, 2026
Cruise made a motion to approve the Consent Calendar. Houston seconded the motion. Motion passed unanimously.
Neto made a motion to approve Budget Amendment Resolution No. 01-2026. Cruise seconded the motion. Motion passed unanimously.
PRESENTATIONS
RFP 2026-001 Strategic Plan Proposals
James-Feaman stated that on March 5, 2026, the DDA released a Request for Proposals (RFP) for a Strategic Plan. The RFP was released via Demandstar, the DDA website and advertised in the Palm Beach Post. The RFP closed on Thursday April 2, 2026, at 3pm. The Selection Committee meeting was held on Friday, April 24th, 2026, at 8:30am.
The purpose of this RFP is to develop a comprehensive five-year strategic plan to guide policy, programming, investment, and performance management. This plan comes at a pivotal time as Downtown West Palm Beach experiences rapid growth and increasing public demand for vibrant spaces. The Strategic Plan will serve as a roadmap that defines strategic priorities, measurable goals, and actionable strategies – aligning with stakeholder needs, market realities, and community aspirations. The DDA received five (5) qualified proposals from the following agencies: LM Genuine Solutions, MIG Inc., Starkey Strategies, Stratus Team LLC, and Zeus Consulting Services Corporation.
107 S. Olive Avenue, Suite 200, West Palm Beach, FL 33401
Selection Committee members for this RFP process included: Rick Reikenis, DDA Board member, Tom Valeo, City of WPB Chief of Staff, Michael Zeff, President and CEO Chamber of Commerce, Dianne Quinn, CEO Kravis Center, and Uyen Dang, Principle with DDEC
The Selection Committee ranked each proposer based on the following evaluation criteria:
Members of the selection committee ranked the following proposers as the top three (3).
1. Starkey Strategies
2. MIG Inc.
3. Stratus Team LLC
The top three proposers presented to the board for a final decision. Each presenter received 12 minutes for presentation and 3 minutes of Q&A Board members asked questions regarding implementation, funding opportunities, public engagement, activation strategies, and how the proposed plan would help support the DDA’s long-term goals and downtown growth.
Staff requested that after presentations the DDA Board award the top-ranking proposer and direct the Executive Director to begin contract negotiations. The final agreement will then be presented to the DDA Board for review and approval at the June 2026 board meeting.
After the presentations concluded the DDA Board ranked each proposal based on the evaluation criteria set forth in the RFP. Final scores were announced as follows: Starkey Strategies 71, MIG 71, and Stratus Team LLC 87.25. Based on the final rankings, Stratus Team LLC was identified as the highest ranked company for strategic planning services.
The Board Summary Ranking Results:
Neto made a motion to award the proposer with the highest score. Cruise seconded the motion. Motion passed unanimously. Staff will move forward will contract negotiations and bring the agreement back to the board for approval.
OLD BUSINESS
Virtual Attendance Policy
James-Feaman discussed the Virtual Attendance Policy for Board meetings. James-Feaman informed the board that through her research she has found that all virtual attendance policies are different. After speaking with multiple downtown districts and local government agencies – some do not have virtual attendance policies yet and those that do vary quite a bit The Board directed James-Feaman to research more comparable policies and bring recommendations back for further discussion at a future board meeting. No formal action was taken.
District use of AI
Rustin informed the board that she attended a legal conference where they had a section on using AI in the legal field and with your clients She recommended reaching out to experts in the field and possibly hiring a consultant to help understand the needs of the organization in order to build a policy.
Board members discussed the importance of using AI responsibly while maintaining human oversight and accuracy. Additional conversation focused on transparency, data privacy, and ensuring that AI-generated information is reviewed by staff before public use. The Board also discussed how AI may continue to support future operational improvements and organizational efficiencies within the DDA. The board directed staff to explore the development of an AI policy and obtain proposal for consultant services.
DISCUSSION
Cruise questioned the transition from Circuit to the City’s new mobility provider and concerns regarding continuity of service within the downtown district. James-Feaman explained that the DDA’s current agreement with Circuit remains active through the end of September while the City finalizes contract negotiations with the new provider.
Neto also focused on the Downtown Mobility Plan and the DDA’s future financial participation in transportation services. James-Feaman stated that the DDA has not yet received a finalized downtown mobility plan from the City and explained that additional discussions are needed to determine how the proposed system would serve the
downtown district and align with the DDA’s funding requirements and boundaries. Board members also discussed the importance of public feedback and ensuring the mobility system continues to support residents, employees, and visitors downtown.
ANNOUCEMENTS
James-Feaman Announced the Proposed FY 2026-2027 Public Budget Hearing Dates
First Public Budget Hearing - September 10th, 2026, at 5:05pm
Final Public Budget Hearing - September 22nd, 2026, at 5:05pm
ADJOURNMENT
There being no further business to discuss; Harris adjourned the meeting at 10:11am.
Board Financials
West Palm Beach Downtown Development Authority
For the Period Ending May 31, 2026
Prepared on June 4, 2026
No CPA provides any assurance on these financial statements.
At the May Board Meeting, the Board of Directors heard presentations from the top three (3) ranked proposers for Strategic Planning Services. Following the presentations and Board discussion, the Board voted to award the contract to Stratus Team, LLC, to develop the Downtown Development Authority's Strategic Plan.
Attached for your review is the proposed agreement between the DDA and Stratus Team, LLC. The agreement outlines the scope of services, project deliverables, project timeline, and compensation associated with the development of the DDA's Strategic Plan.
The strategic planning process will provide a roadmap for the organization over the next several years and will include stakeholder engagement, Board participation, data analysis, and the development of actionable goals and implementation strategies aligned with the DDA's mission, vision, and priorities.
Staff Recommendation:
Staff recommends approval of the agreement with Stratus Team, LLC for Strategic Planning Services.
STRATEGIC PLANNING SERVICES AGREEMENT
THIS AGREEMENT is hereby made and entered into this day of , 2026 (“Agreement”), by and between the West Palm Beach Downtown Development Authority, an Independent Special District (“DDA”), whose address is 107 S Olive Avenue, Suite 200, West Palm Beach, Florida 33401, and Stratus Team, LLC a Florida Limited Liability Corporation (“Contractor”), whose address is 500 Australian Avenue, Suite 634,WestPalmBeachFL(together, the “Parties”).
WHEREAS, the DDA has requested proposals for a consultant to provide strategic planning services to the DDA as set forth in RFP 2026-001 Strategic Plan for the West Palm Beach Downtown Development Authority ; and
WHEREAS, the DDA has selected Stratus Team LLC as the provider who could best serve the interests of the DDA in performing strategic planning services.
NOW, THEREFORE, in consideration of the mutual covenants contained herein, and other good and valuable consideration, the receipt of which is hereby acknowledged by both Parties, the Parties agree as follows.
1. RECITALS: The above recitals are true and correct.
2. SCOPE OF WORK: Contractor shall provide to the DDA the services and deliverables as set forth in Exhibit A, “Scope of Work”. In addition, Contractor shall provide one year of ongoing consulting services following submission and acceptance of the final Strategic Plan.
3. COMPENSATION: The DDA shall pay Contractor a lump sum feeof not to exceed $100,000 to complete the Scope of Work, including ongoing consulting for one year.
4. COMMENCEMENT; TERM; TERMINATION OF AGREEMENT: This Agreement shall commence upon execution by the DDA (“Effective Date”) and shall remain in effect until all services described herein have been fully performed to the reasonable satisfaction of the DDA, unless earlier terminated in accordance with the terms of this Agreement.
5. This Agreement may also be terminated by the DDA upon sixty (60) days written notice to the Contractor via hand delivery, certified mail, or national courier service (i.e. Federal Express) delivered to the following address: 100 Biscayne Blvd, 27th Floor, Miami, FL 33132.
6. INDEPENDENT CONTRACTOR; INSURANCE AND INDEMNITY: The Parties understand and acknowledge that Contractor is an independent contractor and not an agent of the DDA and as such is obligated to procure and maintain insurance necessary to cover all services rendered.
Contractor upon execution of this Agreement, hereby agrees to the Insurance and Indemnification requirements as set forth in Exhibit “B”.
7. RFP AND RESPONSE INCORPORATION: The terms and conditions of the DDA’s request for proposal (DDA RFP No. RFP 2026–001) and Contractor’s fully executed response to the RFP are attached hereto as composite Exhibit “C” and are hereby incorporated into this Agreement.
8. GOVERNING LAW: This Agreement shall be governed and construed in accordance with the laws of the State of Florida, and venue shall be in Palm Beach County should any dispute arise with regard to this Agreement and the services performed here under.
8. ATTORNEYS’ FEES: Should a dispute arise, the prevailing party, both at the trial and appellate levels, shall be entitled to all costs and attorney’s fees.
9. NON-ASSIGNMENT: This Agreement may not be assigned without prior written consent of the Parties.
10. PUBLIC RECORDS. In accordance with Sec. 119.0701, Florida Statutes, Contractor must keep and maintain this Agreement and any other records associated therewith and that are associated with the performance of the work described in the Scope of Work. Upon request, Contractor must provide the public with access to such records in accordance with access and cost requirements of Chapter 119, Florida Statutes. Further, Contractor shall ensure that any exempt or confidential records associated with this Agreement or associated with the performance of the work described in the Scope of Work are not disclosed except as authorized by law. Finally, Contractor shall retain the records described in this paragraph throughout the performance of the work described in the Scope of Work, and at the conclusion of said work, transfer to the DDA, at no cost to DDA, all such records in the possession of Contractor and destroy any duplicates thereof. Records that are stored electronically must be transferred to DDA in a format that is compatible with DDA’s information technology systems.
IF THE CONTRACTOR HAS QUESTIONS REGARDING THE APPLICATION OF CHAPTER 119, FLORIDA STATUTES, TO THE CONTRACTOR'S DUTY TO PROVIDE PUBLIC RECORDS RELATING TO THIS CONTRACT, CONTACT THE CUSTODIAN OF PUBLIC RECORDS BY MAIL AT 107 SOUTH OLIVE AVENUE, SUITE 200, WEST PALM BEACH 33401, BY TELEPHONE at (561) 833-8873 OR BY E_MAIL AT info@downtownwpb.com.
12. NO WAIVER OF BREACH: The failure of DDA to insist in any one or more instances upon strict performance of any one or more of the covenants, terms and conditions of this Agreement shall
not be construed as a waiver of such covenants, terms and conditions, but the same shall continue in full force and effect, and no waiver of the DOA of any one of the provisions hereof shall in any event be deemed to have been made unless the waiver is set forth in writing, signed by DOA.
13. PARTIAL INVALIDITY - SEVERABILITY: If any term, covenant, condition, or provision of this Agreement shall be ruled by a court of competent jurisdiction to be invalid, void, or unenforceable, the remainder shall remain in full force and effect and shall in no way be affected, impaired, or invalidated.
14. ENTIRE AGREEMENT; FUNDING CONTINGENCY: This Agreement, along with all other documents referred to in paragraph 6, above, constitute the entire understanding of the Parties with respect to the provision of services as set forth herein to be performed by Contractor. No modification shall be made to this Agreement unless such modification is in writing, agreed to by both Parties and attached hereto as an addendum to this Agreement. This Agreement and all obligations of the DOA are subject to and contingent upon annual budgetary funding and appropriations by the DOA.
IN WITNESS WHEREOF, the Parties have caused this Agreement to be executed on the day and year first written above.
WITNESS:
(Corporate Seal)
CONTRACTOR: Stratus Team LLC.
By: Grace Perdomo Senior Vice President of Civic
WEST
PALM BEACH DOWNTOWN
DEVELOPMENT AUTHORITY
Attest:
Teneka James-Feaman, Executive Director
By: Tim Harris, Chairman
EXHIBIT A – SCOPE OF WORK
The following services as identified in RFP 2026 – 001 Section 9 Scope of Work shall be provided by the contractor.
Objectives of the Strategic Planning Process:
• Reaffirm the DDA’s mission and vision to reflect evolving district needs and aspirations.
• Aligning strategic priorities with the DDA’s core operational pillars, including District Services & Operations, Public Realm Programs, Business Development, and Marketing & Communications, to ensure the plan is actionable and implementation-focused.
• Define strategic priorities and measurable goals to guide policy, programming, and investment over the next five years.
• Engage key stakeholders in an inclusive, bilingual, and accessible process to capture a shared community vision.
• Align organizational structure and resources to support effective implementation.
• Establish performance indicators, baselines, and reporting systems to strengthen accountability and transparency.
• Enhance the DDA’s communication and advocacy capacity to position it as a trusted voice and convener for Downtown.
• The final Strategic Plan Consultant shall be completed no later than nine (9) months from the date of contract execution, unless extended in writing by the DDA.
• Ongoing Consulting for 1 year after the project submission is completed.
A. Discovery and Assessment
Within fourteen (14) calendar days of contract execution, the Consultant shall attend a kickoff meeting with DDA staff and designated stakeholders. At the kickoff meeting, the Consultant shall:
• Present a detailed project work plan;
• Provide a proposed project schedule identifying key milestones, deliverables, stakeholder engagement activities, draft submission dates, and final report delivery; and
• Identify required DDA inputs and decision points.
The project schedule shall be finalized and mutually agreed to in writing following the kickoff meeting. The agreed-upon schedule shall govern performance of the work.
District Tour and Document Review
Review existing planning documents and resources, including:
• DDA plans, budgets, and annual reports
• City and CRA alignment: Downtown Master Plan, mobility and parking plans, CRA initiatives, capital projects, permitting, and code considerations
• Market studies, economic data, benchmarking, and performance metrics
Comprehensive Downtown Assessment
Evaluate:
• Economic and market trends across sectors (retail, office, residential, hospitality)
o Includes:
• DDA District
• Mainstreet – Clematis District
• Clean & Safe operations and Ambassador Program performance
• Transportation, parking, and mobility networks
• Community perception, branding, marketing effectiveness, storytelling, digital presence, and visitor experience across Downtown West Palm Beach.
• Public realm and urban design conditions
• Organizational structure, staffing, and funding sources
SWOT Analysis: Identify key strengths, weaknesses, opportunities, and threats.
B. Organizational Alignment and Governance Review
• Governance Framework
o Evaluate Board composition, structure, and engagement.
o Identify opportunities to enhance efficiency and stakeholder participation.
o Clarify Board and staff roles to reinforce accountability, transparency, and performance.
• Organizational Structure and Capacity
o Review staffing structure and capacity relative to strategic priorities.
o Identify resource and skill gaps to support future initiatives and partnerships.
• Accountability and Performance Management
o Develop performance measures and reporting systems.
o Define how leadership will monitor implementation and adapt as needed.
• Leadership Development and Succession Planning
o Recommend strategies for ongoing Board and staff education, engagement, and leadership continuity.
Deliverables:
• Updated governance framework aligned with strategic priorities
• Defined roles and responsibilities to support operational effectiveness
• Strengthened internal capacity to deliver measurable outcomes
• SWOT Assessment
C. Stakeholder and Community Engagement
Develop and implement an inclusive engagement strategy through:
• Interviews and focus groups with:
o DDA Board and staff
o City of West Palm Beach leadership, elected officials, and departments
o Downtown property owners, businesses, and developers
o Public safety and mobility partners
o Cultural, institutional, and nonprofit organizations
• Community Engagement
o District-wide bilingual survey (English and Spanish)
o Public workshops, virtual sessions, and intercept outreach in accessible formats
• Collaborative Sessions
o Downtown Neighborhood Association, Community Redevelopment Agency, Chamber of Commerce, Business Development Board, Colleges/Universities (Vanderbilt, PBAU etc.) and transportation providers
• Confirm or update the DDA’s vision statement to articulate a shared future for Downtown
• Refine the mission statement to reflect the DDA’s evolving role in place management, advocacy, and partnership
• Define organizational values representing stewardship, collaboration, innovation, and equity
Deliverable: Draft and final statements with a one-page narrative and messaging guide.
E. Strategic Priorities and Goals
Identify and develop major focus areas that drive downtown advancement.
Potential categories include:
1. Economic Vitality and Investment – Business retention, recruitment, entrepreneurship, and retail activation
2. Public Realm and Placemaking – Streetscape enhancement, public art, and design excellence
3. Clean, Safe, and Welcoming Downtown – Ambassador programs, maintenance, and safety partnerships
4. Mobility and Accessibility – Multimodal connectivity, walkability, cycling, and parking management
5. Community, Culture, and Experience – Cultural programming, events, and placemaking that reflect local identity
6. Organizational Excellence and Sustainability – Governance, financial stability, transparency, and partnerships
Each priority will include:
• 3–7 measurable goals with five-year targets and annual milestones
• KPIs and visual scorecards
Deliverables:
• Strategic Framework outlining goals, initiatives, KPIs, and visual metrics
• Implementation strategy identifying potential funding sources and regulatory needs
F. Implementation Framework
Develop an Implementation Matrix outlining:
• Short-, medium-, and long-term actions
• Lead and supporting partners
• Funding and resource needs
• Performance measures and milestones
• Provide tools for annual work plan alignment, budget integration, and progress reporting.
Deliverables:
• Final Strategic Plan
• Executive Summary
• Presentation Deck and web-ready assets
EXHIBIT B: INSURANCE AND
INDEMNIFICATION
I. Indemnification
The Contractor agrees to indemnify and hold the DDA harmless for any and all claims, liability, losses and causes of action which may arise out of its fulfillment of this Agreement. It agrees to pay all claims and losses, including related court costs and reasonable attorneys' fees, and shall defend all suits filed due to the negligent acts, error or omissions of Contractor’s employees and/or agents. In the event the completion of a project awarded pursuant to this Agreement (to include the work of others) is delayed or suspended as a result of the Contractor's failure to purchase or maintain the required insurance, the Contractor shall indemnify the DDA from any and all increased expenses resulting from such delay.
II. Insurance Requirements
The Contractor shall furnish evidence of the following insurance coverage by a licensed Florida Company.
1. Without limiting Contractor’s indemnification, it is agreed that the Contractor will purchase at their expense and maintain in force at all times during the performance of services under this agreement the following insurance. Where specific limits are shown, it is understood that they must be the minimum acceptable limits. If successful Contractor’s policy contains higher limits, the DDA will be entitled to coverage to the extent of such higher limits. Certificates of Insurance must be furnished to the DDA naming the DDA as additional insured. These certificates must provide a ten (10) calendar day notice to the DDA in the event of cancellation, non- renewal or a material change in the policy.
2. Statutory Workers Compensation insurance as required by the State of Florida.
3. Commercial General Liability insurance to provide coverage of not less than one million dollars ($1,000,000) combined single limit per occurrence and annual aggregates where generally applicable and must include premises-operations, independent contractors, products/completed operations, broad form property damage, blanket contractual and personal injury endorsements.
4. Business Vehicle/Umbrella Liability insurance with a minimum limit of $200,000 per occurrence, and $300,000 for all claims arising out of the same incident or occurrence, for property damage and personal injury. Notice, these limits may change according to Florida law and the protections afforded to the DDA pursuant to sovereign immunity for liability.
5. The official title of the owner is “West Palm Beach Downtown Development Authority.” This official title will be used in all insurance documentation.
EXHIBIT C
West Palm Beach DDA RFP No. RFP 2026–001 Stratus Team, LLC. fully executed response to the West Palm Beach DDA RFP
1 LETTER OF INTEREST / EXECUTIVE SUMMARY
April 2, 2026
Ms. Teneka James-Feaman, Executive Director
West Palm Beach Downtown Development Authority
107 S Olive Avenue, Suite 200 West Palm Beach, FL 33401
Re:
RFP 2026-001 Strategic Plan for West Palm Beach Downtown Development Authority (DDA)
Dear Ms. James-Feaman and Members of the Selection Committee:
West Palm Beach’s downtown is at an inflection point. With residential growth accelerating, development pressures mounting, and the community’s expectations for activation and vitality rising, the DDA stands ready to chart a bold course forward. This moment demands a strategic framework that positions the DDA to lead with clarity, respond to evolving conditions, and deliver measurable results. Selecting the right partner for this foundational work will determine how effectively the DDA can translate vision into action and align its programs, partnerships, and resources with the areas where it can have the greatest impact.
Through the legacy of Zyscovich, Stratus Team, LLC brings a unique perspective to this effort through our long-standing involvement in Downtown West Palm Beach, including preparation of the Downtown Master Plan, the downtown zoning and regulatory framework that implemented that vision, and our current work on updates to the Master Plan and zoning.
Together with Town Square Consulting, Stratus brings a team specifically structured to assist downtown management organizations in aligning organizational priorities, funding, partnerships, and implementation strategies.
We understand that this is the DDA’s first strategic plan, and we recognize the significance of establishing a framework that will guide organizational decision-making, resource allocation, and performance measurement for years to come.
Our approach is grounded in three core principles that directly address your stated priorities:
1. Actionable and Aspirational. Every recommendation will include clear ownership, sequencing, resource requirements, and success metrics so that the Strategic Plan functions as an ongoing management and decision-making tool for the Board and staff.
2. Data-Informed and Community-Validated. We will leverage your existing operational data, partner agency resources, and development pipeline information while conducting targeted stakeholder engagement. Our community and stakeholder engagement process ensures broad participation while maintaining project momentum within your 9-12 month timeline.
3. Built for Adaptive Implementation. We will deliver a strategic framework flexible enough to accommodate emerging opportunities while maintaining focus on core priorities. Our one-year advisory period will provide the ongoing strategic support necessary to navigate implementation challenges and refine approaches based on real-world results.
Stratus has led strategic planning processes for downtown development authorities, business improvement districts, and community redevelopment agencies across Florida and nationally, downtown management organizations, including governance, public space management and activation, partnership development, and implementation strategies, critical components for advancing the DDA’s organizational and economic vitality objectives.
Having reviewed the City’s Downtown Master Plan, CRA initiatives, and your current 5-year work plan, we understand how this Strategic Plan must integrate with and advance these parallel efforts while helping to define the DDA’s distinct role, priorities, and measurable outcomes within the broader downtown environment.
We appreciate the opportunity to present our qualifications and look forward to discussing how our approach can help the DDA establish a clear, implementable framework for long-term success.
Sincerely,
Grace Perdomo, Associate AIA, Senior Vice President Stratus Team, LLC
Understanding the Opportunity
The West Palm Beach DDA is embarking on its first comprehensive strategic plan at a pivotal moment in downtown’s evolution. This Strategic Plan is not simply a vision document; it is an organizational roadmap that will guide decisionmaking, resource allocation, partnerships, and measurable outcomes for the DDA over the next five years.
The DDA has articulated its expectations: a plan that addresses Clean & Safe operations, expanded activations including both frequent smaller engagements and occasional large-scale events, economic vitality, mobility, public safety, and downtown growth. Success will be measured by demonstrated progress on priority initiatives, establishment of implementation tools and frameworks, and the ability to track performance through defined metrics one year after adoption. A key component of this Strategic Plan will be helping define and reinforce the DDA’s role within the broader downtown ecosystem. Downtown West Palm Beach benefits from the involvement of multiple entities, including the City, the CRA, private developers, and community organizations. The Strategic Plan must clearly identify where the DDA provides unique value, whether through public space activation, economic development initiatives, mobility and parking strategies, partnerships, marketing and branding, Clean and Safe programs, or catalytic projects, and establish priorities that align the DDA’s resources with the areas where it can have the greatest impact.
Stratus is teaming with Town Square to bring both strategic planning expertise and downtown management and implementation experience to this effort. While Stratus focuses on strategic planning, economic development, mobility, public realm strategy, and implementation planning, Town Square brings specialized experience in downtown management organizations, including governance, organizational structure, public-private partnerships, activation and programming strategies, Clean and Safe programs, and long-term implementation frameworks.
Our Approach: Strategic Planning as Action Framework
Our approach is grounded in the understanding that the DDA’s Strategic Plan is fundamentally an organizational and operational strategy. The plan must align the DDA’s mission, programs, partnerships, and funding capacity with clear priorities and measurable outcomes, while identifying initiatives that can be carried out over time through partnerships, phased funding, and future work programs.
Our team understands Downtown West Palm Beach not only from a planning perspective, but also from an implementation perspective—how plans translate into zoning, how zoning translates into development, how development shapes the public realm, and how public investment, management, and programming create a successful downtown. This Strategic Plan represents an opportunity to align the DDA’s mission, programs, partnerships, and resources into a clear, measurable, and implementable framework that will guide the organization over the next five years.
Stratus, with Town Square as our subconsultant, will deliver a Strategic Plan designed for immediate activation and sustained impact. Our engagement strategy will focus on targeted stakeholder groups and efficient engagement formats such as roundtables, interviews, and online tools, allowing the project team to gather meaningful input while maintaining schedule and budget efficiency. Our methodology integrates four parallel work streams:
Strategic
Assessment & Alignment.
We will conduct comprehensive analysis of the DDA’s current operations, financial capacity, and organizational structure while coordinating with the City’s Downtown Master Plan, CRA initiatives, mobility plans, and parking studies. This assessment will identify strategic gaps, partnership opportunities, and areas where the DDA can provide unique value within the broader downtown ecosystem. This task will focus on connecting organizational capacity, funding, and partnerships with strategic priorities to ensure that the Strategic Plan is grounded in implementation reality. This effort will include review of existing plans, studies, and available data to ensure the Strategic Plan builds upon prior work and focuses resources on strategic direction and implementation rather than duplicating previous technical studies.
Targeted Stakeholder Engagement.
We will design and execute a comprehensive engagement process reaching priority stakeholder groups including downtown property owners and developers, small business operators, residents and neighborhood associations, cultural institutions and nonprofits, universities and educational partners, and tourism and hospitality stakeholders. Our engagement design balances breadth of participation with depth of insight, utilizing multiple formats to capture diverse perspectives while maintaining project momentum and ensuring the Strategic Plan reflects
stakeholder priorities, operational realities, and the DDA’s organizational capacity. Our engagement strategy will focus on targeted stakeholder groups and efficient engagement formats such as roundtables, interviews, and online tools, allowing the project team to gather meaningful input while maintaining schedule and budget efficiency..
Performance Framework Development. Building on the DDA’s existing operational, programmatic, and communications metrics, we will develop an integrated performance measurement and reporting framework, including measurable goals, KPIs, and performance tracking tools aligned with strategic priorities. This framework will enable the Board and staff to track progress on priority initiatives, demonstrate impact to stakeholders, and make data-informed adjustments to strategies and tactics.
Implementation Roadmap & Advisory Support. The Strategic Plan will include detailed implementation support with clear ownership assignments, resource requirements, sequencing logic, and success metrics for each priority initiative. Our oneyear advisory period can be structured as an optional task or continuing services engagement, with scope and level of effort calibrated in coordination with the DDA based on implementation needs, project priorities, and available resources. This advisory support would focus on implementation guidance, strategic advisory services to the Board and staff, prioritization and sequencing of initiatives, development of implementation frameworks, progress monitoring, refinement of performance metrics, and periodic check-ins to ensure alignment with evolving conditions.
Deliverables Designed for Multiple Audiences
We will deliver the Strategic Plan in formats designed for clear communication and easy adoption across different audiences. Our deliverable package will include an executive strategic framework for Board adoption and external communication, detailed implementation playbooks for staff operational use, performance dashboards and tracking tools, and stakeholder engagement summary documenting community input and validation.
All deliverables will be designed to function as practical tools that the Board and staff can use to guide work programs, budgeting, and implementation over time.
Why Stratus + Town Square
Stratus, through its long-standing role in Downtown West Palm Beach planning and implementation, brings a unique institutional understanding of downtown’s evolution, regulatory framework, and redevelopment dynamics. Our team prepared the Downtown Master Plan that established the long-term vision for downtown growth and redevelopment, as well as the downtown zoning and regulatory framework that implemented that vision and has guided development for nearly two decades. Both Stratus and Town Square are currently assisting with updates to the Downtown Master Plan and zoning, giving our team a rare long-term perspective on what has been planned, what has been implemented, what has worked, and where strategic direction is needed moving forward. This long-term involvement provides insight that cannot be replicated through a short-term planning process and will allow this Strategic Plan to be grounded in both vision and implementation reality.
Our partner Town Square is a nationally recognized placemaking and civic activation consultancy with deep experience transforming public spaces into dynamic, inclusive, and culturally resonant destinations. The firm brings an integrated approach that combines public-space programming, cultural strategy, economic activation, and operational planning— ensuring that places are not only well-designed, but also well-loved, well-used, and sustainably managed. Their work reflects a rare combination of creative vision, operational rigor, and economic insight, enabling them to help cities and districts unlock the full potential of their public realms.
Our team brings the specialized expertise required to address the DDA’s full scope of strategic priorities. Stratus provides deep experience in downtown management organization strategy, economic development planning, and organizational capacity building. Town Square contributes specialized capabilities in downtown management services, public space programming and activation, and community engagement strategies. Together, we offer a comprehensive skill set aligned with the DDA’s vision for downtown’s future.
a. Experience Requirements
b. Downtown-Specific Experience
c. Downtown Place Management Expertise
d. Governance Assessment Experience
e. Stakeholder Engagement Capability
f. Performance Management Tools
g. Project Management Capacity
h. Florida Experience
i. Project Manager/Lead Consultant
j. Criminal Record
k. Subcontractors
l. References
We acknowledge the receipt of the following addenda:
RFP 2026 - 001 Strategic Plan for WPB DDA Addendum 2- PDF
RFP 2026 - 001 Strategic Plan for WPB DDA Addendum 1 - pre-proposal conference recording MP4
RFP 2026 - 001 Strategic Plan for WPB DDA Addendum 1- PDF
Grace Perdomo,
Associate
AIA,
Senior Vice President Stratus Team, LLC
4/2/26
Mar 27, 2026
Mar 18, 2026
Mar 18, 2026
MINIMUM QUALIFICATIONS
Project Understanding
Stratus recognizes that the West Palm Beach Downtown Development Authority (DDA) is embarking on a critical initiative to shape the future of Downtown West Palm Beach through the creation of a comprehensive fiveyear Strategic Plan. This effort comes at a transformative time, as the district experiences accelerated growth and adapts to the evolving landscape following the COVID-19 pandemic. As an independent special taxing district established in 1967, the DDA plays a pivotal role in elevating downtown vitality by delivering programs, projects, and partnerships that go beyond standard municipal offerings. The Strategic Plan will be designed as a practical, implementation-focused roadmap—clearly articulating strategic priorities, measurable objectives, and actionable steps that reflect the needs of stakeholders, current market conditions, and the community’s vision. Stratus understands the importance of reinforcing the DDA’s leadership in fostering a vibrant, inclusive, and resilient downtown environment. The project is to be completed within a nine-month timeframe from contract execution, followed by an additional year of consulting support to ensure successful plan implementation and ongoing impact.
The DDA is issuing this RFP at a pivotal time as Downtown West Palm Beach experiences several converging pressures and opportunities:
1. Rapid Growth and Evolution: Downtown West Palm Beach is experiencing rapid growth and post-COVID evolution, creating an urgent need for strategic direction.
2. Increasing Public Demand: There is increasing public demand for vibrant, inclusive spaces that the DDA must address strategically.
3. Need for Strategic Realignment: The DDA needs to reaffirm its mission and vision to reflect evolving district needs and aspirations, suggesting the organization recognizes its current strategic framework may be outdated.
a. At least ten (10) years of experience providing strategic planning, organizational assessment, or advisory services for public-sector, quasigovernmental, nonprofit, or place-based organizations. Stratus, through the legacy of Zyscovich, has more than forty years of experience providing planning, strategic advisory, and implementation services to public-sector and quasi-governmental organizations, including municipalities, redevelopment agencies, and downtown districts throughout Florida.
Most notably, Stratus has been involved in the strategic planning and implementation framework for Downtown West Palm Beach since approximately 2005, when the firm prepared the Downtown Master Plan that established the long-term vision for downtown growth, redevelopment, mobility, and the public realm. Following the Master Plan, Stratus prepared the downtown zoning and regulatory framework that implemented that vision and guided development in Downtown West Palm Beach for nearly two decades. Stratus is currently assisting with updates to the Downtown Master Plan and zoning, providing a unique long-term perspective on downtown’s evolution, what has been implemented, and what strategic direction is needed moving forward.
In addition to preparing strategic and master plans, Stratus has extensive experience implementing those plans through zoning, redevelopment programs, capital improvement planning, and public-private partnership strategies. This implementation experience is critical to strategic planning for downtown organizations, where success depends not only on vision, but on aligning regulations, public investment, private development, and organizational priorities over time. In addition to our work in West Palm Beach, Stratus has provided strategic planning and advisory services for downtowns and redevelopment areas, including the Washington Avenue Vision Plan and zoning incentive strategy in Miami Beach, the Oakland Park Downtown Development District (OP3D) zoning and design framework, and redevelopment and planning studies within Community Redevelopment Areas and activity centers throughout South Florida. These projects required strategic thinking about land use, economic development, redevelopment feasibility, public realm investment, mobility, and implementation tools, all of which are core components of strategic planning for place-based organizations such as Downtown Development Authorities.
• MDC Department of Transportation and Public Works, FL
• City of Oakland Park, FL
• City of Lake Worth, FL
• City of Destin, FL
• City of Tampa, FL
• City of Miami Beach, FL
• City of Miami Beach, FL
• Broward County, FL
• Mana Downtown, Miami FL
• Mana Wynwood, Miami FL
• Brightline, Miami FL
• OMNI Community Redevelopment Agency, Miami FL
• University of Miami, Miami, FL
• City of Hollywood, FL
• Downtown Hollywood Community Redevelopment Agency, Hollywood FL
• Hollywood Beach Community Redevelopment Agency, Hollywood FL
• City of Jacksonville, FL
• City of Cocoa Beach, FL
• City of Ocoee, FL
• Cape Coral Community Redevelopment Agency, Cape Coral, FL
Town Center Planning Clients:
• City of Miami CRA Continuing Services Contract Miami, FL
• Bryant Park Corporation, New York, NY
• Friends of the High Line, New York, NY
• Times Square Alliance, New York, NY
• Groundwork Jacksonville, Jacksonville, FL
DUMBO Improvement District, Brooklyn, NY
• Essex Hudson Greenway, New Jersey
• Hudson Yards Hells Kitchen, New York, NY
• Gowanus Canal Conservancy, Brooklyn, NY
• Meatpacking Business Improvement District New York, NY
• Jamaica Business Improvement District Queens, NY
• Fifth Avenue Business Improvement District New York, NY
• Bergen County Parks, NJ
• Court Turcot, Montreal, QC, Canada
• Olympic Plaza, Calgary, Alberta
• Calgary Municipal Land Corporation Calgary, Alberta
• City of Calgary, Alberta
• City of Dublin, OH
• Conservancy for the Parthenon and Centennial Park, Nashville, TN
• Lowertown Riverfront Conservancy, Ann Arbor, MI
• Newark Downtown District, Newark, NJ
• Pacific Park Conservancy, Brooklyn, NY
• City of Toronto, Ontario
• City of West Palm Beach
• City of Windsor, ON
• YZD / Northcrest Developments, Toronto, ON
• Yorkville Alliance, New York, NY
b. Proven experience leading comprehensive strategic plans for downtowns, special districts, redevelopment agencies, downtown development authorities, business improvement districts (BIDs), or similar entities.
Stratus has led and contributed to comprehensive downtown planning, redevelopment planning, zoning frameworks, and implementation strategies for downtowns and redevelopment districts throughout Florida.
The Downtown West Palm Beach Master Plan established the long-term vision and development framework for downtown and was followed by the preparation of the downtown zoning regulations that implemented that vision. This work required aligning land use, density and intensity, mobility, parking, public realm design, redevelopment opportunity sites, and economic development goals into a comprehensive and implementable framework.
Similarly, the Washington Avenue Vision Plan in Miami Beach included visioning, redevelopment strategy, and the preparation of zoning incentives intended to encourage redevelopment and reinvestment along a major corridor. The plan addressed land use strategy, economic development, mobility, historic preservation, and public realm improvements, and included implementation tools in the form of zoning incentives and regulatory changes.
The Oakland Park Downtown Development District (OP3D) project involved the creation of a downtown zoning district and design guidelines intended to guide long-term redevelopment and establish a cohesive downtown identity. This effort required coordinating land use, urban design, mobility, redevelopment feasibility, and implementation through zoning, a process that is inherently strategic and implementation-focused.
Many of these projects, while not always titled “strategic plans,” functioned as strategic frameworks that guided long-term redevelopment, public investment, regulatory changes, and organizational priorities in downtown and redevelopment areas. This experience provides our team with a strong understanding of how strategic direction is translated into implementation tools, policies, and projects that shape downtown development over time.
c. Demonstrated expertise in downtown place management, including economic development, public-realm and placemaking strategies, Clean & Safe or Ambassador programs, mobility and parking, and community activation.
Our team’s downtown work has consistently focused on the relationship between the public realm, land use, mobility, and economic activity, and how these elements work together to create a successful downtown.
Our work on projects such as the Downtown West Palm Beach Master Plan, Washington Avenue Vision Plan, Oakland Park Downtown Development District, and other downtown and redevelopment plans has included:
Public realm and streetscape frameworks
Development of urban design guidelines
Zoning and incentive structures to encourage reinvestment
Mobility and parking analysis
Identification of redevelopment opportunity sites
Land use strategies for retail, restaurant, residential, and office activity
Identification of catalytic projects and public space improvements
This work reflects an understanding that placemaking is not just about physical improvements, but about creating an environment where people want to be, which supports businesses, encourages investment, improves safety through activity, and creates a strong identity for downtown. Successful downtown place management requires aligning physical planning, economic development, mobility, and programming into a cohesive strategy.
Successful downtown management is also deeply dependent on having effective staffing at the street level. Our team has deep knowledge in establishing and managing Clean and Safe and Ambassador programs - whether they are outside vendors or in-house teams - and we can guide the DDA in understanding the pros and cons of both approaches.
Our team has served in the leadership of several of the most impactful Public Private Partnerships (PPPs) in New York City (Bryant Park, The Highline, The Times Square Alliance) and has advised many more. We are guided by a well established set of principles and a highly practical mindset. Our approach is grounded in years spent working to make urban public spaces and districts reach their full potential as thriving, lively, safe, welcoming and economically vibrant destinations.
This experience informs all of our work with clients to help orient the structure of their organization to be most effective in addressing the needs of their district. In other words, we know how to create the relationship between the budget and priorities of the management entity and the needs on the ground.
Our team approaches downtown place management as the integration of physical planning, economic development, mobility, public safety, programming, and day-to-day management. Stratus brings experience in public realm planning, mobility and parking strategies, redevelopment planning, and economic development, while Town Square brings specialized experience in downtown management organizations, including Clean and Safe programs, ambassador programs, public space activation, event programming, and partnership development. Together, our team addresses both the physical and operational components required to create a successful and active downtown.
NATIONAL EXPERTISE AND RECOGNITION BY OUR PEERS
Stratus has received hundreds of planning and design awards including:
• AIA Florida’s Firm of the Year; the Synergy Award from SARA National
• APA Florida Award of Excellence for the City of West Palm Beach Planning and Zoning
• AIA Florida Unbuilt Honor Award and the APA Outstanding Urban Design Project or Study for Midtown Miami
• AIA Florida Unbuilt Honor Award for the Downtown Miami DDA Master Plan Study
• BUILD Best Urban & Architectural Design Firm, Eastern USA
For over 47 years, through the legacy of Zyscovich, we have been committed to South Florida. We have built community and stakeholder trust and have experience providing all required services for similar master planning efforts.
d. Experience conducting governance and organizational assessments, including board structure, staff alignment, performance management, and implementation planning.
Strategic planning for a downtown development organization is fundamentally an organizational planning exercise that aligns governance structure, staffing, funding, partnerships, and programs with strategic priorities. A strategic plan for a Downtown Development Authority must also align organizational priorities, funding, and staffing capacity with clear implementation responsibilities. Through its strategic planning and redevelopment work, Stratus has significant experience in implementation planning, including identifying roles and responsibilities for public agencies, redevelopment agencies, and partner organizations. Town Square brings extensive experience working with downtown development organizations, business improvement districts, and similar entities to evaluate organizational structure, board and committee roles, staffing and service delivery models, and implementation responsibilities to ensure that strategic plans are realistic, given organizational capacity and governance structure.
Our work has included identifying:
Which initiatives should be led by the DDA
Which initiatives should be led by the City
Which initiatives require partnerships
Which initiatives require regulatory changes
Which initiatives require capital funding
Phasing and prioritization of projects
We will build on the insight gathered through these broader assessment questions to devise a set of recommendations that will guide the organization towards an internal structure that can function most effectively across all of the important partnerships that are necessary for DDA to be most impactful and for Downtown West Palm Beach to reach its full potential.
Understanding implementation requires understanding organizational structure, funding sources, and governance roles. Stratus approaches strategic planning with a strong focus on implementation because the success of a strategic plan depends on the organization’s ability to carry it out.
e. Demonstrated ability to design and facilitate inclusive, multi-stakeholder engagement processes, including public workshops, interviews, surveys, and bilingual (English/Spanish) outreach.
Stratus has led extensive public engagement processes for downtown master plans, redevelopment plans, zoning updates, and corridor studies. These engagement processes have included public workshops, stakeholder interviews, focus groups, surveys, charrettes, and coordination with property owners, business owners, residents, and institutions.
Public engagement was a major component of the Downtown West Palm Beach Master Plan, the Washington Avenue Vision Plan, and the Oakland Park Downtown Development District projects These efforts included public workshops, stakeholder meetings, and coordination with downtown property owners and business stakeholders to ensure that plans reflected community priorities and market realities.
Stratus also has experience conducting bilingual engagement and preparing bilingual materials to ensure inclusive participation. Our engagement approach focuses on targeted stakeholder groups who are directly involved in downtown, including property owners, business operators, residents, institutions, and partner agencies. Engagement methods include stakeholder interviews, small group roundtables, workshops, and online engagement tools, allowing the project team to gather meaningful input while maintaining schedule and budget efficiency.
Public Engagement Tools and Strategies
f. Ability to develop measurable goals, KPIs, implementation matrices, and performance reporting tools that support accountability and transparency.
Stratus’ planning and redevelopment projects include strong implementation components that translate planning recommendations into measurable actions and phased implementation strategies.
For downtown and redevelopment plans such as Downtown West Palm Beach, Washington Avenue, and Oakland Park Downtown, implementation strategies included:
Identification of catalytic projects
Phasing strategies
Identification of redevelopment opportunity sites
Zoning and incentive tools to encourage desired development
Public realm investment priorities
Mobility and parking improvements
Partnerships and funding strategies
For downtown organizations, performance metrics must measure both organizational performance and downtown performance. These metrics may include Clean and Safe program metrics, public space usage and activation metrics, economic development indicators such as business openings and vacancy rates, mobility and parking metrics, development activity, and partnership and investment metrics. Our team develops KPI frameworks and reporting tools that allow downtown organizations to track progress, demonstrate impact, and adjust programs and priorities over time.
These implementation strategies function as performance frameworks, allowing agencies and downtown organizations to track progress over time based on redevelopment activity, public realm improvements, mobility improvements, and economic activity indicators.
g. Demonstrated project management capacity to deliver a complex, multi-phase strategic planning effort within a 6–9-month timeframe.
Stratus has extensive experience managing complex, multi-phase planning and redevelopment projects involving multiple stakeholders, technical analysis,
public engagement, and phased deliverables. Projects such as the Downtown West Palm Beach Master Plan updates, Washington Avenue Vision Plan, and Oakland Park Downtown Development District required detailed project management, coordination with multiple agencies and stakeholders, and delivery of multiple phases of work within defined schedules.
The team has the staff capacity, experience, and project management structure necessary to complete a strategic planning effort within the six to nine month timeframe identified in this RFP.
h. Experience working with Florida-based municipalities, special districts, or redevelopment agencies is preferred but not required.
Stratus has extensive experience working with Florida municipalities, Community Redevelopment Agencies, and downtown districts throughout the state, including long-term involvement in Downtown West Palm Beach, as well as projects in Miami Beach, Oakland Park, and other South Florida communities.
This experience provides Stratus with a strong understanding of Florida’s planning framework, redevelopment tools, funding mechanisms, and governance structures, allowing recommendations to be grounded in Florida’s regulatory and funding environment.
50+
Municipalities served across the State of Florida
390+
Projects delivered for municipal clients statewide
47+
Years of of Collaboration with local agencies, contractors, and municipalities familiar with regional codes, permitting, and site conditions
i. Identification of a qualified Project Manager/ Lead Consultant with direct experience managing comparable strategic planning initiatives.
This project will be managed by Leslie A Del Monte, who will serve as Stratus Project Manager. Leslie will be responsible for overall project coordination, stakeholder coordination, schedule management, and delivery of all components of the Strategic Plan, and will serve as the primary point of contact for the DDA throughout the project.
Leslie has over twenty years of experience in planning, zoning, redevelopment planning, and strategic planning for public-sector clients and downtown districts. Her experience includes both consulting and municipal leadership roles, providing her with a unique perspective on how strategic plans are developed, implemented, and managed over time.
Leslie worked on the Downtown West Palm Beach Master Plan and the downtown zoning regulations earlier in her career, helping establish the regulatory and planning framework that has guided downtown development for nearly two decades. She has continued to work on downtown planning, redevelopment, and zoning projects throughout South Florida, including master planning, redevelopment strategies, zoning code development, and implementation planning.
In addition to her consulting experience, Leslie spent over a decade working in a municipal leadership role where she was responsible for managing planning functions, overseeing staff, coordinating with multiple departments, and implementing long-range planning initiatives. In that role, she was responsible for establishing departmental priorities, tracking performance metrics, managing workloads and project timelines, and ensuring that projects and initiatives were aligned with broader city goals and policies. This experience required the development and tracking of measurable objectives, performance indicators, and implementation strategies, the same types of management and accountability tools that are required for a successful strategic plan.
As founder of and Principal-in-Charge for Town Square Consulting, Jerome Barth offers consulting advice to Municipalities, Conservancies, Business Improvement Districts, and private real estate
owners on how to create programs, finance, design, and manage quality public space as well as guide policy, programming, investment, and performance management. Under Jerome’s leadership, Town Square focuses on how to transform spaces into authentic and lively destinations that promote community, safety, commerce, investment, and opportunity for people from all walks of life.
For this effort, Jerome will focus on defining strategic priorities, measurable goals, and actionable strategies—aligning with DDA’s goals and stakeholder needs, market realities, and community aspirations. The plan will reinforce the DDA’s leadership role in shaping a thriving, inclusive, and resilient downtown.
Jerome served as the President of the Fifth Avenue Association, a BID with roots dating back to 1907 and credited with helping the turnaround of New York in the early 1990s, dedicated to the improvement and development of the character of the most famous avenue in the world. He spent his formative years working for the Bryant Park Restoration Corporation, 34th Street Partnership, and Friends of the High Line and was involved in the creation and development of all types of activities, from the first public wifi network in a public park to juggling lessons to the now iconic Winter Village at Bryant Park.
Project Manager- Stratus
Leslie Del Monte
Principal-In-Charge- Town Square
Jerome Barth
Project Leadership
j. Proposer shall have no record of judgments against them for criminal activities involving moral turpitude.
Stratus affirms that the firm has no record of judgments for criminal activities involving moral turpitude.
k. List any subcontractors that may be used.
Stratus anticipates partnering with subconsultants to support organizational strategy, stakeholder engagement, and implementation strategy components of the Strategic Plan. Town Square will serve as a subconsultant and will support organizational assessment, governance evaluation, stakeholder engagement, and implementation strategy components of the Strategic Plan.
Town Square specializes in creating living places that attract people and become vibrant destinations. Its expertise is based on Jerome Barth and his team’s 25 years of experience working for New York’s leading Business Improvement Districts (BIDs) and Parks Conservancies, such as Fifth Avenue, Bryant Park, Times Square, and the High Line. Like most renowned public spaces in the United States, these places rely on innovative public-private partnerships (PPPs) to deliver world-class design and programs to create financially self-sustaining spaces. We advise clients across the globe on how to create, develop, manage, and maintain premier public spaces through PPPs.
Town Square transforms public spaces into community destinations by unifying the landscape, maintenance, sanitation, security, programming, design, and retail of every public space it works with. The result? Dynamic, community-focused environments that become places cherished by locals and sought out by visitors. We will help you create environments that will attract investment and strengthen the quality of their surroundings both in the present and for generations to come.
Town Square believes every public space enjoys a special character within its community. A park is not merely a green island -- a well-managed plaza or public space fosters recreation and relief, shade and sunbathing, discovery, and self-reflection. It becomes the mirror a city holds to itself. But we also know that public spaces can be economic
engines, enriching the health of their neighborhoods, providing employment opportunities, and fostering greater equity and inclusion in their cities. For good or bad, they are catalysts for safety, cultural creation, and real estate development.
To sustain the maintenance and programming costs of these spaces, Town Square devises financing plans based on the diversification of resources and the combination of park patrons’ desires and market offerings, as well as real estate value capture and long-term engagement of corporate and foundation partners for signature activities. With this approach, Town Square will help you implement a structure that ensures your public space will become financially self-sustaining over time. Together we will create great places that will be spaces of belonging for people and of investment for capital.
Stratus and Town Square have a history of successful collaboration and are currently working together on the West Palm Beach Downtown Master Plan Update.
WEST PALM BEACH DOWNTOWN
REZONING
WEST PALM BEACH, FL
MASTER PLAN UPDATE
REFERENCE
Ana Maria Aponte, AICP Director Development Services Department City of West Palm Beach
401 Clematis Street, WPB 33401 FL
Direct: 561-822-1439
Main: 561-822-1435
Email: aaponte@wpb.org
Website: www.wpb.org
FLORIDA AMERICAN PLANNING ASSOCIATION AWARD OF EXCELLENCE, 2008
Since the adoption of the original 1995 Downtown Master Plan (DMP) and the last update in 2007 created by Stratus (as Zyscovich), West Palm Beach has changed dramatically. Over the past 5 years, the city’s growth trend has accelerated, creating profound changes in the character and scale of development downtown. This growth has brought with it remarkable opportunities and has also intensified some existing challenges. Today, the city has a unique opportunity to harness this momentum to address key issues including supporting investments in main streets, smart city technologies, public spaces, parks, transportation, resiliency and along its waterfront.
The DMP regulates approximately 767 acres. At the time of adoption of the original DMP, there were approximately 1,000 residential units downtown and approximately 8,000,000 square feet of nonresidential development. Today, there are nearly 9,000 residential units in place and more than 10.4 million square feet of nonresidential development.
Over a one-year planning process, the City of West Palm Beach together with the recently selected team led by Stratus architects will prepare a comprehensive update to the West Palm Beach Downtown Master Plan (DMPU) that creates a forward looking vision for Downtown: a well-defined future vision for Downtown West Palm Beach ensuring its sustainability and success for future generations while also considering and evaluating the past planning efforts and studies.
The DMPU will set a vision for Downtown West Palm Beach for the next 25 years where residents live in vibrant neighborhoods, are able to participate in the city’s economic growth, and where significant resources including the waterfront can thrive. While West Palm Beach can be thought about as having distinct types of places, each area will require a customized approach to growth, enhancement and preservation that resolves present conflicts between the public and private realm and is responsive to the existing and varied fabric of the city.
MIAMI DDA 2050 DOWNTOWN MASTER PLAN UPDATE
MIAMI, FL
REFERENCE
Neal Schafers, ASLA, ULI
Head of Urban Planning
| Planning, Resilience + Transportation
Miami Downtown Development Authority
201 S. Biscayne Blvd. | Suite 2600 | Miami, FL 33131-4341
P 305.379.6566
F 305.371.2423
schafers@miamidda.com www.miamidda.com
The Miami DDA 2050 Downtown Master Plan Update is a comprehensive planning effort to create a forward-looking vision for Downtown Miami’s Central Business District (CBD) over the next 25+ years.
The master plan update incorporates the Miami DDA Board of Directors’ seven goals to create a holistic action plan focused on creative, long-term solutions through placebased investments.
The planning effort includes a focus on the Central Business District (CBD) with a narrower focus on the Flagler District, and requires at minimum three public meetings: a kickoff meeting, a midterm/review meeting, and a final deliverables meeting, as well as three presentations to either the Miami DDA Urbanism Committee and/or the Miami DDA Board of Directors.
The plan will unfold over two stages: Stage 1 creates a Strategic Vision Plan with goals, indicators, and targets across policy domains including people, economy, places, and environment. Stage 2 develops detailed, tangible plans translating these goals into actionable strategies.
The original Downtown Development Authority (DDA) Downtown Master Plan was developed by Zyscovich in 2009. The Downtown Study created the first road map that merged urbanism and architecture with market, economic, social, and service issues and coordinated efforts with the City’s new Miami 21 Initiative.
MANA Wynwood Special Area Plan Miami, FL
Visioning, Planning, Zoning, Architecture Design. The development of Midtown Miami and the annual, international Art Basel Week have served as catalysts for growth in and around Wynwood, transforming the area into Miami’s up and coming neighborhood known for its ever-popular modern arts scene and burgeoning start-up community. The 30-acre special area plan (SAP), known as “Mana Wynwood,” is a development proposal that serves as a cultural infrastructure framework for job creation and incremental growth. The proposal outlines a set of development standards designed to cultivate and expand upon the character and culture of the existing Wynwood Arts District and will naturally contribute to the historic Overtown Community to the south. The SAP is a uniting force in which the multiple cultural identities of the former international free-trade zone can be expressed, resulting in an engaging aggregate of forms and textures.
Commenced: 2015 Completed: 2017 Fee: $265,000 Total Cost: N/A
Client Information: MANA Group
POC Name: Joe Clark, Director of Concept & Architectural Design for MANA Common Address: 21 SE 1st Avenue, Miami, FL 33131 Phone: 305.582.1535 | Email: joe@manacommon.com
Aventura ParkSquare Mixed-Use Development Master plan Miami, FL
Master Plan, Zoning and Architecture. Located one block east of a major thoroughfare along a primary artery, this project will be the area’s first pedestrian-friendly, mixed-use community. Narrow streets will separate three blocks that define the west side of a grand promenade that runs north-south through the center of the 7.39-acre site. Defining the central block will be a ten-story building with ground-level retail, six levels of parking, and three levels of medical offices. The parking in this building will also serve a hotel and restaurants on the prominent northwest corner and an assisted living facility that will occupy the southwestern block.
Commenced: 2015, Completed: 2019 Fee: $ Total Cost: $147.4M
Client Information: Integra Solutions, LLC
POC Name: Nelson Stabile
Address: 150 SE 2nd Ave, Suite 800, Miami, FL, 33131
Phone: 305.774.0110 | Email: nelson@integrafl.com
City of Oakland Park Redevelopment Plan/OP3 Zoning & Design Guidelines
Oakland Park, FL
Zyscovich assisted the City of Oakland Park with updating its Comprehensive Plan and Land Development Code to guide future redevelopment of the Downtown Core. The land use analysis was followed by supporting supporting graphics to depict how current and future development trends could meet FDOT parameters for a future commuter rail station in downtown. In July 2021, FDOT announced the award of the future commuter rail stop to be located in the City of Oakland Park.
Commenced: 2019 Completed: Ongoing Fee: $135K Total Cost: N/A
Client Information: City of Oakland Park
POC Name: David Herbert, City Manager
Address: 5399 North Dixie Highway, Suite 3, Oakland Park, FL 33334
Strategic Advising on Downtown Placemaking, Organizational Development, and Redevelopment
Following a cycle of disappointing investments in largescale attractions as catalysts for downtown redevelopment, the City of Windsor hired Belleville Placemaking (Town Square’s Canadian business entity) in fall 2024 to identify strategic public space opportunities to revitalize Downtown and position it as an appealing destination and place to live and invest. Downtown Windsor has significant assets, including heritage buildings, walkable areas, and creative initiatives, and strong potential for a critical mass of local actors and initiatives to enhance vibrancy and reinforce its distinct identity. However, recent interventions had not generated meaningful word of mouth, foot traffic, or additional investment.
The project aimed to identify interventions that could be implemented quickly—within six months to three years—while also establishing a longer-term vision and broader goals for Downtown. Recommendations were supported by a phased timeline and management framework and aligned with the City’s “Strengthen the Core” strategy and its seven pillars of action. Following a site visit, two workshops, and multiple partner meetings, Belleville identified four readily implementable interventions that could significantly increase Downtown’s attractiveness, with initial actions deliverable as early as summer 2025 and phased over three years.
The focus areas include a key segment of the Riverfront, the Old Bus Depot, the Alleyway, and the Downtown Trail connecting these assets. The Riverfront was identified as the primary destination opportunity, with a secondary goal of strengthening connections between the river and the down-
REFERENCE
Cristina Melnik
Senior Economic Development Officer City of Windsor
(519) 990-0771
CMelnik@citywindsor.ca
town core. Intermediate activity nodes—the Bus Depot and Alleyway—combined with improved streetscape comfort and pedestrian experience would reinforce this approach.
The Riverfront concept proposes a commercial boardwalk and outdoor gathering space through the creative reuse of surplus surface parking, leveraging views of Detroit’s skyline and a hidden historic steam locomotive. The Old Bus Depot, an abandoned, block-wide structure controlled by the local university, could serve as a key connector and food-focused destination with flexible programming. The Alleyway offers an opportunity to better connect nearby businesses and expand pedestrian activity, though it requires improved lighting, maintenance, and management, and could evolve into an arts hub.
These destinations would be supported by the Downtown Trail, featuring facade improvements, enhanced lighting, expanded crossings, and improved wayfinding. To support long-term success, Belleville outlined several management scenarios, including expanding the role of the Downtown Windsor BIA, establishing a new public-private partnership, or consolidating operations under a designated entity.
Finally, the assignment was expanded to outline a longer-term vision for rebuilding Windsor’s riverfront, arguing for the civic and economic value of reimagining it as a mixed-use destination that reconnects Downtown with its most significant asset: the river.
GOWANUS CANAL CONSERVANCY BID
BROOKLYN,
NY
REFERENCE
Andrea Parker, Executive Director Gowanus Canal Conservency
201 S. Biscayne Blvd. | Suite 2600 | Miami, FL 33131-4341
P 718.541.4378 ext 7002 gowanuscanalconservancy.org
Following the rezoning of the Gowanus Canal neighborhood, local activists who had advocated for a restoration of this important wetland dreamed of a plan for an ambitious Parks Improvement District (PID, following the Business Improvement District model). The imagined PID would steward the new public spaces that would line the rehabilitated Gowanus Canal, spearheaded by the Gowanus Canal Conservancy. This civic organization, known for its advocacy and education, united developers, community groups, government officials, and residents to form a collaborative body that would establish sustainable funding for high-quality public spaces, parks, and the preservation of the Gowanus Canal’s ecosystem. This PID aims to oversee a coordinated approach to maintaining and enhancing a public realm that includes waterfront parks, streets, and future developments.
In the next decade, nearly 10 million square feet of new residential and commercial space will transform Gowanus, accompanied by substantial investments in public areas. The neighborhood’s evolution will include approximately 12 acres of waterfront esplanades on private properties and 6 acres of public parks developed atop Combined Sewage Overflow tanks within the Gowanus Green site. Together, these new green spaces could form a cohesive and vibrant 30-acre park network along the canal. A coordinated maintenance and programming plan will be essential to ensure these spaces remain accessible, ecologically resilient, and vibrant for future generations
FIFTH AVENUE ASSOCIATION , New York, NY
Fifth Avenue is home to the priciest real estate in the world, and the highest retail rents. But following years of disinvestment and the emergence of alternative poles of interest, both locally, nationally, and internationally, Fifth is no longer in a category of its own. Hence an ambitious program to rejuvenate the public spaces of Avenue and and bring them in line with the quality of the experience that the public can experience within the exceptional stores, hotels, restaurants, and residences that line the most famous Avenue in the world. The new vision for Fifth Avenue will create a continuous ribbon of enlarged sidewalks from Central Park to Bryant Park, allowing the space to welcome horticulture, art, and amenities such as seating, upgraded lighting, and terraces. Fifth Avenue is the artery that allows Midtown to function as the beating heart of New York and the plan also calls for extended West-East branches to create mixed parklike style woonerf style spaces at key locations such as 56th Street, 50th Street, and 49th Street. In a post-COVID world where the Central Business District needs to transition to the role of Central Social District, the Fifth Avenue vision is the perfect framework to breathe new life into the core of New York. Jerome Barth served as President.
Address: 16 East 52nd Street Suite 302. New York NY 10022
Phone: (212) 265 - 1310
Email: elinearmstrong@fifthavenue.nyccom
OLYMPIC PLAZA, Calgary, AB, Canada
Olympic Plaza, created to host the medal ceremony of the 1988 Winter Games, degraded over time to become a hostile place to the people of Calgary. Busy and beloved during large-scale events, it is a place of despair the rest of the time, as well as a hindrance to the revitalization of Downtown. Spearheaded by the Calgary Municipal Land Corporation, an ambitious plan to renovate the site as part of an expansion and renovation of the local arts campus, Arts Commons has seen the light of day. The new vision calls for an active programmed space that will become the true heart of downtown, recreate “desire lines”, and connect the arts center, local art museum, administrative center, and university. From a new iconic and functional public space, an entire reimagination of Downtown Calgary will start taking shape.
Town Square (named Belleville in Canada) is the firm CMLC, Arts Commons, and the City of Calgary chose to ensure that program, design, and governance would align in the development of this critically important space.
Commenced: 2023 Completed: Ongoing Fee: $140,000
Calgary Municipal Land Corporation
Project Owner Name: Carolyn Haddock
Total Cost: $
Address: 430 8 Ave SE, Calgary AB T2G 0L7, Canada Phone: 403-718-0300 Email: Carolyn.Haddock@colliersprojectleaders.com
HIGH LINE, New York, NY
A group of community activists, led by Robert Hammond and Joshua David, decided to attempt to preserve a former rail line reviled by its local stakeholders. Through ingenious public relations, design, and organization, they showed how converting the former elevated structure into a public space could lift property values, tie various neighborhoods together, and provide a novel identity to an area of town about to be rezoned for much denser habitation. Their work has nowinspired millions and spurred dozens of industrial reuse and public space projects worldwide. Less known is the fact that the High Line, the “Park in the Sky” is also provided to the City of New York free of charge as it is maintenance is entirely paid for by Friends of the High Line.
As the project developed, it became a catalyst for the transformation of the entire West side of Manhattan, and an inspiration for developers to invest in higher-grade design and architecture for their projects. Jerome Barth served as COO of Friends of the High Line Commenced: 2014, Completed: 2015 Fee: N/A (Salaried staff)
Client Information: Friends of the High Line
Project Owner Name:: Joshua David, Co-Founder FHL
Address: 820 Washington Street, New York, NY 10014
A. Instructions: Please indicate the cost of each item requested.
B. All prices submitted are to be listed below. Prices quoted should be in unit of measure shown.
C. Any quantity listed IS not a guarantee, but solely an estimate of anticipated usage.
PRICE
PROPOSAL FORM
PRICE PROPOSAL FORM
A. Instructions: Please indicate the cost of each item requested.
B. All prices submitted are to be listed below. Prices quoted should be in unit of measure shown.
C. Any quantity listed IS not a guarantee, but solely an estimate of anticipated usage.
Proposer shall provide a fixed, lump-sum price for each component identified below. All pricing shall include all labor, materials, travel, meetings, stakeholder engagement, administrative costs, overhead, and any other expenses necessary to fully perform the Scope of Work
Item Description
PRICE
PROPOSAL FORM
1 Strategic Plan Development (through submission and acceptance of final report)
Proposer shall provide a fixed, lump-sum price for each component identified below. All pricing shall include all labor, materials, travel, meetings, stakeholder engagement, administrative costs, overhead, and any other expenses necessary to fully perform the Scope of Work.
2 One (1) Year of Ongoing Consulting Services (following submission and acceptance of final report)
Item Description
Total Proposed Contract Price (Items 1 + 2)
1 Strategic Plan Development (through submission and acceptance of final report)
Proposal Certification
2 One (1) Year of Ongoing Consulting Services (following submission and acceptance of final report)
95,000 5,000 - 45,000 100,000 *
The Proposer agrees to abide by all conditions of this solicitation and that the Proposal is in compliance with all requirements of the RFP, including, but not limited to, certification requirements.
Total Proposed Contract Price (Items 1 + 2)
Proposal Certification
The Proposer further declares that it has examined the solicitation documents and all addenda thereto elsewhere; and that it has satisfied itself about the work to be performed and all other required information with the Proposal.
The Proposer agrees to abide by all conditions of this solicitation and that the Proposal is in compliance with all requirements of the RFP, including, but not limited to, certification requirements.
The Proposer agrees, if this Proposal is accepted, to contract with the DDA to furnish all necessary labor, materials, and all other items necessary to complete, for the amount Proposed and within the time limits specified, the work covered by this Proposal and other RFP Documents for this RFP for a Strategic Plan.
The Proposer further declares that it has examined the solicitation documents and all addenda thereto elsewhere; and that it has satisfied itself about the work to be performed and all other required information with the Proposal.
The Proposer agrees, if this Proposal is accepted, to contract with the DDA to furnish all necessary labor, materials, and all other items necessary to complete, for the amount Proposed and within the time limits specified, the work covered by this Proposal and other RFP Documents for this RFP for a Strategic Plan
Stratus Team, LLC
The person signing this form is authorized to sign this Proposal on behalf of the Proposer. The undersigned certifies that he/she has the ability to sign and bind the firm or company to the services to be performed within the fees proposed. Firm or Company Name:
The person signing this form is authorized to sign this Proposal on behalf of the Proposer. The undersigned certifies that he/she has the ability to sign and bind the firm or company to the services to be performed within the fees proposed.
Signature of Authorized Representative:
Firm or Company Name: ___________________________________________________________
Printed Name of Authorized Representative:
Grace Perdomo
Signature of Authorized Representative: _______
Title of Authorized Representative: _____________________________________
Senior Vice President of Civic 4/2/26
Printed Name of Authorized Representative:
Title of Authorized Representative: _____________________________________ Date: _________________
* Stratus and Town Square appreciate the established scope parameters as outlined in the RFP and have worked to align our approach accordingly. Based on our experience and understanding of DDA’s goals and priorities, we believe the scope as outlined may extend beyond what can be effectively delivered within the DDA’s identified budget and timeline while maintaining the quality and engagement standards critical to the project’s success. As we move forward, we welcome the opportunity to work with the DDA to calibrate scope, level of engagement, and advisory services to ensure the final work program aligns fully with both project goals and available resources. For details, please see the scope table on page 44.
5 REFERENCE FORMS
Name of Company Being Referenced: Zyscovich RFP 2026-001
Strategic Plan for the West Palm Beach Downtown Development Authority Reference Form
The West Palm Beach Downtown Development Authority (DDA) is currently seeking qualified firms to provide a strategic plan for the West Palm Beach Downtown Development Authority The following firm has listed you as a reference, having performed similar services for your organization. Please take a few minutes to complete the following survey and return it to the firm requesting the reference. Your assistance in providing this information is appreciated. *Submitting firm, please return Reference Form with your proposal packet.
This section to be completed by the Firm Providing the Reference:
What specific services did the firm provide?
Draft the Downtown Master Plan update, including visioning and zoning regulations to guide downtown growth for the next 25 years.
Did the firm communication well with the client? Yes No
Was the firm proactive in resolving problems? Yes No
Was the firm professional and knowledgeable?
Was the work performed within budget?
Was the work performed on time?
Have you ever awarded this firm a repeat contract?
Yes No
Yes No
Yes No
Yes No
Based on services provided, would you award a contract to this firm again? Yes No
How would you rate the overall performance of the firm?
Excellent Very Good Satisfactory Unsatisfactory
Comments:
This is the second time the city has retained the services of Zyscovich. Staff is very committed and dedicated to the work. always responsive.
The delays in time and increase in budget resulted from additional community participation and the need to increase the zoning testing to ensure the regulations were accurate.
Firm Providing Reference: Person
Providing Reference:
City of West Palm Beach
Ana Maria Aponte
Printed Name Signature
Title: Development Services Director Phone: Date:
561-822-1439
3/23/26
APPENDIX
33 Years Experience
EDUCATION
Master of Architecture in Urban Design, University of Miami
Bachelor of Science in Architecture, Universidad Nacional Pedro Henriquez Urena, Dominican Republic
Associate in Arts, Miami Community College
REGISTRATIONS/CERTIFICATIONS
Member of the American Planning Association (APA)
Associate Member of the American Institute of Architects (AIA)
Member of Congress for New Urbanism
Board Member, The Friends of The Underline and The Underline Conservancy Board
Board Member, Transit Alliance Miami FIU Landscape Architecture Advisory Board and Adjunct Professor
Adjunct Professor, University of Miami’s Urban Design and Architecture Studios
WHY GRACE?
• Over 33 years of experience in urban design and master planning.
• Expert in community engagement and sustainable urbanism.
• Proven leadership on large-scale park, civic, and redevelopment projects.
• Skilled at integrating land use, mobility, and placemaking for public benefit.
Grace Perdomo Assoc.
AIA
PRINCIPAL-IN-CHARGE / LEAD OUTREACH - STRATUS
Grace Perdomo is an architectural and urban designer with over 33 years of experience in urban revitalization, master planning, and mixed-use development. As Project Director, she leads multidisciplinary teams in the planning and design of parks, civic facilities, and community-focused projects. Grace is recognized for her expertise in sustainable urbanism, community engagement, and the integration of land use, mobility, and placemaking strategies to create vibrant, resilient communities. Grace is recognized for her ability to lead multidisciplinary teams and facilitate consensus among diverse stakeholders. Her expertise in urban design, master planning, and public engagement has contributed to the success of numerous civic and community projects.
RELEVANT EXPERIENCE
West Palm Beach Downtown
Master Plan Update (Ongoing)
West Palm Beach, FL
Update of West Palm Beach Downtown Master Plan, guiding 25-year vision, public outreach and zoning recommendations to address public spaces, transportation, resiliency, and waterfront development.
City of Oakland Park
Redevelopment Plan/OP3 Zoning & Design Guidelines Oakland Park, FL City of Oakland Park Redevelopment Plan/ OP3 Zoning & Design Guidelines Oakland Park, FLUrban Designer Zyscovich assisted the City of Oakland Park with updating its Comprehensive Plan and Land Development Code to guide future redevelopment of the Downtown Core. The land use analysis was followed by supporting supporting graphics to depict how current and future development trends could meet FDOT parameters for a future commuter rail station in downtown. In July 2021, FDOT announced the award of the future commuter rail stop to be located in the City of Oakland Park.
City of Oakland Park –Conceptual Planning & Design of City Facilities Oakland Park, FL
Project Director for creating a uniform architectural vision for city facilities and sites as part of a $40 million bond program for new construction and renovation, including community engagement and design criteria.
City of Miami Beach –
Art Deco Cultural District (ADCD)
Vision Master Plan Miami Beach, FL
Project Director for a district-wide urban design and mobility framework plan, including placemaking, open space, mobility investment strategies, and streetscape improvements for Ocean Drive, Collins-Washington Avenues, and Lummus Park.
City of Miami Beach –Washington Avenue Studies & Master Plan Miami Beach, FL
Lead Urban Designer for a master planning study and zoning evaluation to enhance redevelopment, contextsensitive design, and public realm improvements along a major urban corridor.
Miami-Dade County –
Strategic Miami Area Rapid Transit (SMART) Plan Miami, FL
Project Director for land use planning and urban design supporting major rapid transit investments, integrating transit, land use, and zoning for sustainable community development.
Plan Z for Miami: Rickenbacker Park Master Plan Miami, FL
A master plan to transform the Rickenbacker Causeway into a safe, scenic parkway with expanded bicycle and pedestrian facilities, landscaped medians, and native plantings.
23 Years
Experience
EDUCATION
Master of Architecture, University of Florida
Bachelor of Design in Architecture, University of Florida
REGISTRATIONS
NCARB #308593
AFFILIATIONS
American Planning Association (APA)
Leslie Del Monte NCARB
PROJECT MANAGER / LEAD DESIGNER - STRATUS
Leslie has extensive experience in both architectural and planning projects. Her planning experience includes small-and-large-scape master planning and comprehensive planning, urban design, downtown visioning, redevelopment planning, historic district inception and protection, analysis, development, and writing of land use, zoning, architectural/design standards, and sustainable initiatives. Her objectives and interest focus on generating unique, creative, and innovative design concepts to develop a clear vision and realistic/feasible solutions which result in implementable plans.
RELEVANT EXPERIENCE
Downtown Miami Master Plan 2050
Miami, FL
Long-range master planning effort focused on mobility, economic development, housing, resilience, public realm, and urban planning strategies for Downtown Miami’s Central Business District and Flagler District.
West Palm Beach Downtown Master
Plan and Rezoning (2006)
West Palm Beach, FL
Original Downtown Master Plan, guiding 25-year vision amid rapid growth; coordinated stakeholders to address main streets, smart cities, public spaces, transportation, resiliency, and waterfront development across 767 acres downtown.
WHY LESLIE?
• Extensive architectural and planning expertise, including master planning.
• Skilled in urban design and downtown visioning.
• Experienced with zoning, design standards, and sustainability initiatives.
• Delivers creative, implementable solutions for communities.
• Proven success leading TOD and urban design projects.
North Corridor Transit Oriented Development (TOD) Master Plan
Miami, FL
Master Plan for Miami-Dade’s North Corridor, guiding development around nine transit stations, enhancing connectivity, mobility, affordable housing, and economic investment through community engagement, urban design, and multimodal strategies. Ongoing through 2025.
Forward Pinellas Urban Design
Services Pinellas County, FL*
The pilot program aimed to assist communities in realizing local goals and objectives by offering a suite of urban design services, including urban design guidance, visualization, public participation facilitation, and regulatory framework evaluation and recommendations.
Lake Worth Beach Municipal Beach Complex Study
Lake Worth Beach, FL
Strategic planning and feasibility study evaluating redevelopment scenarios, economic and financial feasibility, public-private partnership opportunities, land use and regulatory considerations, and implementation strategies for the Municipal Beach Complex.
Lake Worth Beach Municipal Beach Complex
Study
Lake Worth Beach, FL
Strategic planning and feasibility study evaluating redevelopment scenarios, economic and financial feasibility, public-private partnership opportunities, land use and regulatory considerations, and implementation strategies for the Municipal Beach Complex.
Port Canaveral Marina District Development Guideline Port
Canaveral, FL*
Developed site development standards to provide a cohesive theme and aesthetic for this district of marine related businesses, located within the world’s busiest passenger cruise port.
Multi-day design public workshop process with community and stakeholder involvement to visualize change along the MLK Jr. Avenue Corridor and provide recommendations to City staff on proposed code amendments and regulations.
* Project completed with another firm
23 Years Experience
EDUCATION
MBA, Management, Marketing- NYU Stern School of Business
Bachelor in Science, Political Science, Economics- Sciences Po Strasbourg
WHY JEROME?
• Founder of Town Square Consulting, specializing in public space strategy.
• Expertise transforming spaces into vibrant, inclusive community destinations.
• Led Fifth Avenue Association, enhancing New York’s iconic avenue.
• Extensive experience with major urban districts and conservancies.
• Proven leader in public space programming, finance, and management.
Jerome Barth
PRINCIPAL-IN-CHARGE / TOWN SQUARE
Jerome is the founder of Town Square Consulting, a boutique firm offering the advice of outstanding urbanists and public space specialists to Municipalities, Conservancies, Business Improvement Districts, and private real estate owners on how to create programs, finance, design, and manage quality public space. In particular, Town Square focuses on how to transform spaces into authentic and lively destinations that promote community, safety, commerce, investment, and opportunity for people from all walks of life.
He was also the President of the Fifth Avenue Association, a BID with roots dating back to 1907 and credited with helping the turnaround of New York in the early 1990s, dedicated to the improvement and development of the character of the most famous avenue in the world. Jerome spent his formative years working for the Bryant Park Restoration Corporation, 34th Street Partnership, the Times Square Alliance (where he was the CFO), and Friends of the High Line. He was involved in the creation and development of all types of activities, from the first public wifi network in an American public park to juggling lessons to the now iconic Winter Village at Bryant Park.
A French native, Jerome holds an MBA from the Stern School of Business at NYU and a Bachelor in Science from the Institut d’Etudes Politiques in Strasbourg and is an associate member of the American Association of Landscape Architects. He is a founding member of the board of Moliere in the Park. When not pondering how to improve public space, he enjoys being a dad to three daughters and helping friends and colleagues with issues linked to personal finance and planning.
RELEVANT EXPERIENCE
West Palm Beach Downtown Rezoning Master Plan, West Palm Beach, FL Bryant Park, Manhattan, New York City
Newark Downtown District, Newark, NJ
34th Street, Manhattan, New York City
Meatpacking District BID, Manhattan, New York City
Gowanus Canal Conservancy, Brooklyn, New York City
Times Square Alliance, Manhattan, New York City
Fifth Avenue Association, Manhattan, New York City
Olympic Plaza, Calgary, Canada
15 Years Experience
EDUCATION
Yale University School of Architecture
Bachelor’s Degree- Columbia University
WHY PHILLIP?
• Expert in creative, collaborative public space activation projects.
• Led programmatic work at San Francisco Parks Alliance and PPS.
• Managed diverse public space projects in U.S. and internationally.
• Skilled facilitator and project manager for community-driven initiatives.
• Passionate about translating vision into operational, vibrant places.
Phillip Win
PROJECT MANAGER / TOWN SQUARE
Philip Winn’s work in the public realm has been defined by projects that celebrate and strengthen the culture and spirit of a city. He is an expert in facilitating highly creative and collaborative public space activation projects and is passionate about translating the vision for a great place into an operational reality.
Before joining Town Square, Philip led the programmatic work of the San Francisco Parks Alliance (SFPA) as Director of Parks and Place and served as Vice President at Project for Public Spaces (PPS). He has developed, designed, managed, and implemented a broad variety of public space projects and programs at many scales. At SFPA, Philip oversaw the day to day operation of the Activation, Capital, and Community programs and brought significant changes and improvements to each. At PPS he helped lead the Southwest Airlines Heart of the Community Program, an initiative that provided direct grants and technical assistance to public space activation projects in 20+ cities in the United States and Mexico.
Philip has brought his skills as a facilitator, project manager, and advisor to projects both domestic and international, from Providence and Detroit to Kuala Lumpur and Mexico City. He particularly enjoys the process of discovering unique aspects of the culture of a place and facilitating projects where creativity and social connections can flourish and evolve in public spaces.
Philip has a BA from Columbia University and attended the Yale School of Architecture. He previously worked as an Art Director and Art Department Coordinator in the New York film industry and helped to create feature films, music videos, commercials, and fine art photographs with director Noah Baumbach, photographer Gregory Crewdson, and many others. He lives in Montclair, New Jersey where he bikes everywhere with his daughter and pursues creative practices in music, photography, and writing.
RELEVANT EXPERIENCE
Yorkville Alliance, New York, NY
San Francisco Parks Alliance - San Francisco, CA
Pershing Square Renew - Los Angeles, CA
Downtown Providence Parks Conservancy - Providence, Rhode Island
Parque Mexico - Mexico City, Mexico
The Spot 4MKE - Milwaukee, WI
Task Fee
A. Discovery and Assessment
B. Organizational Alignment and Governance Review
C. Stakeholder and Community Engagement
D. Vision, Mission, and Values
E. Strategic Priorities and Goals
F. Implementation Framework
Advisory Year Post-Adoption
Extended Public Engagement
Market/Economic Analysis
Detailed Financial Modeling
Branding/Marketing Strategy
Detailed Catalytic Project Studies
$95,000
$5,000 – 45,000 Estimated range
Outside Scope. May be provided based on project process needs as determined by the DDA Board.
MEMO
TO: DDA Board
Tim Harris, Chairman
Robert Sanders, Vice Chairman
Samantha Bratter
Peter Cruise
Daryl Houston
Bernardo Neto
Rick Reikenis
FROM: Teneka James-Feaman, Executive Director
RE: Artificial Intelligence (AI) Policy Development
DATE: June 16, 2026
At the May Board Meeting, the Board directed staff to explore the development of an Artificial Intelligence (AI) policy to guide the responsible use of AI technologies within the organization.
In response, staff met with representatives from BotQueen, a consulting firm specializing in AI strategy, governance, training, and implementation. The discussion focused on best practices for AI adoption, organizational governance frameworks, staff training needs, risk management, and policy development.
BotQueen Team
Caitlen Macias – Founder & CEO, BotQueen
Caitlen Macias is the Founder and CEO of BotQueen, specializing in AI strategy, governance, and training for businesses and nonprofits. She has over a decade of experience in innovation and organizational development and serves as an Executive Fellow with the National Privacy Council and on Palm Beach State College’s AI Curriculum Advisory Council.
Chase Fopiano – Lead AI Governance Expert
Chase Fopiano is a cybersecurity and AI governance expert focused on privacy, security, and responsible AI implementation. He serves as Chief Trust Officer for GovTrust AI and Executive Director of the National Privacy Council. His background includes leadership roles in AI governance, policy development, and cybersecurity, with a focus on balancing innovation and risk management.
During the meeting, BotQueen outlined the importance of establishing clear organizational guidelines regarding the use of AI tools. Topics discussed included:
• Appropriate and prohibited uses of AI technologies;
• Data privacy and security considerations;
• Transparency and disclosure requirements;
• Human oversight and accountability;
• Staff training and education;
• Risk management and compliance;
• Governance structures for evaluating emerging AI tools and technologies.
The consultants indicated that they could assist the DDA in developing a tailored AI policy and governance framework that aligns with the organization's operational needs and public-sector responsibilities.
Staff has received a proposal from BotQueen outlining the scope of services, deliverables, and associated costs for the development of an Artificial Intelligence (AI) Governance Framework and Organizational AI Policy. The proposal is being presented for Board review, discussion, and direction.
BotQueenreservestherighttoreschedulemeetingsortraining sessionsduetounforeseencircumstances,includingbutnotlimited to: ReasonablenoticewillbeprovidedtotheClientwheneverpossible.
The Property Appraiser notified the DDA on May 27, 2026, of its estimated taxable value. The total estimated taxable value for FY 2027 is $4,791,806,771 with new construction estimated $233,346,982 The taxable value in FY 2026 was $4,337,981,564 There has been a 10.46% increase in property value from the prior year. The proposed budget for FY 2027 has a less than 1% increase
The FY 2027 budget is based on DDA five-year work plan and the interlocal agreement between the DDA, City and CRA.
Recommendations:
• Transportation Services: Pursuant to the Interlocal Agreement (ILA), the DDA provides funding to support downtown transportation services. The City is preparing to launch a new mobility program that will include both on-demand and fixed-route service options. Staff recommends allocating the DDA's transportation funding toward the on-demand service operating within the DDA district boundaries, as the fixed-route service plan has not yet been finalized.
• Community Outreach and Innovative Policing: Continue funding community outreach initiatives in partnership with the Police Department's Entertainment District Unit (EDU). As frontline responders to homelessness-related challenges, EDU officers utilize these funds to assist individuals experiencing homelessness with temporary shelter, transportation to family members, and other supportive services that help transition people off the streets and into more stable situations.
• Ambassador Program Expansion: Increase funding for the Ambassador Program to support expanded clean and hospitality services along the waterfront, ensuring a consistent level of maintenance, visitor assistance, and place management.
Staff will be presenting a draft of the FY 2027 budget.
MEMO
TO: DDA Board
Tim Harris, Chairman
Robert Sanders, Vice Chairman
Samantha Bratter
Peter Cruise
Daryl Houston
Bernardo Neto
Rick Reikenis
FROM: Samantha Moore, Director of Administration
RE: Executive Director Annual Performance Review for 2025 – 2026 AMENDED
DATE: June 16, 2026
Annually, the DDA Board reviews the performance of the Executive Director through an online survey. Attached is the Executive Director Annual Review Report prepared by James-Feaman, which outlines key accomplishments from the past year.
The performance evaluation consisted of 9 questions and options to provide comment for each question.
The rating scale is as follows:
5 – Superior: Performance consistently exceeds expectations and serves as a model for others.
4 – Exceeds Expectations: Frequently exceeds established expectations and goals.
2 – Needs Improvement: Performance is inconsistent or falls short in some areas.
1 – Unsatisfactory: Performance does not meet expectations and requires significant improvement.
Based on the Executive Director Pay Plan updated by our HR consultants, HRCC, in 2025, the current pay range and recommended annual pay increases for the Executive Director position are:
The current recommended pay increases based on overall assessment results are as follows:
• Exceeds expectations in most Key Areas
3.5 - 5.0% increase in pay
• Meets expectations in all Key Areas 2.0 – 3.4% increase in pay
• Needs improvement in some Key Areas
0.0 – 1.9% increase in pay
The results and comments of the Executive Director performance evaluation are attached for your review. The overall average score across all performance areas in the Executive Director evaluation is 4.1 out of 5 This indicates that responses fall between 'Exceeds Expectations' and 'Superior' on the rating scale. Based on the evaluation results, the recommended increase in pay is 3.5 – 5% with an effective date of July 1, 2026.
7 responses
Strategic Leadership and Professional Expertise To what extent does the Executive Director demonstrate the leadership, expertise, professionalism, and commitment to organizational values necessary to effectively lead the organization? Consider the Executive Director’s understanding of the organization’s mission, industry trends, and best practices to support organizational performance.
7 responses
Work HabitsTo what extent does the Executive Director demonstrate positive, cooperative, and professional work habits, including a constructive attitude toward work assignments, compliance with established organizational policies, and a commitment to supporting organizational goals and values?
7 responses
Board Relations and Governance SupportHow effectively does the Executive Director support the Board of Directors in fulfilling its governance responsibilities? Consider the quality and timeliness of information provided to the Board, responsiveness to Board requests, implementation of Board policies and directives, and the ability to foster a productive and collaborative Board–Executive Director relationship.
7 responses
Financial StewardshipHow effectively does the Executive Director ensure strong fiscal management, financial planning, and organizational sustainability; and collaborating effectively with the Board of Directors to ensure long-term financial health?
7 responses
Talent Development and Human Resource Leadership How effectively does the Executive Director recruit, develop, retain, and support staff? Consider employee engagement, performance management, professional development, and fostering a productive and inclusive workplace culture.
7 responses
External Relations, Community Engagement, and Public RepresentationTo what extent does the Executive Director effectively build and sustain productive relationships with stakeholders, community partners, government agencies, and other external constituencies while serving as the public representative of the organization? Consider advocacy efforts, community leadership, relationshipbuilding, public speaking, media relations, and the ability to enhance the organization’s visibility, reputation, and influence.
7 responses
Accountability and ReliabilityHow effectively does the Executive Director communicate and maintain accountability with the Board, staff, stakeholders, and community partners through transparent communication, follow-through on commitments, and timely reporting of organizational performance, significant issues, and opportunities?
7 responses
Judgment and Decision-MakingTo what extent does the Executive Director demonstrate sound judgment and effective decision-making by applying logical analysis, and strong problem-solving skills; accurately assessing issues, determining appropriate courses of action, and acting in a prompt and decisive manner?
7 responses
Adaptability, Planning, and Organizational LeadershipHow effectively does the Executive Director plan, organize, and lead the organization in a dynamic environment? Consider their ability to establish priorities, anticipate future needs, coordinate resources and stakeholders, adapt strategies in response to changing circumstances, navigate challenges, embrace innovation, foster collaboration, and effectively implement organizational goals and initiatives.
