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From YouTube: City Council Special Meeting 10-10-18 Part 4.
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B
Thank
you,
members
of
the
council.
We're
really
excited
to
be
here
and
preciate.
This
opportunity,
I'm
Jerry
Sparkman,
a
principal
in
charge
of
design
for
sweets,
Parkman,
architects,
I'm
here
with
my
colleagues
John
Bryant,
the
project
manager,
speaking
with
you
in
just
a
moment
and
dr.
David
brain-
will
lead
facilitation.
B
This
is
a
very
interesting
opportunity
because,
as
a
local
team,
we
want
to
serve
our
local
communities.
That's
really
underneath
our
sort
of
professional
interest,
but
to
do
that.
Well,
we
need
to
be
humble
enough
to
know
that
we
need
to
reach
out
to
a
broader
team
when,
when
needs
and
interests
are
there
for
that,
so
we've
combined
what
I
consider
to
be
not
only
the
only
local
team,
the
team
which
has
a
breadth
of
experience
which
brought
which
goes
from
the
nation
to
the
international
realm
of
professional
expertise.
B
We've
been
working
in
this
area
for
14
years.
Actually
we
started
our
first
project
just
across
the
harbor
for
Bayshore
Live,
Oak
Park.
Since
then,
a
number
of
planning
projects
and
they've
included
Kimberly
Horne
we've
been
working
with
Kimberly
horn
for
about
14
years.
Both
of
our
offices
are
actually
on
Main
Street
in
Sarasota
about
three
three
blocks
apart:
dr.
David
brain
works
at
new
college
and
we've
been
working
on
planning
projects
for
about
the
same
period
of
time
since
about
2004,
so
we're
we're,
essentially
local
professionals.
B
At
the
same
time,
the
practitioners
work
internationally
and
it's
it's
this
idea
to
serve
our
communities,
which
is
really
what
motivates
us.
That's,
that's
the
real
underlying
benefit
of
being
engaged
in
this
process
to
see
how
we
can
provide
our
professional
expertise
and
help
solve
problems
that
build
better
communities.
To
do
that.
We
we
thought
it
would
be
best
to
take
the
last
week
or
so
to
really
learn
as
much
as
we
can
short
order.
So
we
reached
out
to
a
number
of
residents.
B
We
talked
with
builders,
we
talked
with
contractors,
developers,
residents,
business,
business
owners,
people
are
working
in
the
city
trying
to
understand
really.
What
is
what
is
important
here
and
there
were
some
consistent
themes
and
we're
going
to
see
those
as
we
go
through
the
presentation
we're
going
to
hit
all
the
topics
that
you
asked
us
to
do
to
speak
to,
but
we're
also
gonna
introduce
ideas
that
we
learn
from
the
public
over
the
about
the
past
ten
days.
As
you
can
see,
with
Kim
Lee
horn,
we
bring
together
not
just
local
expertise,
but
national.
B
They
have
65
offices
across
the
country
with
3,300
people
and
therefore
can
fortunate
enough
to
have
those
resources.
Dr.
David,
brain
also
works
nationally
across
the
country
also
is
involved
with
the
an
organization
center
for
the
future
of
places
in
Stockholm.
His
research
is
international,
as
I
mentioned.
What
drives
us
is
is
a
is
a
professional
and
also
philosophical
pursuit
of
helping
communities
grow
and
improve
over
time
through
planning
to
understand
your
scope.
We
really
we
dug
into
the
community.
B
B
B
How
the
waterfront
can
be
engaged
and
activated
and
how
to
preserve
the
charm
of
this
beautiful
waterfront
community,
so
we
know
you're
about
patience
as
well.
The
rebuilding
since
Charlie
is
significant
and
we're,
assuming
that
our
efforts
can
help
you
go
forward
with
knowledge
where
you've
been
in
the
past.
B
As
I
mentioned,
we
take
a
very
practical
approach.
We
came
here
last
week.
We
walked
the
town
that
the
yellow
lines
on
the
screen,
those
represent
our
walking
paths,
that's
our
team,
just
taking
a
visual
survey
and,
as
we
spoke
with
residents,
similar
similar
themes
came
out
the
idea
of
sensitivity,
sensitivity
to
change
the
idea
that
the
central
city
could
benefit
from
some
some
additional
growth,
additional
economic
opportunities,
how
to
take
vacant,
lots
and
leverage
them
to
preserve
your
historic
character
and
also
over
time
build
a
more
prosperous
City.
B
I
mentioned
that
we've
spoke
with
some
folks.
We
we
found
some
residents
who
have
been
here
for
many
many
generations
and
those
those
themes.
Those
ideas
were
consistent,
so
that
was
really
refreshing
to
understand
that
we
were
getting
input
that
was
shared
because
when
you
go
into
a
public
process,
that's
what
you're
trying
to
find
out
are
there
consistent
ideas
that
the
community
holds.
One
was
in
particular,
which
is
the
notion
of
economic
growth
to
share
a
couple
of
examples
of
projects.
B
Our
team
worked
on
the
riverfront,
Riverwalk
and
Bradenton,
and
what
we've
seen
is
that
public
investment
along
the
riverfront
has
been
a
catalyst
for
significant
economic
growth,
private
growth.
So
we
see
some
similarities
in
your
environment.
In
Sarasota,
we
worked
with
five
different
property
owners,
each
which
had
about
60
50,
60
acres
apiece,
and
we
put
together
a
public
process
to
create
a
compact,
walkable
community
east
of
75.
That
area
was
about
the
same
area
in
acreage
as
your
CRA
at
new
college
of
dr.
David
brain.
B
C
Ok
good
afternoon,
well,
I
understand
that
probably
many
of
you
are
very
familiar
with
the
Charette
process,
but
just
to
start
us
off
in
thinking
about
what
the
Charette
is
about.
You
know
the
last
20
years
I've
been
doing
research
on
the
Charette
as
a
sociologist
I've
been
facilitating
or
helping
to
facilitate
with
design
partners
for
about
15
years
and
also
for
the
past.
C
I've
also
seen
a
lot
of
charettes
kind
of
fizzle
or
actually
meltdown
the
project
melts
down
after
the
Charette,
and
it
seems
to
me
from
my
observations
that
there
are
four
things
that
usually
have
to
do
with
that
that
that
fizzling
of
the
Shred
plan,
it's
very
often
the
case
that
you
you
fail
to
get
a
common
understanding
of
the
objectives
of
the
project
among
all
the
players
to
start
off.
There's
not
enough
background
research
sometimes,
but
the
big
thing
is
inadequate.
C
One
of
the
ways
I
propose
to
actually
deal
with
these
limitations
is
to
think
of
the
pre
Charette
period
of
preparation
as
the
absolute
critical
set
up
for
a
successful
compressed
design
charrette,
which
we're
proposing
a
5-day
design
charrette
and
think
of
that
that
pre
net
engagement,
as
involving
these
three
things
you
think
of
it.
As
first
of
all,
a
process
of
shared
learning.
C
We
begin
the
collaboration
and
learning
you're
building
relationships
in
the
community
and
you're
building
the
foundations
necessary
to
create
the
kind
of
consensus
that
can
produce
the
community's
capacity
to
actually
move
forward
with
the
plan.
So
we've
got
a
whole
schedule
worked
out.
It
won't
go
through
with
all
the
details
of
the
of
the
overall
schedule,
but
this
part
of
it
focuses
on
that
pre,
Charette
preparation
and
stakeholder
engagement.
There's
a
couple
of
things.
C
I'll
hit
on
really
quickly
to
start
with
we're
ready
to
go
right
off
the
bat
with
a
with
a
project,
startup
meeting
that
would
be
the
the
Charette
team
and
the
and
some
primary
stakeholders
to
really
work
through
the
objectives
and
the
guiding
principles
of
the
of
the
project
to
design
a
process
map
that
really
makes
sense
for
the
community
to
start
out
with
a
stakeholder
analysis.
So
we
make
sure
we
have
all
the
viewpoints
represented
and
to
create
an
advisory
committee
that
will
be
kind
of
our
consistent
partner
throughout
the
whole
process.
C
The
advisory
committee
should
be
selected
to
be
representative
people
who
are
willing
to
participate
in
that
shared
learning
process
before
the
Shred,
and
then
they
become
the
project
champions
after
the
Charette
we
propose
a
variety
of
ways
to
engage.
People
I
think
it's
important
to
have.
You
know
good
old-fashioned
face-to-face
interactions,
combined
with
the
kinds
of
digital
tools
that
are
now
available
for
a
broader
outreach
and
for
sustaining
the
level
of
communication
with
the
stakeholders
over
the
whole
course
of
the
process.
C
We
propose
to
start
out
with
one-on-one
interviews
to
do
local
knowledge
walking
tours
with
stakeholders.
I've
suggested
that
we
do
a
topical
workshop
as
soon
as
Jessica
finishes
the
economic
analysis.
You
know
before
the
Shred
do
a
workshop,
where
people
have
a
chance
to
hear
the
results
of
what
we've
learned
in
doing
our
pre
Charette
preparation,
the
shred
process
itself,
the
actual
Charette
schedule
in
proposing
a
schedule
of
two
days
five
days
and
then
two
days,
so
the
core
of
it
is
the
five
day
intensive
design
process.
C
At
the
end
of
the
Charette
that
five-day
period,
we'll
have
a
presentation
that
we
can
make
then
spend
about
four
weeks
revising.
And
the
idea
is
to
try
to
get
back
to
all
the
stakeholders
before
the
end
of
season
before
the
seasonal
representatives,
seasonal
residents
take
off
and
and
have
a
presentation
of
the
penultimate
draft
of
the
report
from
the
Charette
and
then
some
second
day
of
discussions
with
the
various
agencies
that
will
be
responsible
for
implementing
the
ideas
from
the
Charette.
So
we'll
begin
at
that
point.
The
implementation
process.
D
This
is
a
process
that
we've
used
in
numerous
markets
all
over
the
country,
but
it's
also
I
think
very
critical
to
make
it
specific
and
unique
to
your
community
because
you
are
a
unique
community.
The
first
phase
is
understanding
the
growth
drivers,
so
this
would
start
with
highlighting
the
unique
attributes
of
Punta
Gorda.
What
sets
you
apart
as
a
community?
What
are
some
of
those
projects,
whether
it's
local,
like
sun,
seek
Sun
seekers
across
the
bay
or
Western
Michigan
universities
relocate
or
expansion
campus?
Here?
D
D
We
want
to
understand
the
economics
of
your
community
and
then
finally,
we
want
to
look
at
how
Punta
Gorda
compares
to
what
we're
seeing
nationally
do
you
align
with
national
shifts
and
trends
and
demographics,
or
do
you
diverge,
and
how
can
we
use
that
information
to
chart
you
a
course
in
the
future?
That's
that's
implementable.
D
Our
second
phase
of
the
economic
analysis
really
focuses
on
understanding
real
estate.
This
is
where
I
get
to
be
kind
of
nerdy
in
numbers:
we're
gonna
analyze
the
local
real
estate
market.
What
are
those
sectors
that
are
performing
well?
What
are
those
sectors
that
there's
a
gap
and
there's
potential
to
fill
that
gap
with
new
development
and
new
economic
growth
will
do
forecasts
for
the
real
estate
demand
by
sector?
D
And
ultimately,
all
of
this
information
will
be
presented
and
displayed
in
that
topical,
stakeholder
or
meeting
that
the
David
mentioned,
but
it
will
be
used
to
create
or
inform
the
master
plan.
Well,
we
don't
want
you
to
just
have
any
shortsightedness.
We
want
you
to
envision
yourself
and
have
a
truly
visionary
plan.
We
also
want
it
to
be
grounded
in
market
reality
so
that
it
can
be
implementable
and
achievable
in
the
future
and
then
last,
but
certainly
not
least,
is
understanding.
The
fiscal
health
I
see
this
as
two
pieces.
D
First
understanding
Punta
Gorda
today,
so
you
have
a
great
set
of
financial
documents.
I've
already
been
able
to
review
a
lot
of
them
but
review
and
highlight
your
finances
today,
understanding
and
describing
your
current
residential
split
and
where
you
want
to
be
in
the
future
and
the
key
there
is
balance,
bringing
the
commercial
and
the
residential
split
more
in
line
or
more
in
balance,
and
then
analyzing.
The
land-use
patterns
that
that
provide
the
most
I'll
call
it
bang
for
the
buck.
D
So
this
graphic
on
the
side,
those
aren't
buildings,
those
are
actually
parcels
where
we
did
an
analysis
on
tax
value
per
acre,
and
so
it's
a
3d
graphic
that
actually
helps
with
what
can
be
the
dryness
of
financial
numbers
and
really
gives
you
a
visual
appeal.
And
so
what
that's
showing?
Is
that
the
the
darker
colors,
the
Reds,
the
Blues,
the
Purple's,
those
are
commercial
or
mixed-use
product?
They
have
a
higher
value
per
acre,
which
is
what
causes
the
bar
to
rise.
D
Then,
the
yellows
which
our
residential
products,
and
so
we
would
do
a
specific
analysis
unique
to
your
community.
That
helps
us
actually
even
do
some
scenario:
testing
for
the
master
plan
process.
What
does
that
look
like?
How
does
how
is
your
value
per
acre
distributed
throughout
the
community
and
how
does
that
compare
to
the
cost
to
serve
those
different
uses?
The
second
piece
of
the
fiscal
health
off
ultimately
will
happen
after
the
master
plan
is
completed.
D
Where
we
can
show,
you
know
how
the
build
out
of
the
master
plan
could
benefit
or
change
the
future
fiscal
health.
At
that
point,
and
so
thinking
of
land-use
patterns
and
as
you're
envisioning
your
master
plan,
all
of
it
would
be
for
naught
if
your
regulations
don't
support
that
type
of
development.
E
Good
afternoon
how
we
doing
today,
so
you
know
we
have
the
vision.
We
have
that
market
study
and
the
city.
Of
course
you
have
a
tremendous
amount
of
land-use
plans,
code
studies,
analyses
that
are
out
there.
So
that's
where
I
come
into
play
because
I'm
the
person
that
starts
to
just
you
know
analyze
all
of
the
land-use
patterns.
You
know
as
a
background
as
a
certified
planner.
E
Actually
I
came
up
through
the
public
sector
planning
ranks
and
I
will
say
that
previous
positions,
I,
was
a
director
of
development
services
for
a
community
that
was
incorporated
in
1792
birthplace
of
bourbon
and
also
has
one
of
the
largest
Toyota
manufacturing
plants
in
the
country.
That
is,
and
it
also
has
an
extensive
historic
district
in
the
downtown
core.
One
of
my
first
positions
was
with
the
city
of
Kingsport
Tennessee,
one
of
those
great
Nolan
plan
communities,
but
it's
also
the
worldwide
headquarters
of
Eastman.
E
So
there
as
a
planner
I,
was
actually
doing
annexation,
long-range
planning
and
historic
preservation
talk
about
a
couple
of
different
hats
that
we
had
going
on.
So
why
do
I
bring
that
out,
because
I've
been
on
that
side
of
the
table?
I
understand,
what's
going
on
from
a
land-use
perspective
from
an
overall
visioning
and
making
sure
that
we
can
pull
those
pieces
together
and,
more
importantly,
translate
that
into
a
workable
plan
that
can
get
implemented
at
the
end
of
the
day.
E
So
a
lot
of
places
start
once
they
get
these
vision
plans
these
master
plans,
and
they
do
a
couple
of
different
things.
They
either
throw
the
baby
out
with
the
bathwater
and
the
fact
that
the
plan
does
not
match
the
current
code,
so
they
say
we
can't
deal
with
it
or
just
the
opposite.
The
codes
and
everything
don't
support
the
vision,
so
we
got
to
start
from
scratch.
That's
one
of
the
critical
components
of
what
we're
bringing
to
this
is,
especially
as
part
of
the
pre
Charette
process.
E
So,
throughout
this
entire
process,
we
will
be
refining
that
list
and
that
roadmap
based
on
the
vision
and
the
plan
that
is
developed,
interesting
graphic
right
here.
If
you
look
at
your
existing
CRA,
this
was
something
I
thought
was
actually
pretty
pretty
interesting.
You
have
upwards
of
nine
future
land
use
designations.
You
have
over
ten
zoning
districts,
all
of
which
have
varying
degrees
of
density,
intensity,
building,
height
setbacks,
and
you
name
it.
How
does
that
all
come
together
in
one
distinct,
sufficient
or
the
succinct
area
problem
is
a
lot
of
times
it
doesn't.
E
So
what
we
start
saying
is,
you
know,
start
marrying
those
ideas
up
and
what
do
we
want
to
achieve
at
the
end
of
the
day,
you're
also
looking
at
your
transportation
facilities,
you've
got
a
lot
of
one-way
streets
that
we
have
to
take
into
consideration
and
then,
more
importantly,
the
historic
expectations
of
the
community
and
the
core
that
you
have
at
this
time
and
realization
is:
is
it
form,
function
or
programming?
You
got
to
make
all
the
pieces
fit.
We've
worked
in
communities
where
the
vision
didn't
meet
the
transportation,
the
transportation
didn't
meet
the
market.
E
The
market
didn't
meet
the
comp
plan
and,
oh
by
the
way
infrastructure
was
not
present
so
that
at
the
end
of
day,
has
got
to
be
something
that
has
to
come
into
play
and
that's
part
of
this
process
that
we
picked
in
from
your
historic
districts.
This
is
something
definitely
to
be
proud
of.
Why?
Because
you
have
existing
districts,
you've
got
a
national
as
well
as
the
two
other
ones.
You
know
the
idea
and
the
challenge
that
you
want
to
try
to
maintain
is
you
can
do
mixed-use?
E
You
can
do
more
intense
development,
especially
in
a
core
area,
and
that
will
reduce
the
impacts
on
the
adjacent
supporting
residential
areas.
I
know
there's
been
some
concerns
about
what's
happening
to
our
residential
neighborhoods.
This
is
where
we
can
start
to
look
at
how
we
can
make
that
work
and
at
the
end
of
the
day
you
know
it
will
increase
your
economic
in
your
development
tax
base
and
you
can
retain
your
historic
character.
E
One
of
the
things
that
I
always
kind
of
like
to
summarize
and
before
we
get
into
the
implementation
component
is
to
also
say
Punta.
Gorda
is
unique,
don't
accept
a
carbon
copy
or
a
formulaic
type
of
code.
Don't
change
the
names
to
protect
the
innocent
itself
that
that
comes
out
of
this,
that
master-planned.
That
vision
has
got
to
be
specific
and
unique.
It's
got
to
be
context.
E
F
Good
afternoon
James
pan
cannon
with
Kim
Lee
horn
as
a
landscape,
architect
and
urban
designer.
My
focus
is
really
the
public
realm.
A
lot
of
the
spaces
between
the
buildings
parks
and
Street.
Scapes
I
really
like
this
quote,
because
it
talks
about
beautification
and
the
impact
that
that
can
have
as
a
catalyst
for
redevelopment.
F
There
was
a
strategy
that
we
undertook
with
Bradenton
Florida.
We
started
some
major
master
planning
and
and
redevelopment
projects
with
them
about
a
decade
ago,
like
Punta
Gorda,
they
had
a
series
of
historic
districts.
They
had
historic
neighborhoods,
a
village
of
the
Arts
historic
downtown
and
an
additional
neighborhood
neighborhoods
to
the
east,
like
Punta
Gorda.
Also
they
have
u.s.
41
and
301
coming
across
the
river
bisecting,
the
town,
a
one-way
pair
I'm
heading
out
to
Anna
Maria
Island
in
the
east-west
direction,
and
then
sixth
Avenue
is
the
return
for
that.
F
That's
three
lanes
in
one
in
one
direction:
they
made
a
decision
back
in
2010
to
start
focusing
on
their
waterfront.
We
were
hired
to
do
the
master
plan
for
that,
along
with
Suites
Parkman
architects,
we're
now
working
with
them
on
the
expansion
of
that
mile
and
a
corridor
that
was
completed
in
2012
and
we're
expanding
it
about
a
mile
and
a
quarter
to
the
east
out
here
through
the
residential
historic
neighborhood.
F
F
See
that
I'm,
sorry
moving
to
the
east,
a
major
hospital
expansion
and
the
other
large
red
parcel
there.
Restaurants,
mixed-use
developments,
the
large
red
area
adjacent
to
the
waterfront,
is
another
500
unit
redevelopment.
There's
a
museum
expansion,
multi-million
dollar
expansion.
The
city
is
also
invested
in
a
five-story
parking
deck
about
500
spaces
retail
on
the
ground
floor
spring
no
sweets,
just
like
you
have
here,
has
also
been
redeveloping
adjacent
to
the
waterfront
and
they
have
ground-floor
restaurants
and
bars
as
well
as
rooftop
bar.
So
those
projects
have
all
come
online.
F
Since
we've
completed
the
Riverwalk,
the
city's
also
recognize
that
they
have
an
opportunity
to
increase
redevelopment
and
encourage
redevelopment
along
this
corridor.
The
purple
line
that
you
see
there
connecting
the
waterfront
to
village
of
the
Arts
is
actually
old,
Main,
Street
and
they're
doing
a
couple
blocks
of
streetscape
enhancement
about
14
in
total,
in
order
to
encourage
redevelopment
along
that
corridor,
so
very
similar
to
Punta
Gorda
you've
got
historic
neighborhoods
as
well
as
a
historic
downtown
core,
the
by
section
of
the
u.s.
F
41
and
one-way
pairs
of
Marion
and
Olympia,
but
you've
made
a
significant
investment
already
in
your
waterfront
by
my
math
is
about
two
and
a
half
miles
east
to
west,
connecting
key
destinations
from
Fisherman's
Village
to
Gilchrist
Park
to
lashley
park.
So
opportunities
for
community
events
and
major
large
events
can
all
take
place
on
that
waterfront.
F
We
recognize
that
there's
a
number
of
significant
parcels
that
are
ripe
for
redevelopment
as
well,
some
along
the
water,
some
within
that
downtown
core,
as
well
as
a
number
of
other
parcels
that
are
smaller
in
size,
but
kind
of
located
between
us,
41
and
along
those
other
corridors.
So
that
also
begs
the
question:
is
there
key
streetscape
or
public
realm
enhancements
that
the
city
can
undertake
in
order
to
facilitate
and
encourage
redevelopment
within
some
of
those
key
areas
like
you
might
see
in
the
purple?
Here.
H
Hello,
my
name
is
John
Bryant
I'm,
an
architect
and
principal
of
sweet
sparkman
architects.
So
I
will
be
the
project
manager
for
this
project.
So
you've
heard
from
all
of
our
experts,
our
consultants
I'll
really
be
the
one
who
coordinates
assembles.
Those
efforts
keeps
us
on
kind
of
a
day
to
day
keeps
us
moving,
manages
the
schedule.
Geri,
Sparkman
and
I.
We've
worked
closely
together
for
the
last
seven
years
with
a
similar,
similar
working
relationship.
He
is
design
principle
myself
as
project
manager,
so
I'm
gonna
run
through
quickly
timeline
and
deliverables.
H
We've
we've
put
a
lot
of
thought
into
it.
What,
as
David
had
mentioned,
we're
targeting
mid
March
for
charettes,
so
that's
real
kind
of
key
date
want
to
make
sure
we
hit
the
highest
amount
of
residence
in
that
lead
up
to
the
Charette
in
mid-march
will
have
the
outreach
and
engagement
process
that
David
talked
about
we'll
be
doing
our
data
analysis.
Data
gathering
Jessica
will
be
working
starting
in
November
we're
ready
to
start
as
soon
as
as
soon
as
we
had
to
go
ahead.
We'll
start
working
on
the
economic
analysis.
H
We
see
that
as
a
35
30
to
45
day
process
for
that
initial
economic
analysis,
which
would
then
be
updated
later
and
then
one
of
the
other
key
parts
of
the
pre
Charette
phase
is
getting
Kelly
working
to
understand
preliminary
implementation
and
entitlements.
We
would
want
to
go
into
that
Charette
in
mid-march,
really
understanding
what
might
be
some
of
the
zoning
codes.
What
some
of
the
land
use
pieces
that
we
might
be
pushing
on
or
want
to
have
a
knowledge
going
into
that.
So
we
see
that
as
a
real
key
process.
H
Again,
you
know
targeting
mid-march
for
the
Charette
and
then
about
two
months
or
so
to
wrap
up
that
master
plan
vision
document,
including
going
back
to
the
stakeholders.
It's
as
David,
had
talked
about
looking
at
a
completion
of
that
around
mid
May
and
then
concurrently,
we
would
be
putting
together
that
implementation
strategy,
so
you
can
see
with
the
asterisk
towards
the
bottom
and
as
kelly
could
elaborate
on,
but
really
the
the
time
of
that
implementation
strategy.
H
A
lot
of
it
is
going
to
depend
on
how
much
are
we
looking
at
a
comp
plan,
amendment
versus
a
codes
change?
So
you
know
if
it's
a
simpler
code
change
or
certain
code
changes
we
can
put
in
place
we're
looking
at
a
nine
to
ten
month
process
from
November
to
complete
and
then
really
it's
just
we'll
have
a
essentially
a
table
matrix
that
we
can
look
at
an
analysis
and
and
look
at
to
say.
Well.
H
If
we
touch
these
comp
plan
amendments,
it's
may
take
six
months
nine
months,
so
that's
something
we'll
be
able
to
share
as
we
get
into
that
phase.
And
lastly,
just
talking
a
little
bit
more,
you
had
asked
us
to
look
at
communication
coordination
with
sub
consultants.
Again
myself,
I'm
an
architect.
We
do
both
planning
projects
and
complex
building
projects.
So
I
think
one
of
the
advantages
to
having
an
architect
led
project
management
is
we're
used
to
dealing
with
multiple
different
consultants,
understanding
their
work,
understanding,
whether
it's
structural
engineering
or
economic
and
entitlements.
H
We
have
to
be
able
to
put
those
efforts
together
and
really
keep
things
moving.
You
know
really
keep
on
track
for
key
deliverables
as
project
manager,
I'll
be
the
person.
If
there's
a
question
come
to
me,
first
I
make
sure
it
gets
to
the
right
person.
I
really
will
be
running
the
job.
You
know
my
role
is
to
guide
this
project
to
success.
So
a
couple
bullet
points
that
have
been
successful
over
the
years
communication-
just
really
key
using
technology
well
using
the
right
technology
and
using
it
effectively
proactively.
H
Managing
you
know,
looking
for
those
roadblocks,
navigating
the
roadblocks
really
trying
to
look
ahead
and
just
hard
work
and
diligence,
you
know
that's
theirs
can't
put
too
high.
You
know
state
that
too
strongly.
We
will
just
work
hard
for
this
project.
We
work
diligently
to
achieve
the
goals
of
our
clients
and
again,
as
you
know,
I'm
a
principal
at
Suites,
Parkman,
architects,
I'm,
Jerry
and
I
are
currently
working
on
the
Charlotte
County
master
plan
project,
so
we're
we're
in
your
neighborhood
fallin
on
a
work
standpoint
as
well
as
on
a
personal
level.
You
know
this.
H
B
B
I
thought
that
was
a
phenomenal
thing
for
them
to
say
without
knowing
who
we
are
where
we
come
from,
and
so
one
of
your
topics
to
cover
was
how
your
procurement
policies
cultivate
local
expertise
and
consequently,
local
economy,
I
thought
that
was
an
excellent
request,
because
it's
very
true
our
team
that
people
behind
me
live
and
work
in
this
community
in
these
in
this
area.
We
work
here
we're
proud
of
this
area
and,
frankly,
we
like
to
work
in
communities
like
this,
so
we
can
come
enjoy
them.
B
B
One
more
comment
from
a
resident
that
thought
really
summed
it
up
for
me.
He
said
this
is
a
contractor.
He
said
it's
about
balance,
it's
about
keeping
the
charm
of
the
small
town
while
improving
economic
conditions.
I
couldn't
have
said
it
better.
So
that's
why
we
were
stealing
his
comment,
but
I
thought
it
was
very
effective
very
yet
to
that
in.
How
can
we
do
that,
for
you
I
believe
that
we
have
an
extraordinary
team
and
the
only
team
that
can
have
a
breath
of
local
national
international
expertise
to
share
with
you.
B
We're
humble
enough
to
know
that
if
we
need
economic,
economic
analysis
and
we
need
to
reach
out
beyond
the
local
area
to
understand
it,
maybe
we
should
reach
to
expertise.
Kim,
Lee
horn
brings
that,
as
I
mentioned
before,
our
team
members
have
worked
together
for
literally
14
years.
We
first
started
on
a
planning
project
down
in
Venice
in
2004
and
we've
enjoyed
working
with
each
other.
We
still
like
each
other
believe
it
or
not
many
years.
So
it's
a
bit
of
a
professional
marriage
and
I'm,
proud
of
that
dr.
David,
Bray
and
I.
B
We
share
the
love
of
a
particular
instrument
music.
So
when
we
can't
deal
with
the
planning
issues,
we
go
play
music,
but
we
come
back
to
what
we
really
enjoy,
which
is
about
planning
for
communities
and
so
I
put
together
a
team
that
I
felt
like
could
serve
you
well
and
that's
the
breadth
of
going
from
local
national
international
expertise
that
I
want
you
to
understand.
We
bring
also
there's
research
that
comes
from
other
places.
B
G
C
Well,
it
might
begin
with
you
know,
engaging
the
people
that
were
involved
in
these.
In
these
previous
efforts,
I
mean
the
important
thing
is
to
have
a
group
of
people
who
are
are
consistently
paying
attention
to
the
process,
respecting
in
their
time
a
lot
of
the
way
you
organize
the
Charette
is
about
getting
people
engaged,
but
respecting
the
fact
that
people
have
lives
and
then
they
don't
want
to
spend
their
whole
lives
going
to
meetings.
C
So
I
think
what
we
would
do
you
know
in
order
to
design
that
Advisory,
Committee
and
I
wasn't
sure
we
wanted
to
call
it
a
steering
committee.
I
went
back
and
forth
between.
Sometimes
you
call
it
a
steering
committee
and
you
give
them
power
to
steer.
Sometimes
you
keep
them
in
an
advisory
role.
Is
that
that's
something
we
would
really
design
in
that
initial
project
startup
process
where
we
would
really
get
a
deep
sense
of
the
extent
to
which
people
who
have
been
involved
in
these
things
in
the
past
might
want
to
be
involved
again.
C
The
ideal
would
be
if
there's
a
if
there's
a
group
that
has
consistently
been
involved
in
these
things
before
it's.
It's
not
so
much,
it's
not
so
much
repeating
and
being
redundant,
but
as
it
is
drawing
on
the
expertise
that
they've
acquired
and
the
and
the
collaborative
skills
that
they've
they've
acquired
through
those
past
processes.
But
that's
something
we'd
really
a
lot
of
the
process.
C
G
C
C
The
important
thing
is
that
that
the
knowledge
that's
being
gathered
by
the
team
in
this
pre
Charette
process
be
shared
with
the
advisory
committee
and
and
with
the
public,
and
ideally
with
the
elected
officials
as
well,
but
I
can't
presume
in
advance
that
we
can
impose
on
on
your
agenda
because
I,
you
have,
you
know
lots
of
stuff
to
do
so
with
that's
again
that
that's
a
decision
we'd
have
to
make
in
collaboration
with
you
as
we
get
into
it.
Okay,.
G
E
I'll
say
the
ginger
and
the
ginger
light
will
tackle
this
one.
You
know
the
interesting
thing
is
yes,
your
CRA
sunset.
So
then
you've
got
a
certain
period
of
time
that
you
have
to
expand
those
funds
now
do
do
you
want
to
go
back
and
look
at
a
new
CRA
or
look
at
some
other
form
of
a
TIF
Manta
County
has
actually
gotten
away
from
CRA
s
and
they're
doing
a
traditional,
less
traditional
TIF
district.
It's
CRA
light
alcohol,
it
other
places.
E
E
D
I
would
piggyback
on
what
Kelly
mentioned.
I
think
that's
a
great
summary
that
there's
two
different
ways
to
think
about
how
you
could
run
out
scenarios
of
economic
growth
in
the
future.
One
would
be
how
do
different
land-use
patterns
and
configurations
impact?
The
fiscal
health
of
your
community
I
think
the
other
scenarios
that
we
would
want
to
run
out
or
how
different
funding
and
financing
streams
changing
those
at
different
points
in
our
build-out
process.
How
do
they
impact
so
you
really
can
kind
of
see
in
in
scenario
one.
D
E
Last
very
quick
tidbit
is
the
other
thing
at
the
end
of
this
process.
When
I
talked
about
infrastructure,
you've
got
to
have
that
capital
improvements
plan,
your
identify,
those
I'll
call
it
the
immediate
goals,
but
you're
also
looking
at
those
visionary
components.
What
are
those
funding
sources
and
you
can
have
multiple
funding
sources.
So
where
do
you
get
your
best
bang
for
your
buck?
Is
it
public/private
partnerships?
Is
it
strictly
public?
Is
it
to
an
improvement
district
or
something
like
that,
but
that
actually
needs
to
be
part
of
that
roadmap.
I
Have
I
I
get
why
we
always
talk
about
the
downtown
area,
I
get
that
and
the
preservation
historic.
We
have
other
areas,
particularly
in
the
south
east
of
us
that
are
part
of
our
community
and
also
easily
and
exel
in
the
future
that
haven't
been
developed,
they're,
basically
blank
slates
for
a
developer.
E
So
you
got,
of
course
the
annexation
component,
which
is
you
know
voluntary
versus
you
know.
That's
probably
the
easiest
thing
to
say
the
blank
slate
is
easy.
You
start
looking
at
those
overlay
districts,
you
start
looking
at
design
standards.
You
start
looking
at
you
know
with
our
resources
bring
in
those
those
core
development
groups
that
are,
you
know,
somebody
that
we
would
recommend
to
bring
to
the
table
as
well.
Those
areas
definitely
support
what's
going
on
in
vice-versa,
downtown
versus
the
other
areas.
E
B
Just
add
to
that
so
in
the
in
the
master
planning
process
that
would
occur,
that's
when
that
would
be
looked
at
so
that
we
can
address
those
areas,
those
other
areas
that
don't
just
focus
on
downtown,
like
you're,
saying
but
really
benefit
from
other
types
of
planning
efforts,
for
instance,
is
this
area
in
terms
of
acreage
and
distance
outside
of
what
we
can
be
considered
walkability.
So
even
you
can
reorganize
to
bring
those
qualities
to
that
area.
That's
what
I
want
to
hear.
J
K
B
We're
completely
flexible,
but
we
what
we
have
Intuit
is
that
we
need
to
hit
it
in
the
most
ideal
time
to
capture
seasonal
residence
week.
So
we
do
planning
in
Southwest,
Florida
yeah
and
the
best
input
is
the
most
input
that
you
can
get.
So
you
have
a
consensus.
You
want
to
add
to
that
thing.
Yeah.
C
J
B
C
B
One
of
the
things
that
we
advocate
that
we
probably
don't
talk
much
about
if
you
look
carefully
at
the
schedule,
there's
a
lot
of
concurrent
things
happening
and
that's
to
do
just
that
you
can
actually
bring
some
of
that
even
further
economic
analysis
is
one,
but
we
want
to
make
it
happen
at
the
right
time
and
then,
of
course,
to
capture
the
seasonal
residents.
I'm.
C
Gonna
stress
to
that
I
think
it's
really
really
important
that
ultimately
we
designed
the
process
in
collaboration
with
people
in
the
community,
so
that
we
know
what
days
of
the
week
it's
good
to
have
things
happen.
You
know
what
you
know
whether
certain
kinds
of
things
should
happen
at
this
time.
You
know.
Are
there
conflicting
events?
I
noticed
that
Punta
Gorda
has
an
extraordinary
event.
Schedule
yes,
looked
at
the
DRC
agenda
and
they
were
all
event
permits.
Yes,
they
are
holy
cow,
I.
K
J
Forgot
what
it
was
I
was
going
to
ask
before,
but
I
would
mention
the
economic
piece
and
you
said,
and
then
something
later
and
it's
like
you
know,
we're
really
interested
in
not
just
coming
out
with
a
a
good
plan,
but
one
that's
going
to
be
able
to
benefit
us
financially,
because
we
have
some
tough
decisions
coming
up
and
we
need
to
help.
Have
this
helped
us
set
a
good
path.
Yeah.
D
J
D
So
and
that's
what
I
mentioned
from
the
fiscal
health
perspective,
I
kind
of
see
this
in
two
parts,
one
we
got
to
understand
the
baseline.
Where
are
you
today?
Where
do
you
want
to
go?
What
different
land
use
values
specific
to
this
community,
bring
the
most
bang
for
the
buck
and
that
informs
the
master
plan,
but
then
there's
a
second
piece
of
it.
It's
that
where,
where
are
we
going
from
a
fiscal
health
perspective
tomorrow
and
I?
Think
that
there's
a
few
components
to
that?
D
There's
there's
this
ability
to
run
scenarios
to
test
different
land
use
patterns,
different
financial
structures,
different
funding
gaps,
to
see
where
you
would
come
out
as
you
move
forward
in
the
future,
and
so
there's
there's
the
time
spent
initially.
That
will
prepare
us
for
the
topical
discussion
and
then
for
the
Charette
and
then
information
coming
out
of
the
Charette.
We
will
run
through
the
fiscal
models
to
give
you
as
much
financial
information
for
decision-making
purposes
as
you
can
go
and
that,
and
that
happens
quickly.
B
G
I
Have
one
more
question
you
had
mentioned
that
you
are
doing
work
for
Charlotte
County
at
this
time?
That's
correct!
Okay,
so
one
of
the
things
I
can
only
speak
for
myself,
but
I.
Think
there's
you
would
to
go
through
the
charrette.
You
would
find
it.
One
thing
we
don't
want
is
the
county
to
dictate
who
we
become?
How
would
you
be
able
to
demarcate
that
or
augment
that,
so
that
we
maintain
our
individual
personality
not
be
dictated
by
Sunseeker
and
the
county
development.
B
Yeah
well
said
well,
I
admire.
You
said
that,
because
I
think
that's
what
actually
attracts
us,
you
can.
You
can
sense
some
differences
here,
given
that
we
work
in
the
county
and
we
know
different
areas.
What
is
attractive
is
how
do
we
understand
them
better?
The
differences
and
plan
for
the
differences,
for
instance,
there's
been
a
consistent
point
made
about
make
sure
you
protect
our
historic,
historic
character.
We
see
that
as
an
economic
opportunity
to
make
it
different
than
the
other
parts
of
the
county.
B
We
also
see
opportunities
downtown
of
a
development
pattern
that
are
unlike
other
parts
of
the
county.
That's
what
makes
Punta
Gorda
unique
or
could
make
it
even
more
unique.
You
have
it's
as
if
you
don't
need
to
start
from
scratch.
You
have
assets
that
can
really
be
built
on
that
will
make
the
differences
be
more
apparent.
Yeah.
H
I
would
just
jump
in
as
well
have
it.
You
know,
having
worked
with
Charlotte
County
on
the
master
plan,
again
I
think
as
Jerry
alluded
to
it,
the
fact
that
we
sort
of
understand
some
of
their
strategic
goals,
I
think
it
positions
us
better
to
really.
You
know
see
where
Punta
Gorda
can
kind
of
either
break
away
or
thrive
there,
really
it's
different
scales
of
planning
in
a
way.
H
You
know,
I
think
that
there's
a
more
human
scale
aspect
of
the
planning
that
we'll
be
doing
in
Punta
Gorda,
that's
very
different
from
the
planning
that
we're
doing
for
Charlotte
County
and
yet
the
fact
that
we
kind
of
understand
and
are
familiar
with
what
is
going
on
in
the
county
really
lets
us
help
kind
of
you
know
find
the
space
for
the
correct
level
of
planning
and
Punta
Gorda
to
take
place.
The.
B
Set
so
you're
telling
us
one
observation
about
why
we
were
attracted
to
this
project.
You
suggested
a
format
that
we
that
we
believe
is
the
right
format
to
really
get
to
the
essence
of
unique
places,
so
that
and
of
itself
is
what
drove
our
attraction
that
you
want
to
distinguish
those
differences
and
it
comes
through
the
RFQ.
The
planning
in
Charlotte
County
is
much
more
broad.
B
It
actually
is
absent
of
those
qualities,
so
we
were
attracted
the
fact
that
you're
trying
to
figure
out
how
to
recognize,
what's
unique
and
make
more
of
that
I
think
those
are
the
best
towns
in
America
that
we
always
visit.
There
was
a
gentleman
on
your
website
who
said
make
it
the
most
beautiful
city
in
America.
I
thought.
That's
awesome.
Thank.
G
G
A
L
I'm
Cherie
Lenore
I'm,
representing
Smart
Growth,
Punta
Gorda,
and
it
was
a
very
enlightening
morning
and
I
just
want
to
point
out
just
quick
five
points
that
I
really
picked
up
on.
That
I
think
is
important
number
one
to
integrate
the
economic
and
budget
process
to
guide
the
vision.
Overall,
it's
very
important
that
we
know
what
we
have
available
to
us
as
far
as
assets
and
where
we're
going
second
I
heard,
be
picky
about
development
choices.
I
think
that's
really
important.
L
We
need
to
create
a
unique
vibrant
city
that
the
right
development
developer
will
want
to
come
along
and
partner
with
us.
Third,
that
we
need
to
capture
all
stakeholders.
Voices
I've
been
saying
this
for
quite
a
long
time.
There's
a
lot
of
underrepresented
stakeholders
in
this
city
and
we
need
to
reach
out
to
them.
L
However,
we
can
for
I
like
the
idea
of
owning
the
process,
not
just
the
product,
and
we
need
to
create
excitement
in
an
energy
through
the
process
and
I
think
that
all
the
speakers
did
a
good
job
of
talking
about
how
they
would
do
that
and
five
that
the
Pentagon
is
a
unique
city.
The
deserves
a
unique
vision
and
that's
where
we're
going
with
this
and
I
again.
I
really
want
to
thank
the
City
Council
for
giving
this
great
gift.
This
is
a
pedo
quarter,
thanks
very
much
for
your
vision,.
M
Marilyn
Smith
Muni.
There
was
just
one
point
that
struck
me
in
listening
to
all
of
them:
the
the
personalities
that
will
conduct
your
Charette
should
be
exuberant
and
show
enthusiasm
and
be
able
to
have
a
connection
with
the
people
on
a
human
level
rather
than
being
experts,
because
that's
what
we
had
as
an
advantage.
The
first
time
around
everybody
really
just
worked
in
great
harmony
with
the
team
itself,
so
you
need
people
on
a
team
that
are
going
to
relate
well
to
the
people
in
the
commune.