REGULAR BOARD MEETING AGENDA
Downtown Development Authority Tuesday, August 18, 2026 8:30 AM 107 S. Olive Avenue, Suite 200 West Palm Beach, FL 33401 https://downtownwpb.com/DDA Dial: +1 301 715 8592 Webinar ID: 875 1477 4053 CALL TO ORDER
Peter Cruise
PUBLIC COMMENTS AND QUESTIONS
Peter Cruise
CONSENT CALENDAR (Action Required) • Minutes of Regular Board Meeting July 21, 2026 • Financial Statements of July 31, 2026
Peter Cruise
PRESENTATIONS • • •
BBB Ambassador recognition Discover the Palm Beaches 400 Hibiscus Street
Catherine Ast Sergio Piedra Tyler Woolsey
OLD BUSINESS (Action Required) • •
FY 26-27 Budget Legal Engagement Letter FY 26-27
Teneka James-Feaman Janice Rustin
NEW BUSINESS (Action Required) • •
Bond Process Discussion Strategic Plan Workshop
ANNOUNCEMENTS
Janice Rustin Teneka James-Feaman
Teneka James-Feaman
ADJOURNMENT
Peter Cruise
107 S. Olive Avenue, Suite 200, West Palm Beach, FL 33401 Phone: 561.833-8873|Fax: 561.833.5870| www.downtownwpb.com
REGULAR BOARD MEETING MINUTES Downtown Development Authority Tuesday, July 21, 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 Peter Cruise, Vice Chair Daryl Houston, Bernardo Neto, Samantha Bratter, Kasia Marczyk, Jordan Rathlev, and Craig Glover. DDA Staff in attendance Teneka James-Feaman, Marley Angervil, Tiffany Faublas, Catherine Ast, Sabrina Lolo, Sherryl Muriente (virtual) and Janice Rustin LLW. Guests: Debby Coles-Dobay, Scott Sanders, Silvia Perez, Mike Schmidtt, and James Waldron. Cathy Li and Clay Danker (virtual). CALL TO ORDER Rustin called the meeting to order at 8:30am. PUBLIC COMMENTS No public comments Recognition of Outgoing Board Members James-Feaman recognized the dedicated service of former board members Reikenis and Sanders for their many years of leadership and commitment to the West Palm Beach Downtown Development Authority. James-Feaman highlighted Reikenis' distinguished career in civil and environmental engineering and his extensive public service, including his time as Mayor and City Commissioner for the City of West Palm Beach. She thanked him for his decade of service to the DDA and presented him with a commemorative award recognizing his leadership and contributions. James-Feaman also recognized former Vice Chair Robert Sanders for his decades of public service and leadership in government, economic development, and downtown revitalization. Although Sanders was unable to attend, his son, Scott Sanders, accepted the award on his behalf. PRESENTATIONS FY 2026 – 2027 Budget Presentation James-Feaman presented the proposed Fiscal Year 2026–2027 operating budget and provided an overview of the DDA’S strategic priorities and financial outlook. She explained that the proposed budget continues to align with the DDA mission of supporting a vibrant, safe, and economically strong downtown. She highlighted key initiatives and priorities and presented a breakdown of each budget schedule. James-Feaman reported that taxable property values within the DDA district increased by approximately ten percent over the previous year, reflecting continued investment and redevelopment throughout downtown. She also reviewed the history of the DDA's millage rate and explained that the proposed budget maintains the current rate while continuing the DDA long-term financial planning efforts.
107 S. Olive Avenue, Suite 200, West Palm Beach, FL 33401 Ph: 561.833.8873 Fax: 561.833.5870 * DowntownWPB.com
The proposed Fiscal Year 2026-2027 budget projects $11 million in revenue. James-Feaman explained that the DDA has continued reducing its post-pandemic carry-forward fund balance while maintaining healthy financial reserves and investing in programs that support the downtown district. District Services and Public Realm continue to represent the DDA largest operating investments. James-Feaman highlighted the planned growth of ambassador cleaning and pressure washing services to the City's waterfront beginning September 1, noting that the additional coverage will require increased staffing and equipment to maintain the expanded service area. She also reviewed proposed investments in business development, communications, public safety, and placemaking initiatives. Funding for leasehold improvement grants has been increased to encourage additional private investment, while communications funding continues to support destination marketing, public relations, special events, and promotional campaigns. She noted that several professional service expenses have decreased following completion of major planning studies during the current fiscal year. Operational expenses remain relatively stable, with increases primarily to annual office lease adjustments, and dayto-day operating expenses remain largely consistent with the current fiscal year's budget. Values of Downtown IDA James-Feaman introduced Linn, Director of Research, and Danneker, Research Manager, with the International Downtown Association (IDA), who presented the 2026 Value of Downtown West Palm Beach study. The presentation evaluated downtown using five core principles: economy, inclusion, vibrancy, identity, and resilience, and highlighted Downtown West Palm Beach's continued growth and economic significance The presenters reported that Downtown West Palm Beach has advanced from a “Growing Downtown" to an "Established Downtown," showing its strong residential growth, employment, and increasing contribution to the City's tax base. The study also noted continued office development, population growth, and strong post-pandemic recovery, with worker activity exceeding pre-pandemic levels. Board members discussed the inclusion of the Historic Northwest neighborhood, and opportunities to strengthen connectivity between surrounding neighborhoods and downtown. The Board thanked the presenters for the informative presentation. Public Art Valuation Muriente introduced public art consultant Coles-Dobay to present the Downtown Public Art Valuation Study. The study created the first comprehensive inventory of public artwork throughout downtown and established a long-term resource for documenting, preserving, and managing the collection. The study showed more than 100 public artworks throughout the district and found that the collection has increased in estimated value from approximately $12 million to nearly $18 million. Coles-Dobay discussed the importance of public art in supporting placemaking, tourism, economic development, and Downtown West Palm Beach's cultural identity Board members discussed opportunities to use the inventory to support future public art initiatives, educational programming, tourism, and collaboration with the City's Art in Public Places program. The Board expressed appreciation for the study and recognized it as a valuable resource for preserving and promoting downtown's public art collection. 107 S. Olive Avenue, Suite 200, West Palm Beach, FL 33401 Ph: 561.833.8873 Fax: 561.833.5870 * DowntownWPB.com
ELECTION OF OFFICERS Rustin opened the floor for Election of Officers for a one (1 year term. Houston nominated Cruise as Chairman, Bratter nominated Houston as Vice Chairman, and Cruise nominated James Feaman as Secretary. Rustin requested a motion to appoint the nominated officers. Neto motioned to appoint the nominated officers; Bratter seconded the motion. The Motion passed unanimously. SETTING OF MILLAGE RATE Rustin requested a motion to set the proposed millage rate at the not to exceed millage rate of 2.000 mills. The final millage rate is determined at the public budget hearings held in September. Bratter made a motion to set millage rate at 2.000 mills; Houston seconded the motion. The Motion passed unanimously. Resolution No. 2-2026 proposed Budget Rustin presented Resolution No. 02-2026 which details the proposed budget for the increment from the 2nd mill for the upcoming year as required by the interlocal agreement with the CRA and City. Resolution No. 02 – 2026 title was read for the record. James-Feaman explained that the Resolution represents approximately fifty percent of the DDA's budget and supports services and programs within the downtown district. Bratter made a motion to approve Resolution No. 02- 2026; Houston seconded the motion. The Motion passed unanimously. SET MEETING DATES James-Feaman presented the proposed public hearing dates for the Fiscal Year 2026-2027 budget adoption process. She explained that the recommended dates were selected to avoid conflicts with the City of West Palm Beach, the School District, Palm Beach County, and the Property Appraiser's budget schedules. The remaining Board meetings will continue to be held on the third Tuesday of each month. Neto made a motion to approve DDA Board meeting schedule and Public Hearing Dates. Bratter seconded the motion. The motion passed unanimously. CONSENT CALENDAR Minutes of Regular Board Meeting June 16, 2026 Financial Statements of June 30, 2026 Rustin announced the board adding to the record of Reikenis recusing himself from discussion and voting on the Strategic Planning Services Agreement at the last board meeting. Due to a contractual relationship with Stratus on another project in West Palm Beach. Reikenis completed and signed Form 8B, Memorandum of Voting Conflict for County, Municipal, and Other Local Public Officers. Houston made a motion to approve the Consent Calendar. Neto seconded the motion, the motion passed unanimously. OLD BUSINESS Circuit Transportation Agreement Amendment James-Feaman informed the Board that the City's anticipated launch of the West Palm transportation program had been delayed from the end of July to the end of August. Under the DDA's existing agreement, Circuit service would end once the City's new transportation program became operational. To prevent interruption in service, staff 107 S. Olive Avenue, Suite 200, West Palm Beach, FL 33401 Ph: 561.833.8873 Fax: 561.833.5870 * DowntownWPB.com
recommended amending the current agreement with Circuit to allow service to continue until the city officially launches the new program. The amendment extends the agreement through September 30, 2026, while allowing the DDA to terminate the agreement earlier if the City's transportation program begins before that date. Neto asked whether Circuit was prepared to continue providing service and expressed concern regarding signage that had already been installed announcing the termination of service. James-Feaman confirmed that Circuit has continued operating under the DDA's contract and that staff would coordinate with the City to ensure signage is updated to avoid public confusion. Houston made a motion to approve the Circuit Transportation Agreement Amendment. Glover seconded the motion. The motion passed unanimously Strategic Plan Board Workshop Discussion James-Feaman informed the Board that staff has met with the Stratus team to begin the Strategic Plan development. She explained that the at the August Board meeting we would like to hold a kickoff workshop and requested that Board members plan to remain for approximately one and one half hours, with the first portion of the meeting reserved for regular Board business before transitioning into the strategic planning session. James-Feaman explained that incorporating the workshop into the regularly scheduled Board meeting would allow all Board members to participate while avoiding the need to schedule a separate meeting and ensuring compliance with Florida's Sunshine Law requirements. She noted that Marczyk would be unable to attend in person and that staff would coordinate separately to obtain any necessary input. NEW BUSINESS Rustin presented a request to amend the DDA’s legal services engagement with Lewis, Longman & Walker, P.A. She explained that the firm's original engagement was based on an estimated 8 to 10 hours of legal services per month; however, the DDA's legal needs have consistently exceeded those expectations due to contract negotiations, governance issues, and ongoing legal support provided throughout the year. She also noted that the firm has made efforts to control costs by utilizing associates and paralegals whenever appropriate. The Board discussed several options for restructuring the monthly retainer. Rather than increasing the monthly flat fee to $5,500 regardless of usage, Legal Counsel proposed maintaining the existing $3,000 monthly retainer while establishing an annual cap of $66,000. Under the proposed, monthly legal fees could fluctuate based on the level of services provided, allowing months with lower legal activity to offset months requiring additional legal work. Any unused budgeted funds would remain within the legal services budget and could be addressed through a future budget amendment if necessary. Board members discussed the proposed billing structure and agreed that the annual cap would provide greater flexibility while allowing the DDA to budget appropriately for legal services. Rustin advised that she would prepare a revised engagement letter reflecting the proposed billing structure, including the $66,000 annual not-to-exceed cap, and present it to the Board for consideration at the next Board meeting prior to the October 1 date effective. ANNOUNCEMENTS Cruise requested that James-Feaman review the resources available to assist property owners in leasing vacant commercial spaces. James-Feaman explained that the DDA offers several services to help improve the appearance and marketability of vacant storefronts. These services include installing lifestyle graphics with leasing information 107 S. Olive Avenue, Suite 200, West Palm Beach, FL 33401 Ph: 561.833.8873 Fax: 561.833.5870 * DowntownWPB.com
on vacant storefront windows, coordinating ambassador clean-up services before scheduled property showings, and addressing litter or other conditions around storefronts to improve first impressions for future tenants. She noted that staff is currently working with several property owners to utilize these services, including preparations for recently vacated storefronts. ADJOURNMENT There being no further business to discuss; Cruise adjourned the meeting at 10:07am.
107 S. Olive Avenue, Suite 200, West Palm Beach, FL 33401 Ph: 561.833.8873 Fax: 561.833.5870 * DowntownWPB.com
Board Financials West Palm Beach Downtown Development Authority For the Period Ending July 31, 2026
Prepared on
August 6, 2026
No CPA provides any assurance on these financial statements.
Table of Contents Balance Sheet Comparison ............................................................................................................................... 3 YTD Actual vs Total Yearly budget .................................................................................................................... 4
2/6
Balance Sheet Comparison As of July 31, 2026
Total As of Jul 31, 2026
As of Jul 31, 2025 (PY)
1010 PNC Bank Operating 1300 PNC Investment Management Acct
719,491.16 4,108,786.30
700,543.30 3,749,927.33
Total Bank Accounts
4,828,277.46
4,450,470.63
ASSETS Current Assets Bank Accounts
Other Current Assets 1050 Petty Cash
50.00
50.00
1155 Due from Employees
861.04
0.00
1250 Interest Income Receivable
12.91
5,256.11
QuickBooks Tax Holding Account
8,811.02
Total Other Current Assets
9,734.97
5,306.11
4,838,012.43
4,455,776.74
1530 Lease Security Deposit
23,000.00
23,000.00
Total Other Assets
23,000.00
23,000.00
$4,861,012.43
$4,478,776.74
20000 *Accounts Payable
377,867.96
347,660.52
Total Accounts Payable
377,867.96
347,660.52
8,811.02
0.00
0.00
-619.96
Total Current Assets Other Assets
TOTAL ASSETS LIABILITIES AND EQUITY Liabilities Current Liabilities Accounts Payable
Other Current Liabilities 24000 Payroll Liabilities 25000 Due to Lincoln National 25100 Vision Premium Payable
0.02
-11.88
387.74
4.53
25300 Flexible Spending Withholding
1,055.52
1,234.14
Total Other Current Liabilities
10,254.30
606.83
388,122.26
348,267.35
388,122.26
348,267.35
32000 Fund Balance
2,753,049.53
3,206,789.88
Net Income
1,719,840.64
923,719.51
Total Equity
4,472,890.17
4,130,509.39
$4,861,012.43
$4,478,776.74
25200 Suppl Med Ins. Premium Payable
Total Current Liabilities Total Liabilities Equity
TOTAL LIABILITIES AND EQUITY
No CPA provides any assurance on these financial statements.
3/6
YTD Actual vs Total Yearly budget October 2025 - June 2026
Total Actual
Budget
over Budget
% of Budget
3,995,663
4,035,153
-39,490
99.00 %
4020 TIF
-3,858,628
-3,858,628
0
100.00 %
4030 DDA/CRA Interlocal
8,143,378
8,143,378
0
100.00 %
55,775
278,000
-222,225
20.00 %
40,000
-40,000
200
-200
INCOME 4010 Tax Revenues
4032 DDA/City Interlocal Reimbursements 4070 Grants and Contributions 4071 Fees and Services 4900 Interest Income
65,037
100,000
-34,963
65.00 %
Total Income
8,401,224
8,738,103
-336,879
96.00 %
GROSS PROFIT
8,401,224
8,738,103
-336,879
96.00 %
1,202,874
-1,202,874
EXPENSES 7000 Personnel Expense 6610-01 Salary
590,091
590,091
6610-03 Payroll Taxes
42,302
42,302
6610-06 Retirement - Pension
58,267
58,267
700100 Dental Insurance
3,091
3,091
700200 Health Insurance
38,373
38,373
700300 LIfe and Disability and ADD
6,173
6,173
Total 7000 Personnel Expense
738,297
1,202,874
-464,577
61.00 %
7100-00 Insurance Expense
52,760
58,000
-5,240
91.00 %
7200 Rent Expense
175,740
250,000
-74,260
70.00 %
7300 Tax Collection
30,946
28,000
2,946
111.00 %
7800 Travel and Training
16,357
50,000
-33,643
33.00 %
238,865
-238,865
7900 Reserves Business Development 6140 Grand Open/New Business
450
15,000
-14,550
3.00 %
6195 Leasing/Brokers Meeting
7,500
18,000
-10,500
42.00 %
6230 Business Training and Support
7,323
60,000
-52,677
12.00 %
6240 Facade Improvements
31,428
110,000
-78,572
29.00 %
6321 Property and Business Incentives
276,976
350,000
-73,024
79.00 %
6330 Business Partnerships
122,104
150,000
-27,896
81.00 %
Total Business Development Communications / Public Relations
445,781
703,000
-257,219
63.00 %
6120 Advertising
266,053
425,000
-158,947
63.00 %
6122 Public Relations
94,000
185,000
-91,000
51.00 %
6190 Retail Promotion
7,900
25,000
-17,100
32.00 %
6210 Community & Cultural Promotion
79,652
175,000
-95,348
46.00 %
6235 Value Added Programs
76,000
75,000
1,000
101.00 %
6300 Collateral Materials 7700 Communication Programs, Equipment & Web
60,694 57,636
80,000 100,000
-19,306 -42,364
76.00 % 58.00 %
No CPA provides any assurance on these financial statements.
4/6
Total Actual
Budget
over Budget
% of Budget
641,935
1,065,000
-423,065
60.00 %
6220 Holiday Lights
227,407
250,000
-22,594
91.00 %
6236 Pressure Washing & Maintenance
375,227
800,000
-424,773
47.00 %
6270 Landscaping
500,180
953,000
-452,820
52.00 %
209,000
-209,000
Total Communications / Public Relations District Services
6290 Public Space Enhancement 6295 Clean Team
1,003,328
2,000,000
-996,672
50.00 %
Total District Services General Office
2,106,142
4,212,000
-2,105,858
50.00 %
6010 General Office Expense
19,607
45,000
-25,393
44.00 %
60500 Investment Expenses
3,907
3,907
Total 6010 General Office Expense 6030 General Postage
23,514 403
45,000 2,000
-21,486 -1,597
52.00 % 20.00 %
6040 Equipment, Computers, Programs
30,916
55,000
-24,084
56.00 %
Total General Office
54,833
102,000
-47,167
54.00 %
3,116
12,000
-8,884
26.00 %
Operations 6420 Dues 6430 Hospitality
959
6,000
-5,041
16.00 %
6440 Board Meeting
2,194
3,000
-806
73.00 %
6460 Telephone Expense
4,250
7,000
-2,750
61.00 %
10,518
28,000
-17,482
38.00 %
6241 Studies and Surveys
64,000
100,000
-36,000
64.00 %
6510 Accounting
17,500
36,000
-18,500
49.00 %
6520 Audit
21,500
25,000
-3,500
86.00 %
6530 Legal
65,250
100,000
-34,750
65.00 %
6540 Professional Service
7,425
60,000
-52,575
12.00 %
Total Professional Services Public Realm
175,675
321,000
-145,325
55.00 %
6372 Placemaking Programs
139,215
150,000
-10,785
93.00 %
7500 Transportation
344,521
600,000
-255,479
57.00 %
7600 Downtown Ambassador Program
971,322
1,595,000
-623,678
61.00 %
7610 Community Outreach & Policing
619,787
750,000
-130,213
83.00 %
2,074,845
3,095,000
-1,020,155
67.00 %
6,523,829
11,353,739
-4,829,910
57.00 %
1,877,395
-2,615,636
4,493,031
-72.00 %
OTHER INCOME 4210 DDA Carryforward
848,857
-848,857
4230 CRA Carryforward
1,766,779
-1,766,779
Total Operations Professional Services
Total Public Realm Total Expenses NET OPERATING INCOME
Total Other Income
0
2,615,636
-2,615,636
0%
NET OTHER INCOME
0
2,615,636
-2,615,636
0.00 %
$1,877,395
$0
$1,877,395
0%
NET INCOME
No CPA provides any assurance on these financial statements.
5/6
No CPA provides any assurance on these financial statements.
6/6
MEMO TO:
DDA Board Peter Cruise, Chairman Daryl Houston, Vice Chairman Samantha Bratter Craig Glover Kasia Marcyzk Bernardo Neto Jordan Rathlev
FROM: Teneka James-Feaman, Executive Director RE:
FY 26-27 Budget
DATE: August 18, 2026 At the July 21, 2026, Board meeting, staff presented the proposed Fiscal Year 2026–2027 Operating Budget, including projected revenues, operating expenditures, capital improvements, and programmatic initiatives that support the Downtown Development Authority's Strategic Plan and organizational priorities. The proposed budget reflects the Authority's continued investment in core services, including district maintenance, public safety, communications, economic development, placemaking, transportation, and organizational operations. The budget also supports expanded initiatives that respond to the continued growth and evolving needs of downtown West Palm Beach while maintaining fiscal responsibility. Since the July presentation, no substantive changes have been made to the proposed budget. The attached budget summary provides an overview of the budget for Fiscal Year 2026–2027. 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. 107 S Olive Avenue, Suite 200, West Palm Beach, FL 33401 Phone: 561.833.8873 - DowntownWPB.com
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 is requesting approval of FY 2027 budget.
107 S Olive Avenue, Suite 200, West Palm Beach, FL 33401 Phone: 561.833.8873 - DowntownWPB.com
West Palm Beach Downtown Development Authority FY 2026/2027 DRAFT Budget DDA 2026-2027 Tax Revenues @ .97 mil $ 4,415,650 TIF $ (4,239,124) DDA/CRA Interlocal Agreement $ DDA/City Interlocal Reimbursements $ CRA Project Funding $ Interest $ 100,000 Grants $ 20,000 Fees/Services $ 200 Carryforwards $ Total Revenue $ 296,726 Revenue
4010 4020 4030 4032 4035 4900 4070 4071 4210
6140 6195 6230 6240 6321 6330
CRA/City Project Fund $ $ $ $ 200,000 $ $ $ $ $ $ 200,000
CRA Carry Forward $ $ $ $ $ $ $ $ $ 1,500,000 $ 1,500,000
DDA Carry Forward $ $ $ $ $ $ $ $ $ 525,000 $ 525,000
CRA 2026-2027
CRA/City Project Fund
CRA Carry Forward
DDA Carry Forward
DDA 2026-2027
Expenses Business Development Grand Openings/New Business Training Leasing/Brokers Meetings Business Training and Support Façade Improvement Programs Property & Business Incentives Business Partnerships
CRA 2026-2027 $ $ $ 8,927,907 $ $ $ $ $ $ $ 8,927,907
$ $ $ $ $ $ Totals $
-
$ $ $ $ $ $ $
DDA 2026-2027 6220 6236 6270 6290 6295
District Services Holiday Lights Pressure Washing & Maintenance Landscaping Public Space Enhancements Downtown Clean Team
$ $ $ $ $ Totals $
-
10,000 10,000 25,000 75,000 200,000 75,000 395,000 CRA 2026-2027
$ $ $ $ $ $
220,000 700,000 520,000 100,000 1,750,000 3,290,000
$ $ $ $ $ $ $
-
$ $ $ $ $ $ $
CRA/City Project Fund $ $ $
200,000
$ $
200,000
5,000 8,000 35,000 30,000 150,000 50,000 278,000
$ $ $ $ $
-
$
-
CRA Carry Forward $ $ $ $ $ $
150,000 80,000 500,000 730,000
FY 25/26 $ $ $ $ $ $ $ $ $ $
Grand Total $ $ $ $ $ $ $
DDA Carry Forward $ $ $ $ $ $
30,000 134,000 100,000 264,000
4,415,650 (4,239,124) 8,927,907 200,000 100,000 20,000 200 2,025,000 11,449,633
15,000 18,000 60,000 105,000 350,000 125,000 673,000 Grand
$ $ $ $ $ $
TOTAL 250,000 850,000 934,000 200,000 2,250,000 4,484,000
West Palm Beach Downtown Development Authority FY 2026/2027 DRAFT Budget
6120 6122 6210 6235 7700 6300
Communications /Public Relations Advertising Public Relations Community and Cultural Promotions Value Added Programs Communication Programs, Equipment & Web Collateral Materials
DDA 2026-2027 $ $ $ $ $ $ Totals $
-
CRA 2026-2027 $ $ $ $ $ $ $
DDA 2026-2027 6372 7500 7600 7610
Public Realm Placemaking Programs Transportation Downtown Ambassador Program Community Outreach & Policing
$ $ $ $ Totals $
20,000 20,000
CRA 2026-2027 $ $ $ $ $
DDA 2026-2027 6010 6040 6030
General Office General Office Equipment, Computers & Programs General Postage
$ $ $ Totals $
2,000 2,000
305,000 150,000 75,000 75,000 75,000 80,000 760,000
110,000 400,000 1,458,000 750,000 2,718,000 CRA 2026-2027
$ $ $ $
20,000 55,000 75,000
CRA/City Project Fund $ $ $ $ $ $ $
-
CRA Carry Forward $ $ $ $ $ $ $
CRA/City Project Fund $ $ $ $ $
-
$ $ $ $ $
-
200,000 137,000 337,000
100,000
$
$ $ $
100,000
$
-
$
DDA Carry Forward
$ $ $ $
CRA Carry Forward $ $ $ $
Grand
$ $ $
CRA Carry Forward
CRA/City Project Fund $ $ $ $
95,000 35,000 25,000 155,000
DDA Carry Forward
-
Grand $ $ $ $ $
DDA Carry Forward $
25,000
$ $
25,000
TOTAL 400,000 185,000 175,000 75,000 100,000 80,000 1,015,000
TOTAL 130,000 600,000 1,595,000 750,000 3,075,000 Grand
$ $ $ $
TOTAL 45,000 55,000 2,000 102,000
West Palm Beach Downtown Development Authority FY 2026/2027 DRAFT Budget DDA 2026-2027 6420 6430 6440 6460
Operations Dues Hospitality Board Meetings/Legal Notices Telephone
$ $ $ $ Totals $
7,000 3,000 2,000 2,000 14,000
CRA 2026-2027 $ $ $ $ $
DDA 2026-2027 6241 6510 6520 6530 6540
Professional Services Studies and Surveys Accounting Audit Legal Professional Services
$ $ $ $ $ Totals $
25,000 80,000 105,000
Personnel Insurance Rent Tax Collection Travel & Training (Board & Staff) Reserves
$ $ $ $ $ $ Totals $ Total Expenses $
47,874 53,000 21,000 20,000 13,852 155,726 296,726 -
$ $ $ $ - $
CRA 2026-2027 $ $ $ $ $ $
DDA 2026-2027 7000 7100 7200 7300 7800 7900
-
CRA/City Project Fund
25,000 22,500 60,000 107,500 CRA 2026-2027
$ $ $ $ $ $ $ $
1,155,000 300,000 127,407 1,582,407 8,927,907 -
-
CRA Carry Forward
$ $ $ $ - $
CRA/City Project Fund $ $ $ $ $ $
-
200,000 -
$ $ $ $ - $
CRA Carry Forward
$ $ $ $ $
CRA/City Project Fund $ $ $ $ $ $ $ $
-
DDA Carry Forward
-
$ $ $ $ $
1,500,000 -
$ $ $ $ $
DDA Carry Forward
$ $ $ $ $
CRA Carry Forward
$
5,000 3,000 1,000 5,000 14,000
Grand
11,000 65,000 76,000
Grand $ $ $ $ $ $
DDA Carry Forward
$
5,000
$ $ $ $ $
7,000 20,000 14,000 46,000 525,000 -
TOTAL 12,000 6,000 3,000 7,000 28,000
TOTAL 25,000 36,000 22,500 145,000 60,000 288,500 Grand
$ $ $ $ $ $ $ $
TOTAL 1,202,874 58,000 300,000 28,000 40,000 155,259 1,784,133 11,449,633 -
MEMO
DDA Board Peter Cruise, Chairman Daryl Houston, Vice Chairman Samantha Bratter Craig Glover Kasia Marcyzk Bernardo Neto Jordan Rathlev
TO:
FROM: Teneka James-Feaman, Executive Director RE:
Request for Amendment – General Counsel Services
DATE: August 18, 2026 The West Palm Beach Downtown Development Authority entered into an engagement agreement with Lewis, Longman & Walker, P.A. on October 8, 2024, for General Counsel services under a monthly flat-fee arrangement of $3,000 per month. The fee was based on an anticipated workload of approximately 8 to 10 hours of legal services per month at a blended hourly rate of $350. Since the agreement began, the legal needs of the DDA have increased significantly. Over the past year, the organization has undertaken several complex initiatives requiring additional legal support, including: • • • • •
Procurement and negotiation of major contracts and professional service agreements. Interlocal agreements and expanded service agreements with the City. Policy and governance matters. Legislative review and legal analysis. Increased coordination with City departments and partner agencies.
Billing records demonstrate that between June 2025 and May 2026, the firm provided approximately 193.4 hours of legal services with a total value of $67,979.50, while the DDA paid $36,000 under the existing flatfee arrangement. Based on the Board's discussion at the July 21, 2026, meeting, Lewis, Longman & Walker has revised its request. Rather than increasing the monthly flat fee, the firm is proposing a not-to-exceed annual legal services budget of $66,000, effective October 1, 2026. Legal services will be billed monthly based on actual hours worked at the agreed-upon blended hourly rate, up to the approved annual maximum. This approach provides greater transparency by aligning monthly billings with actual legal services rendered while establishing a defined annual spending cap for budgetary purposes.
107 S Olive Avenue, Suite 200, West Palm Beach, FL 33401 Phone: 561.833.8873 - DowntownWPB.com
Recommended Action Approve the amendment increasing the legal services budget and authorize the Executive Director to execute the amended engagement agreement with Lewis, Longman & Walker, P.A., establishing a not-toexceed annual legal services budget of $66,000, with legal services billed monthly based on actual hours incurred, effective October 1, 2026.
107 S Olive Avenue, Suite 200, West Palm Beach, FL 33401 Phone: 561.833.8873 - DowntownWPB.com
MEMO TO:
DDA Board Peter Cruise, Chairman Daryl Houston, Vice Chairman Samantha Bratter Craig Glover Kasia Marcyzk Bernardo Neto Jordan Rathlev
FROM: Janice Rustin RE:
Bond Process Discussion
DATE: August 18, 2026 As part of the Board's ongoing discussions regarding strategic property acquisition opportunities within the Downtown Development Authority (DDA) district, General Counsel will provide an overview of potential financing options available to the DDA. The discussion will focus on the Authority's statutory bonding authority, potential financing mechanisms, legal considerations, and the processes associated with utilizing bond proceeds for the acquisition of property within the DDA district. This discussion is intended to provide the Board with foundational information to assist in evaluating future opportunities that may support the DDA's long-term strategic objectives.
107 S Olive Avenue, Suite 200, West Palm Beach, FL 33401 Phone: 561.833.8873 - DowntownWPB.com
MEMO TO:
DDA Board Peter Cruise, Chairman Daryl Houston, Vice Chairman Samantha Bratter Craig Glover Kasia Marcyzk Bernardo Neto Jordan Rathlev
FROM: Teneka James-Feaman, Executive Director RE:
Strategic Plan – Stratus Team, LLC
DATE: August 18, 2026 We will be officially launching the DDA's Strategic Planning process during this Board meeting. This workshop marks the first of several opportunities for the Board to engage with the Stratus Team throughout the strategic planning process. Following the regular Board meeting, Stratus will facilitate a one-hour kickoff workshop designed to gain your feedback, insight, and vision for the organization's first Strategic Plan. The discussion will focus on understanding the Board's priorities, long-term aspirations, and desired outcomes for the DDA over the next five years. Your participation and candid input will be essential in helping shape the direction of the plan. To ensure a productive discussion, I encourage each Board member to review the attached Scope of Work and Proposal prior to the meeting.
107 S Olive Avenue, Suite 200, West Palm Beach, FL 33401 Phone: 561.833.8873 - DowntownWPB.com
RFP 2026 – 001 WPB DDA Strategic Plan Scope of Work The DDA is seeking Proposals from qualified and experienced firms, licensed to practice in the State of Florida, with demonstrated skills and experience in strategic planning services. Objectives of the Strategic Planning Process: -
A.
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 implementationfocused. 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.
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 107 S. Olive Avenue, Suite 200, West Palm Beach, FL 33401 Ph: 561.833.8873 Fax: 561.833.5870 * DowntownWPB.com
• •
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
107 S. Olive Avenue, Suite 200, West Palm Beach, FL 33401 Ph: 561.833.8873 Fax: 561.833.5870 * DowntownWPB.com
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
Deliverable: Engagement Summary Report highlighting key themes, priorities, consensus points, and tradeoffs. D.
Vision, Mission, and Values Facilitate a collaborative process to: • 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 107 S. Olive Avenue, Suite 200, West Palm Beach, FL 33401 Ph: 561.833.8873 Fax: 561.833.5870 * DowntownWPB.com
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
Deliverable Items/Performance Requirements Your proposal should contain details that encompass the following deliverables as described in the Scope of Work. Organizational Alignment and Governance Review Deliverables o Updated governance framework aligned with strategic priorities o Defined roles and responsibilities to support operational effectiveness o Strengthened internal capacity to deliver measurable outcomes o SWOT Assessment 107 S. Olive Avenue, Suite 200, West Palm Beach, FL 33401 Ph: 561.833.8873 Fax: 561.833.5870 * DowntownWPB.com
Stakeholder and Community Engagement Deliverable: o
Engagement Summary Report highlighting key themes, priorities, consensus points, and tradeoffs.
Vision, Mission, and Values Deliverable: o Draft and final statements with a one-page narrative and messaging guide. Strategic Priorities and Goals Deliverables: o Strategic Framework outlining goals, initiatives, KPIs, and visual metrics o Implementation strategy identifying potential funding sources and regulatory needs Implementation Framework Deliverables: o Final Strategic Plan o Executive Summary o Presentation Deck and web-ready assets Deliverables Summary • Stakeholder Engagement Summary Report • Existing Conditions and SWOT Assessment • Strategic Framework and Draft Plan • Final Strategic Plan (with Implementation Matrix and KPIs) • Presentation and adoption materials for DDA Board and partners • Fully editable Word/PowerPoint and/or or Google format source files for all narrative content, graphics, and presentation materials for ongoing DDA use. assets Expected Outcomes • A shared, actionable vision for the future of Downtown West Palm Beach and the future of the West Palm Beach Downtown Development Authority • An implementation ready roadmap tailored to the West Palm Beach Downtown Development Authority, including placemaking, district services, economic development, marketing, and stakeholder engagement. • A focused set of strategic priorities and measurable goals guiding programs, budgets, and advocacy • Greater alignment among the DDA, City, CRA, and private sector partners • A performance framework for accountability and transparent reporting • A detailed Organizational and Governance Assessment Summary with defined Board, Committee, and Staff roles • Broader community confidence in the DDA’s leadership and stewardship
107 S. Olive Avenue, Suite 200, West Palm Beach, FL 33401 Ph: 561.833.8873 Fax: 561.833.5870 * DowntownWPB.com
RFQ NO. 2026-001 DUE DATE APRIL 2, 2026
Strategic Plan for West Palm Beach Downtown Development Authority 107 South Olive Avenue Suite 200 West Palm Beach, FL 33401
GRACE PERDOMO . Principal-in-Charge | Lead Outreach 500 Australian Ave., Suite 634 West Palm Beach, FL 33401 561-214- 6087 stratusteam.com
1
LETTER OF INTEREST / EXECUTIVE SUMMARY
STRATEGIC PLAN FOR WEST PALM BEACH DOWNTOWN DEVELOPMENT AUTHORITY
RFQ No. 2026-001
2
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
1 | EXECUTIVE SUMMARY 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
1 | EXECUTIVE SUMMARY 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.
561-214- 6087
TABLE OF CONTENTS 1 | LETTER OF INTEREST /EXECUTIVE SUMMARY........................................................... 3 2 | SIGNED COPIES OF ADDENDA .................................... 8 3 | RESPONSE TO SECTION 9.1 MINIMUM QUALIFICATIONS ..............................................10 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 4 | PRICE PROPOSAL FORM ...............................................24 5 | REFERENCE FORMS ..........................................................27 6 | REQUIRED FORMS .............................................................30 APPENDIX ....................................................................................39
STRATEGIC PLAN FOR WEST PALM BEACH DOWNTOWN DEVELOPMENT AUTHORITY
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2
SIGNED COPIES OF ADDENDA
STRATEGIC PLAN FOR WEST PALM BEACH DOWNTOWN DEVELOPMENT AUTHORITY
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3 | RESPONSE TO SECTION 9.1- MINIMUM QUALIFICATIONS
We acknowledge the receipt of the following addenda:
RFP 2026 - 001 Strategic Plan for WPB DDA Addendum 2- PDF
Mar 27, 2026
RFP 2026 - 001 Strategic Plan for WPB DDA Addendum 1 - pre-proposal conference recording MP4
Mar 18, 2026
RFP 2026 - 001 Strategic Plan for WPB DDA Addendum 1- PDF
Mar 18, 2026
Grace Perdomo, Associate AIA, Senior Vice President Stratus Team, LLC
4/2/26
STRATEGIC PLAN FOR WEST PALM BEACH DOWNTOWN DEVELOPMENT AUTHORITY
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3
RESPONSE TO SECTION 9.1 MINIMUM QUALIFICATIONS
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3 | RESPONSE TO SECTION 9.1- 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.
STRATEGIC PLAN FOR WEST PALM BEACH DOWNTOWN DEVELOPMENT AUTHORITY
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+ Stratus Planning Clients:
Town Center Planning Clients:
• • • • • • •
•
• • • • • • • • • • • • • • • • • • • •
City of West Palm Beach, FL Downtown Miami DDA, Miami, FL City of Miami, FL City of North Fort Lauderdale, FL City of Fort Lauderdale, FL Miami-Dade County (MDC), FL Miami-Dade Transportation Planning Organization, FL 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
• • • • • • • • • • • • • • • • • • • • • • • • •
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
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3 | RESPONSE TO SECTION 9.1- MINIMUM QUALIFICATIONS b. Proven experience leading comprehensive strategic plans for downtowns, special districts, redevelopment agencies, downtown development authorities, business improvement districts (BIDs), or similar entities.
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.
Stratus has led and contributed to comprehensive downtown planning, redevelopment planning, zoning frameworks, and implementation strategies for downtowns and redevelopment districts throughout Florida.
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.
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.
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:
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.
Development of urban
redevelopment opportunity
retail, restaurant, residential,
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3 | RESPONSE TO SECTION 9.1- MINIMUM QUALIFICATIONS 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.
NATIONAL EXPERTISE AND RECOGNITION BY OUR PEERS Stratus has received hundreds of planning and design awards including: •
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.
•
•
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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.
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3 | RESPONSE TO SECTION 9.1- MINIMUM QUALIFICATIONS d. Experience conducting governance and organizational assessments, including board structure, staff alignment, performance management, and implementation planning.
e. Demonstrated ability to design and facilitate inclusive, multi-stakeholder engagement processes, including public workshops, interviews, surveys, and bilingual (English/Spanish) outreach.
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.
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.
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.
Public Engagement Tools and Strategies
Workshops
Outreach
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3 | RESPONSE TO SECTION 9.1- MINIMUM QUALIFICATIONS 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.
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+ 390+
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, STRATEGIC PLAN FOR WEST PALM BEACH DOWNTOWN DEVELOPMENT AUTHORITY
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3 | RESPONSE TO SECTION 9.1- MINIMUM QUALIFICATIONS 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 Leadership
Project Manager- Stratus Leslie Del Monte
Jerome Barth
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3 | RESPONSE TO SECTION 9.1- MINIMUM QUALIFICATIONS 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.
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.
But we also know that public spaces can be economic STRATEGIC PLAN FOR WEST PALM BEACH DOWNTOWN DEVELOPMENT AUTHORITY
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l. References
WEST PALM BEACH DOWNTOWN REZONING MASTER PLAN UPDATE WEST PALM BEACH, FL
AWARD OF EXCELLENCE, 2008
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
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.
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l. References
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.
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Additional Experience
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 Phone: 954.630.4212 | Email: davidh@oaklandparkfl.gov
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l. References
WINDSOR DOWNTOWN STRATEGY
ONTARIO, CANADA
Role: 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.
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.
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 downREFERENCE
Cristina Melnik Senior Economic Development Officer City of Windsor (519) 990-0771 CMelnik@citywindsor.ca
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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
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Additional Experience
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.
Commenced: 2019 Completed: 2020 Fee: N/A (salaried employee) Client Information: Fifth Avenue Association Project Owner Name: Celine Armstrong, Chief Design Officer 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
Total Cost: $
Calgary Municipal Land Corporation
Project Owner Name: Carolyn Haddock 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 Phone: (212) 206-9922 Email: joshuacharlesdavid@gmail.com STRATEGIC PLAN FOR WEST PALM BEACH DOWNTOWN DEVELOPMENT AUTHORITY
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PRICE PROPOSAL FORM
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4 | PRICE PROPOSAL FORMS 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. PRICE PROPOSAL FORM 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. Lump Sum Item Description Price 1 Strategic Plan Development (through submission and acceptance of final report) $ 95,000 2
One (1) Year of Ongoing Consulting Services (following submission and acceptance of final report) Total Proposed Contract Price (Items 1 + 2)
$ 5,000 - 45,000 $ 100,000 *
Proposal Certification 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 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. 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: Stratus Team, LLC Signature of Authorized Representative: Printed Name of Authorized Representative: Grace Perdomo Title of Authorized Representative: Senior Vice President of Civic
Date: _4/2/26
* 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.
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REFERENCE FORMS
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5 | REFERENCE FORMS 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.
Name of Company Being Referenced: Zyscovich 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
x
No
Was the firm proactive in resolving problems?
Yes
x
No
Was the firm professional and knowledgeable?
Yes
x
No
Was the work performed within budget?
Yes
No
x
Was the work performed on time?
Yes
No
x
Have you ever awarded this firm a repeat contract?
Yes
x
No
Based on services provided, would you award a contract to this firm again?
Yes
x
No
How would you rate the overall performance of the firm? Excellent
x
Very Good
Satisfactory
Unsatisfactory
work. always responsive. the zoning testing to ensure the regulations were accurate.
Firm Providing Reference: Person City of West Palm Beach Providing Reference:
Ana Maria Aponte Sig natur
Printed Name
Title: Development Services Director
Phone:
561-822-1439
Date:
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5 | REFERENCE FORMS
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6
REQUIRED FORMS
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PUBLIC ENTITY CRIMES
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6 | REQUIRED FORMS
PUBLIC ENTITY CRIMES
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6 | REQUIRED FORMS
DRUG FREE WORKPLACE CERTIFICATE
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6 | REQUIRED FORMS
ANTI-HUMAN TRAFFICKING AFFIDAVIT
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6 | REQUIRED FORMS
E-VERIFY AFFIRMATION
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6 | REQUIRED FORMS
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6 | REQUIRED FORMS
STATEMENT OF BUSINESS ORGANIZATION
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6 | REQUIRED FORMS
STATEMENT OF BUSINESS ORGANIZATION
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APPENDIX
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Appendix A | TEAM RESUMES
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.
33 Years Experience
RELEVANT 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.
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.
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Appendix A | TEAM RESUMES
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.
23
RELEVANT EXPERIENCE
Years Experience
Downtown Miami Master Plan 2050 Miami, FL
EDUCATION Master of Architecture, University of Florida Bachelor of Design in Architecture, University of Florida REGISTRATIONS NCARB #308593 AFFILIATIONS American Planning Association (APA)
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.
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Delivers creative, implementable solutions for communities.
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Proven success leading TOD and urban design projects.
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.
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.
MLK Avenue Corridor Visualization & Urban Design Services Clearwater, FL*
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
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Appendix A | TEAM RESUMES
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.
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.
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
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
34th Street, Manhattan, New York City Meatpacking District BID, Manhattan, New York City
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Appendix A | TEAM RESUMES
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.
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.
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
Parque Mexico - Mexico City, Mexico
San Francisco Parks Alliance - San Francisco, CA
The Spot 4MKE - Milwaukee, WI
Pershing Square Renew - Los Angeles, CA Downtown Providence Parks Conservancy - Providence, Rhode Island
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Appendix B | SCOPE AND FEE BREAKDOWN
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.
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GRACE PERDOMO . Principal-in-Charge | Lead Outreach 500 Australian Ave., Suite 634 West Palm Beach, FL 33401 561-214- 6087 stratusteam.com