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From YouTube: City Council Special Meeting 10-10-18 Part 1
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A
It
is
9:00
a.m.
welcome
to
the
special
meeting
of
the
City
Council
of
the
city
of
Punta
Gorda
Florida.
Let
the
record
reflect
that
all
City
Council
members,
our
president.
It
is
October
10
2018.
If
you
would
please
stand
just
for
a
moment
of
silence.
Think
about
the
people
in
the
Panhandle
that
are
gonna
experience,
hurricane
Michael
and
them
will
do
the
Pledge.
Thank
you.
A
B
Morning,
Mary
and
paise
procurement
manager
for
the
record.
We
are
here
for
presentations
from
the
top
four
firms
selected
by
the
council
at
the
previous
meeting.
The
scheduled
presentations
will
be
first
Stantec
at
905,
1005,
Dover,
:,
Partners,
11:05,
Canon
Associates,
and
wrapping
up
at
1205
with
Suites,
Parkman
and
architects,
and
then
on
October
17th
at
1:00
o'clock
we
will,
or
soon
thereafter
hold
the
portion
to
where
we
will
do
your
final
evaluation.
Each
presenter
will
have
30
minutes
for
their
presentation
and
15
minutes
for
Q&A.
However,
they
shorten
their
presentation
less
than
30
minutes.
B
They
still
can.
You
can
extend
your
question
and
answer
to
a
maximum
of
45
minutes.
I
have
a
set
an
alarm
for
a
three-minute
warning
to
begin
wrapping
up
the
presentation
or
question
and
answers
and
no
presenter
will
be
allowed
to
exceed
45
minutes
once
that
alarm
goes
off.
Discussion
needs
to
conclude
at
that
time.
Members
must
not
discuss
their
opinions
and
evaluation
of
the
presenters
outside
the
ESC
meeting
or
council
meeting
to
be
held
on
October
17th
2018
at
1
o'clock
p.m.
B
or
soon
thereafter,
members
will
score
each
presenter
based
on
0
to
5
on
the
general
criteria,
as
was
determined
at
the
here,
see
meeting
of
September
26
2008
een
committee
also
determined
the
final
score
to
be
based.
25%
of
the
written
semental
raw
scores,
75%
presentation,
raw
scores
and
full
bonus
points.
Comments
are
mandatory
on
your
evaluation.
B
Any
individual,
firm,
scored
under
three
needs
to
be
justified,
and
if
you
would
please
email
or
deliver
your
completed
score
sheets
me
no
later
than
October
16
2018,
so
I
may
prevent
prepare
for
the
meeting
on
the
17th.
We
do
have
the
office
across
the
hall
for
firms
as
they
come
in.
Should
they
choose
to
offer
the
professional
courtesy
to
wait
in
the
office.
I
will
meet
them
when
I
see
them
come
in
at
this
time
is
Stan
tech
ready
to
go.
B
C
Good
morning,
everyone
it's
great
to
be
here
again
today.
My
name
is
Jared
Beck
and
I'm.
A
senior
planner
as
well
as
community
lead
with
Stan
here
in
Florida
and
I,
have
to
share
with
you
how
excited
we
were
to
be
included
among
the
firms
that
have
the
opportunity
to
present
you
today
on
a
project
that
we
feel
is
so
meaningful
right
here
within
our
own
region.
E
C
Right
perfect,
so,
as
I
was
saying,
we'll
speak
at
least
briefly
to
each
one
of
the
presentation,
topics
that
Mary
Ann
had
included
within
the
invitation
to
present.
However,
we're
gonna
focus
the
majority
of
our
time
today
on
the
three
areas
that
we
feel
are
most
meaningful
and
significant
in
moving
forward
with
this
process
before
I.
Introduce
our
team
though,
and
we
go
into
that
I-
do
want
to
take
a
minute
to
recognize
some
of
the
significance
in
this
project
and
what
should
be
some
of
the
underlying
understanding.
C
You've
also
developed
a
series
of
specific
strategies
to
move
forward
in
the
upcoming
years,
including
your
economic
and
infrastructure
sustainability,
your
community
partnerships
and
collaboration,
communication,
quality
of
life
and
I've,
also
added
one
that
I
think
we
feel
is
important
in
terms
of
your
environmental
sustainability
and
looking
at
reuse.
These
items
then
become
pillars
or
cornerstones,
as
you
move
forward
into
the
development
of
the
master
plan
and
its
process.
C
One
of
the
things,
though,
that
that
we
feel
is
very
important,
is
compelling
to
us
and
why
we
love
to
do
projects
like
this
is
that
it's
much
more
than
a
master
plan.
This
is
developing
a
tool
and
it's
something
that
has
to
have
a
very
deep
and
integrated
understanding
on
the
unique
history
and
charm
that
exists
within
your
community.
C
All
of
our
communities
with
in
Southwest
Florida
have
some
characteristics
that
are
similar.
However,
we
each
have
our
own
unique
characteristics
and
that's
true
with
Punta
Gorda
as
well.
A
couple
of
the
key
ones
that
stand
out
most
prominently
are
your
location
and
that's
both
in
terms
of
your
adjacency
to
the
water
and
the
recreational
opportunities
that
has
in
terms
of
fishing
and
sailing,
as
well
as
I'm
sure,
but
also
I.
C
There
are
also
some
of
the
considerations
related
to
the
perceptions
of
development
and
existing
regulatory
controls
within
the
city
and
see
how
willing
the
the
community
is
to
embrace
growth
and
change,
and
if
it's
something
that
is
welcomed
or
if
it
is
a
function
of
no
more.
All
of
these
things,
which
are
a
lot
come
together
to
create
what
is
really
the
tool
and
that's
your
vision
and
that's
what
the
project
in
the
output
of
this
is
today
and
it's
something
that
will
shape
the
future
and
help
guide
you
for
many
years
to
come.
C
Lastly,
that
one
of
the
things
we
we
have
no
control
over
is
change
and
so
how
we
adapt
and
evolve
our
plans
as
we
go
forward
with
that.
So
what
I'd
like
to
do
is
go
ahead
and
introduce
our
project
team.
Now,
first
with
us,
is
Mike
burden
and
Mike
is
an
economic
expert.
I
think
he's
a
bit
of
a
genius
and
Mike
works,
primarily
with
municipalities
throughout
the
Southeast
United
States,
on
their
economic
modeling
forecasts
and
projections
and
long-term
planning
and
Jeff
Saucer
is
an
urban
designer.
C
That
is
a
part
of
our
Stantec
urban
places.
Specialty
group
Jeff
lends
his
talents
around
the
country
on
projects
that
are
both
redevelopment
and
urban,
but
also
the
integration,
the
transition
of
urban
to
suburban
communities,
and
we
have
Shana
chase
on
and
Shana
works
with
me
more
on
the
backend
in
helping
do
our
public
engagement
and
specifically
outreach
in
immediate
context.
So
with
that
Jeff
I
think
I'm
gonna
ask
you
to
step
up
for
a
second
thanks.
E
Jared,
so
next
we're
gonna
talk
about
placing
theory
into
practice,
which
was
one
thing
that
you
felt
was
important.
We
agree:
I'm
gonna
talk
a
bit
about
the
ideas
that
drive
our
practice
and
the
Jared's
gonna
talk
about
how
we
bring
that
to
bear
on
projects
like
this.
So
this
is
a
rapidly
changing
world,
demographically
and
in
terms
of
lifestyle
trends,
and
that
change
is
no
more
pronounced
than
in
cities
and
suburbs.
So
our
team
really
is
built
on
a
tradition
of
thought
leadership
to
fully
understand.
E
What's
what's
next,
what's
on
the
horizon,
and
how
can
we
integrate
that
into
our
practice?
We
write
books
about
this
I
said
and
remix.
My
colleague
who
I
work
closely
with
wrote
a
whole
book
about
how
to
suburbs
in
particular,
can
can
adapt
and
respond
to
these
changes
and
stay
viable
in
the
future.
Now
we're
a
primary
sponsor
for
the
International
downtown
Association
in
an
effort
to
quantify
the
value
of
a
strong
downtown
to
dovetail
directly
with
the
types
of
things
mike
is
going
to
talk
about.
C
Specific
to
the
topic
of
the
place,
in
theory
into
actual
practice.
This
is
a
big
item
and
it's
really
a
challenging
question
to
answer,
because
there's
not
one
specific
response
for
this
theory
is
broad
in
its
sense,
and
what
we
see
is
that
the
success
in
that
is
not
by
pre
determining
specific
theories
and
trying
to
force
it
into
an
application,
but
rather
the
art
in
it
and
where
we
have.
C
So
what
Jeff
and
I
decided
to
do
was
rather
than
try
to
select
a
couple
of
theories
and
enforce
them
into
how
they
could
work
within
your
community.
We
have
selected
some
theories
that
we
have
worked
on
in
real-life
projects
that
have
overlap
in
similarities
to
your
community.
So
you
can
see
how
they've.
C
Now
I
will
tell
you
your
community
really
is
is
incredibly
broad
right,
so
you
run
from
the
historic
urban
core
all
the
way
out,
and
so
the
projects
we're
gonna
run
through
are
very
diverse
in
their
their
makeup.
Now
Jeff
is
gonna,
speak
much
more
towards
the
urban
infill
development
and
redevelopment
focus,
while
I'm
gonna
look
at
more
the
long-range
strategic
planning
and
land
use.
C
So
the
first
project,
the
the
application
here
is
blending
an
urban
design
framework
in
its
criteria,
as
based
on
the
regulation
that
we
have
developed
with
also
calibrating
to
Florida
development
expectations
by
the
private
industry.
This
is
is
what
we
call
a
almost
a
compromising
in
developing
an
urban
core
and
urban
center
that
will
be
supported
by
private
development,
while
also
allowing
the
flexibility
to
integrate
the
more
conventional
residential
growth
and
in.
E
Wellington,
if
we're
working
with
community
to
develop
a
number
of
walkable
villages
in
many
ways,
this
is
about
knitting
together,
largely
developed,
but
increasingly
outmoded
and
aging
community,
into
a
much
more
relevant
and
modern,
more
urban,
looking
environment
and
then
down
to
the
level
of
looking
at
a
strip,
mall
Center,
for
example.
And
how
can
we
retrofit
that
to
bring
it
back
to
life,
give
it
much
more
economic
vitality
and
make
it
much
more
desirable
for
for
the
new
demographics
that
are
moving
into
our
communities.
E
Under
use
and
then
in
Stafford
Virginia
digging
a
little
deeper
here,
the
the
community
was
looking
to
take
their
civic
core
and
expand
it
into
more
of
a
walkable
neighborhood.
So
what
are
the
design
ingredients
to
do
something
like
that?
How
can
we
here
we're
looking
at
bringing
streets
to
life,
creating
walkable
streets
with
compact
blocks,
bringing
them
to
life
with
a
wonderful
public
realm
and
then
responding
to
change,
shifting
realities
in
the
retail
landscape?
For
example?
How
can
you
make
this
a
place
that
that
Amazon
won't
crush
later?
E
You
know
a
retail
experience,
it's
about
experience
and
not
about
commodities
and
and
then,
finally,
again
dovetailing
with
some
of
the
economic
pieces.
What
does
the
pro
forma
look
like
behind
this
development?
How
can
we
ground
this
and
market
realities
and
also
development
feasibility?
So
this
isn't
just
a
picture.
It's
a
road
map
for
implementation
and.
C
C
Another
project
expands
on
what
was
initially
a
simple,
singular
Youth,
which
was
a
faith-based
University
system
that
was
programmed
to
have
student
and
faculty
housing
and
related
services
that,
rather
than
allowing
to
become
simply
an
isolated
use,
we
were
able
to
grow
this
in
beyond
the
initial
scope
of
being
the
university
system
into
a
more
urban
center
that
created
a
town
core,
as
well
as
a
broad
mix
of
residential
uses,
business
and
industry.
Recreational
Civic.
This
project
has
since
become
one
of
the
fastest
selling
projects
in
Florida,
I.
E
Think
it's
about
taking
a
major
investment
in
getting
as
much
community
value
as
you
can
out
of
it.
This
project
in
Tampa
is
is
really
about
how
to
retrofit
not
just
an
urban
environment,
but
maybe
an
economy.
What
are
some
of
the
ingredients
to
successful
vibrant
21st
century
economy?
What
are
the
types
of
things
that
people
are
looking
for
when
they
look
to
invest
and
bring
jobs?
And
really
these
days
it's
about
creating
the
type
of
urban
environment
that
attracts
the
workforce
and
the
talent,
and
then
the
employers
actually
follow
from
there.
E
C
Integrating
the
uses-
and
the
other
thing
to
remember
emphasized
what
Jeff
has
said
is
that
we're
all
in
competition
for
that
that
smart
workforce
in
the
next
generation
and
who's
coming
in,
so
whether
this
is
in
Tampa,
whether
it's
in
Chicago
or
it's
in
Quinta
Gordo.
The
principles
of
what
we're
looking
to
seek
and
draw
are
very
much
similar.
E
E
So
the
economic
development
strategy
was
to
build
a
walkable
neighborhood
adjacent
to
downtown,
not
to
compete
with
it,
but
to
just
bring
more
life
to
it
and
then,
furthermore,
this
is
a
community
that
wants
to
broaden
its
economic
base
and
to
do
that,
you
need
to
broaden
your
housing
diversity
you
need
to.
This
is
all
single-family
home.
So
how
can
they
capture
the
Millennials
that
want
more
of
a
life,
urban
lifestyle
or
boomers
that
want
to
downsize
and
stay
in
the
community?
And
this
gives
them
that
platform
doing.
C
An
unconventional
approach
to
conventional
development-
this
happens
to
also
be
in
Florida,
and
it
is
an
area
that
is
largely
the
speculative
land
development
of
the
1950s
and
60s
of
a
single
family.
Lots
interesting
scenario
with
this
is
development
industry
realized
that
they
would
not
be
able
to
continue
to
develop
with
residential
without
bringing
in
more
of
an
urban
core.
So
this
is
creating
the
infrastructure
of
both
the
social
and
the
cultural
center
within
an
existing
area,
as
well
as
developing
the
business
opportunities
for
economic
development
and
growth
and.
E
Down
to
the
public
realm
getting
granular,
we
approach
design
urban
design
from
the
public
realm
out,
so
getting
the
streets
right,
getting
the
public
realm
right,
getting
the
proportions
right,
make
it
creating
that
place,
that
destination
that
experience
from
the
public
side
and
then
the
building's
only
serve
to
read
that
as
they
frame
those
public
spaces
and
in
an
increasingly
complex
mobility
landscape,
we're
working
with
communities
in
Boston
to
add
to
that
mix
autonomous
vehicle.
So
the
Stantec
has
a
leader
in
that
technology
and
not
just
its
its
conceptualization
but
its
implementation.
E
C
The
last
one
will
speak
to
I.
Love
in
terms
of
its
practices
is
increasing
economic
value
in
community
value.
Where
may
otherwise
be
different.
This
is
a
project.
Good
has.
A
significant
economic
driver
coming
in
will
have
a
tremendous
workforce
base
rather
than
building
a
new,
isolated
town
or
community
in
the
state.
This
has
been
shifted
to
grow
off
of
an
existing
community
that
has
very
significant
financial
hardships
and
an
aging
infrastructure,
and
not
necessarily
the
positive
outlook.
C
This
directs
the
majority
of
future
growth
in
a
way
that
it
will
expand
off
that
the
revenues
and
the
funds
will
potentially
tie
into
the
existing
infrastructure
in
terms
of
water
sewer
transportation
to
help
the
existing
community
improvement
services,
while
also
laid
the
potential
for
future
annexation,
which
will
significantly
increase
the
tax
revenue
that
will
allow
that
existing
community
to
make
its
improvements
and
much-needed
reinvestment.
So
it's
about
blending
the
new
to
really
help.
C
F
Thank
you
good
morning,
you
have
the
pleasure
to
be
here.
I
think
you've
seen
some
good
examples
of
the
creative
application
of
the
theories
that
are
abundant
in
this
area,
practice
to
specific
local
situations
and
how
we'll
adapt
that
to
you,
but
none
of
them.
None
of
the
matters,
if
you
can't
fund
it
if
it's
not
affordable,
if
it's
not
sustainable
economically.
F
And
what's
it
going
to
do
to
Europe
to
your
citizens
in
terms
of
tax
implications
and
that
type
of
thing,
so
the
economic
trends
that
we'll
be
looking
at
a
pretty
standard?
Fair,
the
the
geography
in
the
area,
demographic,
socio-economic,
emerging
trends
that
will
affect
not
only
what
drives
the
design
of
phase
of
this,
but
also
the
financial
sustainability
that
we'll
be
looking
at
here.
Also
we're
also
going
to
need
to
determine
appropriate
value
of
new
development
of
different
development
types
which
will
be
used
in
our
interactive
modeling
and
I'm.
F
Gonna
show
you
that
in
just
a
moment,
I'm
gonna
try
to
give
you
a
brief
demonstration
time
exactly
how
this
works.
How
we
integrate
the
financial
planning
with
this,
with
this
design,
planning
that
we'll
be
doing
for
you
and
finally
identifying
similar
communities
and
lessons
learned,
which
is
a
pretty
straightforward
concept
that
we
would
employ
you're.
Also,
the
next
phase
is
real-time
integration.
This
is
really
what's
important
to
you.
F
What
we'll
do
here
is
we'll
identify
the
alternatives
that
the
gentleman
who
just
spoke
to
you
will
be
identifying
and
we'll
integrate
it
with
a
long-term
financial
stability
plan
for
the
city
will
be
modeling
your
general
fund
and
will
probably
be
a
modeling.
You
see,
are
a
fun
also
and
to
reflect
the
the
different
ways
that
revenues
are
generated
depending
upon.
What's
happening
in
each
of
the
different
areas,
and
how
do
we
do
this?
F
We
do
it
with
a
proven
interactive
financial
sustainability,
modeling
process
and
we've
been
doing
for
many
many
years
actually
used
it
with
Howard
before
in
some
places
where
he
was
before
he
was
here,
but
we've
adapted
it
to
the
the
general
fund
and
the
CRA
fund
after
the
financial
collapse
of
the
markets
in
2008
and
9,
and
what
I
want
to
do
is
tell
you
what
the
benefits
are
and
then
to
show
you
how
it
works.
This
is
real-time.
It's
ongoing
interactive
integration
of
the
urban
planning
process
with
a
budget
development
process.
F
It
puts
a
vision
or
telescope
on
your
budgeting
process,
so
you
can
look
10
years
and
see
the
consequences
of
your
current
decisions.
We
can
do
this
interactively
with
our
planners
with
your
staff,
with
your
with
your
public
and
the
charettes
and
with
you
as
a
city
council
in
your
decision-making
process.
It's
a
multi-year
vision
of
the
outcomes
of
the
identified
decision,
alternatives
in
terms
of
their
financial
sustainability
and
their
affordability
with
regard
to
what
is
necessary
to
make
them
be
financially
sustainable.
F
During
this
process-
and
we
can
instantaneously
evaluate
sensitivity
to
variables
and
assumptions
and
we
believe
it
will
be
a
continuous
annual
process
that
would
allow
you
to
address
course
corrections
sooner
rather
than
later,
so
you
can
stay
on
track
to
meet
your
vision
and
your
goals.
Okay,
let's
look
at
how
it
works
here,
real
quickly.
F
First
thing
I'm
going
to
show
you
is
the
diagnostic
projection
of
the
status
quo,
assuming
this,
how
additional
homestead
exemption
passes
in
this
in
this
referendum,
and
this
is
an
example
that
we've
developed
and
we've
taken
it
off
of
real
analysis
that
we've
done
for
some
communities
in
this
area.
But
this
is
a
control
panel
of
our
model,
and
here
are
some
of
the
assumptions.
That's
a
baseline
capital
improvement
program
that
you
would
necessarily
have
on
on
board.
Even
before
you
do
any
of
this
urban
planning.
This
is
assuming
you'll
have
a
constant
millage
throughout.
F
In
this
case
it
was
six
point:
seven,
five
mills
and
that's
going
to
be
the
same
throughout
the
projection
period
and
we're
assuming
that
you'll
cash
fund,
the
CIP.
All
of
it
will
be
funded
with
cash.
None
with
debt
at
this
point,
the
output
of
that
is
the
cash
in-
exceeds
the
cash
out
pretty
much
throughout
the
projection
period,
which
means
that
your
reserve
fund
balances
are
increasing
over
time,
a
very
healthy
situation.
Looking
forward.
This
is
very
much
like
managing
your
own
personal
finances,
those
top
two
graphs.
F
If
you
make
more
money
than
you,
spend
you're
gonna
build
up
your
savings
account
and
if
you
spend
more
money
than
you
make
you're
going
to
deplete
your
savings
account,
so
we
bring
a
very
complex
analysis
up
to
a
fairly
simple
metric.
So
you
can
understand
the
implications
of
this
and
that's
what
financial
sustainability
is
about,
having
positive
cash
flow,
having
having
significant
and
measurable
balances
that
meet
your
target,
that
black
line
there
in
the
upper
right
hand,
graph
would
be
the
minimum
target
that
this
community
would
be
looking
for.
Okay.
F
So
now
we
want
to
say,
let's
say:
we've
identified
some
capital
projects
through
this
process.
We
want
to
bring
those
into
the
mix.
The
constant
throughout.
This
is
the
millage
that
hasn't
changed,
but
if
you
see
down
there,
the
green
bars
represent
the
last
scenario
that
we
looked
at
and
the
blue
bars
represent
this
scenario,
so
you
can
see
we've
added
a
significant
amount
of
capital
expenditure
in
those
three
years.
There.
We've
also
assumed
that
this
this
capital
will
be
debt
funded.
F
We
could
look
at
it
cash
funded,
but
we
wanted
to
look
at
a
debt
funded
in
this
example.
The
implication
is
that
cash
in
exceeds
the
cash
out,
but
by
a
lesser
amount,
because
you
now
have
this
new
debt
service
payment
that
you
have
to
make
every
year
and
the
reserves
are
below
the
target.
I
mean
they're
below
what
they
were
before
they're
still
above
the
target.
F
If
you
see
the
green
bars,
they
represent
those
high
reserves
that
we
had
if
we
did
not
fund
these
projects,
and
now
we
are
having
lower
levels
of
reserve
by
funding
the
projects.
Well,
the
next
thing
we
wanted
to
say
is:
if
we
put
these
projects
in
or
we're
not
going
to
have
some
increases
in
property
values
because
of
the
projects,
because
it
means
because
of
the
growth
that
will
occur
and
simply
because
of
the
increased
value
that
were
the
curve
there
will
occur
in
the
area.
F
F
The
implication
of
this
and
I'm
about
done
here,
but
the
implication
of
this
is
that,
with
that
strong,
a
financial
picture
of
your
funds,
your
city
in
the
out
years,
you
have
the
ability
to
identify
additional
capital
projects
in
that
lower
left-hand
graph,
that
it
could
be
fundable
through
those
financial
resources
that
will
develop
or
you
could
have
a
millage
reduction.
So
what
I
want
to
show?
F
You
is
what
would
happen
if
every
we
get
two
three
four
years
down
the
road
and
everything
happens
as
projected
here,
what
you
might
be
able
to
do
to
the
millage
now
the
same
things
have
stayed
the
same,
but
what's
here's
we
have
a
half
a
mil
reduction
in
2025
from
six
point.
Seven,
five
to
six
point:
two
five
and
the
cash
flow
now
is
less
than
it
was
before
reflected
in
the
lower
balances
in
your
reserve
fund.
Still
well
above
your
target.
E
C
Back
over
to
Jerry
here
with
that,
thank
you
Mike
and
I'm
glad
he
does
that
and
not
me,
because
I
could
never
do
that.
But
the
takeaway
in
as
Jeff
said,
is
that
you
know
this
is
a
powerful
tool
for
us
and
integrating
it
within
our
planning
process.
As
we
look
at
different
scenarios,
Mike
created
this
program
he's
an
expert
at
it
and
his
days
used
it
with
nearly
two
dozen
cities
throughout
Florida.
C
So
with
that
we'll
move
into
what
is
perhaps
one
of
the
most
significant
parts
of
this
process
and
the
third
element
that
will
speak
to
you
and
where
everything
comes
together,
and
that
is
the
Charette
process
itself.
We
do
a
significant
amount
of
community
engagement
and
the
reason
that
we
do
is
because
we
think
it
is
incredibly
important,
and
these
are
much
more
than
workshops
or
charettes,
that
we're
hosting
these
efforts
are
about
building
community
and
having
discussion
and
dialogue
and
debate
and
agreement.
C
And
hopefully
we
come
to
the
end
and
having
consensus,
and
this
is
a
process
in
which
the
community
itself
has
a
very
significant
role
in
seeing
the
opportunities
that's
ahead
of
them,
and
while
we
may
be
the
facilitators
helping
to
develop
the
tool,
it's
the
community
that
is
developing
the
goals
and
what
the
priorities
are,
as
well
as
determining
the
metrics
that
we
will
come
back
to
her.
You
will
come
back
to,
and
hopefully
we're
here
with
you've
come
back
to
every
year
to
reassess
and
see
where
you're
at
and
how
you
continue
to
move.
C
Incidentally,
when
I
say,
community
I'm
gonna
include
you
all
in
that
that
residents,
businesses,
elected
officials,
your
your
city
staff
and
then,
as
we
move
into
the
Charette
process,
which
was
the
actual
program
itself,
there's
a
world
that
we
have
to
help
facilitate
that
and
that's
one
to
help.
Work
with
the
community.
C
One
of
the
things
that
I'll
add
to
this
and
part
of
the
reason
why
we
spend
so
much
time
and
ensure
our
processes
for
us
and
community
engagement
is
that
it's
not
just
a
one-time
event.
For
us.
This
is
something
that
starts
very
early
on,
and
it's
absolutely
critical
that
we
have
well
engaged
participants
that
have
an
excitement
and
energy
are
knowledgeable.
What
is
what
is
occurring?
What
is
moving
forward
coming
and
participating
in
this?
So
we
start
early
on
typically
with
project
websites.
C
Social
media
campaigns
and
outreach
will
work
with
staff
to
determine
what
their
preferred
methods
are
and
oftentimes.
This
includes
roundtable
discussions
and
stakeholder
groups
and
impromptu
interviews
and
surveys
and
whatnot,
because
we
want
people
again
to
be
excited
and
have
an
idea
and
already
come
with
thoughts
generated
when
we
get
into
the
Charette
process
itself,
which
is
meant
to
be
very
interactive.
It's
not
us
talking
I,
think
I've
said
this
before
we're
facilitators.
C
We
think
that
this
is
something
that
we've
made
a
significant
investment
in
you
as
a
community,
the
investment
upfront
in
in
educating
people
and
letting
them
really
become
or
letting
them
know
the
importance
of
then
becoming
a
part
of
this
process
and
then
participating
in
the
shredding
and
in
the
output
of
that,
and
so
we
want
to
make
sure
people
stay
fully
engaged,
because
ultimately,
the
most
successful
plans
that
get
implemented
are
those
that
continue
to
have
community
support
and
drive
behind
it.
So.
E
And
part
of
that
engagement
means
going
out
into
the
community,
so
we
love
to
integrate
engagement
with
festivals
with
schools.
Children
with
whatever
is
going
on
I
mean
where
the
people
are
not
just
in
the
dark.
The
dark,
intimidating
room
there's
a
place
for
that
for
the
formal
public
meeting,
but
there's
also
a
place
to
get
out
and
see
people
where
they
are,
where
they're
most
comfortable
and
where
they're
they're
ready
to
share
their
experience
of
what
it's
like
to
live
here
and
vision
for
the
future.
I.
C
Hadn't
even
looked
at
those
pictures,
but
each
one
of
those
pictures
represents
outreach
efforts
that
we
did
at
specific
projects
in
specific
communities
at
the
request
of
the
client
to
get
specific
input.
So
with
that
we're
moving
to
the
timeline
and
deliverables
in
the
communication,
as
I
said,
we
do
an
awful
lot
of
this
within
our
state
and
our
region
in
particularly-
and
we
have
built
this
largely
at
least
the
front
part
of
the
schedule
based
on
the
Charette
from
our
past
experience.
We
know
that
particularly
for
something
this
significant.
C
Whatever
outreach
in
community
building
efforts
that
you
would
want
to
do
to
get
ready
in
preparation
for
the
workshop
following
that,
then
you
know
we
have
set.
What
we
think
is
a
fairly
aggressive
schedule,
but
we
think
it's
also
one
that
benefits
the
community
in
in
having
a
faster
pace
and
keep
things
moving
forward
and
it's
doable
for
us.
So
we
would
work
for
the
month
following
the
actual
Charette
and
creating
the
Shred
report
and
transition
that
directly
into
developing
your
your
master
plan,
as
well
as
the
implementation
strategy.
C
C
Make
sure
we're
getting
it
right
right?
It's
not
a
that's
what
we
do
this
for
it's
not
come
talk,
and
then
we
take
it
away
and
leave
it
has
interactive
after
so.
We've
also
included
in
this
draft
reviews
and
those
are
public
reviews
as
well
as
then,
the
final
completion
which
we
would
look
towards
having
this
ready
for
for
really
looking
into
the
implementation
by
June
or
July
of
this
summer.
So
with
that,
why
Stantec?
So
you
know
this
is
always
a
hard
one
to
sort
of
touch
yourself.
C
At
least
we
think
it
is,
but
one
of
the
the
couple
things
that
we
feel
that
there
are
value
in
for
you
as
a
community
is
that
we
are
a
local
local
team.
We
have
more
than
a
60
year,
history
with
in
Southwest
Florida
in
planning,
design,
development
and
engineering,
and
this
is
the
very
work
that
we
do
not
only
within
our
own
state
but
throughout
the
country
in
working
with
communities
and
we're
believers
in
big
ideas,
as
I
had
mentioned
earlier,
and.
E
I
think,
in
some
cases
a
big
company
is
a
liability
scales.
A
liability
I
think
it's
damn
tech.
A
big
company
is
an
asset.
We
have
access
to
leading
experts
in
diverse
fields.
I
mentioned
a
couple:
automated
vehicles
resilience.
The
list
is
very
long.
I
won't
go
into
it
today,
but
we
routinely
and
seamlessly
can
integrate
those
folks
in
and
out
of
the
project
as
opportunities
come
up
to
make
sure
we
can
capture
them
intelligently
and
we
are
very
serious
about.
E
We
try
to
win
awards
that
not
just
so
we
can
pat
ourselves
on
the
back,
but
that
keeps
us
motivated
to
make
sure
we're
delivering
a
project.
That's
at
the
cutting
edge.
That
is
important
as
important
to
the
community
as
it
is
to
us
and
that
that
really
can
set
a
new
standard
for
how
to
do
this
kind
of
thing
elsewhere
in
the
country
and
and
is
related
to
what
other
people
are
doing.
The
best
practices
and
and
and
the
plan
fundamentally
is,
as
we've
all
talked
about
is-
is
a
tool
to
do
just
that.
E
C
I
think
that
the
one
item
I
would
add
to
that
in.
What's
perhaps
most
important
for
us
and
where
we
see
the
significant
value
is
that
our
role
is
not
necessarily
to
come
in
and
just
create
a
plan
and
leave,
we
see
our
role
and
where
we
find
the
value
is
creating
plans
that
are
based
on
sound
economics
that
reflect
the
community's
wants.
They
have
solid
planning
principles
that
we're
then
able
to
work
with
you
on
implementing
those
can
come
back
through
the
years
as
we
look
at
the
assessments
and
updates
and
move
moved
forward.
F
Just
that
we're
here
for
the
long
haul,
mindful
and
financial
services
planning
group,
has
been
doing
this
in
Southwest
Florida
for
30
years.
Stan
deck
has
been
here
for
more
than
60
years,
so
we're
here
for
the
long
haul,
I
like
to
add
that
I
think
what
uniquely
separates
us,
hopefully
from
our
competition,
is
that
we
do
this
in.
We
integrate
the
financial
and
the
urban
design
planning
process
together,
there's
not
one
and
then
another
that
maybe
don't
get
together.
C
It's
a
lot
to
hear
it.
I
do
think
that
we've
covered
anything
now.
We're
gonna
be
glad
to
take
comments.
I
want
to
thank
everyone
for
coming
today.
It's
good
that
you're
already
participating
in
this
process,
which
is
thank
you
I,
do
err
on
the
side
of
caution.
So
I
had
mentioned
earlier
that
Mary
had
included
specific
question
topics
and
if
you
flip,
through
your
booklet,
just
to
make
sure
I've
also
had
those
in
there.
Those
are
in
the
PowerPoint
as
well
just
public
record.
So
with
that.
C
A
C
E
I
think
well,
first
of
all,
I
think
that
it's
very
relevant.
We
think
it's
relevant
to
work
in
both
realms,
because
you
can
learn
lessons
from
one
and
apply
them
to
the
other.
If
you're
working
for
a
city
you
can
do.
If
you
understand
how
the
private
development
side
works,
you
can
more
effectively
generate
a
plan
that
can
respond
to
that.
So,
for
example,
that
Elkhart
project
that
we
talked
about
is
a
partnership.
C
Require
private
investment
to
facilitate
it
as
well.
So
the
very
first
project
we
had
introduced,
which
was
one
of
the
newer
town
developments
as
well
as
one
that
was
based
on
the
university
university
system.
That
was
done
specifically
with
the
drive
and
support
of
the
county
in
what
they
were
expecting
their
future
growth
projections
to
be
and
how
they,
as
well
as
the
development
pattern.
So.
C
Then
also
the
very
first
one
with
that.
Ironically,
the
one
project
which
started
as
private
has
gone
public
because
of
its
principles,
and
that
was
the
one
that
we
had
shown
his
Westlake
in
Palm
Beach,
because
they
realized
that
they
needed
in
order
to
fully
meet
the
community's
expectations
of
providing
not
only
the
the
commercial
and
employment
and
recreational
opportunities,
but
also
Pacific
uses
that
were
required
out
there.
They
needed
to
become
a
city
in
and
of
itself
and
I
think
we
have
a
couple
others
in
there,
that
we
have
l.
C
A
F
Yeah,
we
are
one
of
the
most
extensive
modelling,
as
we've
done
is
for
new
port
richey,
where
they
have
the
similar
situation.
There's
a
sunsetting
pretty
soon,
and
so
we've
developed
two
models
there,
which
we
would
for
you.
We
develop
a
CRA
model
and
a
general
fund
model,
and
they
would
talk
back
and
forth
to
each
other.
It's
just
too
much
to
show
in
a
five
minute
deal
but
yeah.
We.
C
A
G
I've
got
just
a
couple.
Actually,
a
common
question
is:
is
you
had
mentioned
early
on
that
housing
in
our
county
is
slightly
below
what
Florida's
average
is,
however,
we're
having
an
affordable
housing
crisis
in
our
county
and
also
within
a
high
amenity.
C
You
know,
and
that's
one
of
the
things
that
we
need
to
touch
on,
because
it's
almost
a
misnomer,
we
say
well,
you
know
again
as
we
look
at
statewide,
we
say
well
we're
below
the
national
average,
but
we
all
have
a
housing
crisis.
So
it's
you
know
it's
much
broader
than
where
we're
facing
just
here
in
Florida,
but
you're.
Absolutely
right.
G
Okay,
so
I'm
just
saying
that's
something
that
I
would
I
would
be
looking
for.
You
guys
to
address
the
other
question
I
have
is.
It
goes
all
the
way
back
to
the
very
end
when
you
say
you're
here
in
the
long
haul.
What
can
you
do
from
us
do
for
us
two
years,
five
years
and
ten
years?
How
so
that
this
doesn't
become
a
stagnant
clan,
because
things
are
gonna
change
into
five
and
ten
years,
a.
C
Couple
different
different
elements
number
one
in
terms
of
your
plan
and
the
implementation,
certainly
the
integration
into
your
land
development
regulations
and
work
that
you're
doing
you
know
we
have
a
broad
team
of
professional
planners
that
that
is
what
we
do.
That's
our
scope,
we've
one
of
the
other
benefits
with
us
as
being
a
much
broader
team
in
itself
and
I
hate
to
say
this,
but
I
was
in
a
very
positive
way,
everything
related
to
development
or,
as
you
go
through
your
process,
we're
able
to
do
with
us.
C
E
C
F
D
Thank
you.
Yeah
I
really
appreciated
the
the
connection
with
the
economic
development
piece
of
it
because
it
really
tied
together
well
and
you
didn't
touch
on
in
the
implementation.
The
the
land
develop
a
regulation
piece,
which
is
a
really
important
component,
because
that's
where
we
we
have
code
that
gets
out
of
date
and
and
we
implemented
when
we
did
our
last
master
plan.
We
we
changed
the
master
plan
that
the
landfill,
more
regulations
based
on
that
you
do
address
it
in
your
text.
But
you
didn't
speak
to
what.
F
C
I
will
apologize
because
that
was
my
ear.
That
was
something
I
meant
to
speak,
more
and
I.
Think
I
included
it
in
there.
It
is
important
because
the
your
your
LV
ours
are
what
guided
and
allow
the
framework
of
what
you're
working
in
so
I.
Think
one
of
the
important
takeaways
with
this
is
that
you
know
we
talked
about
working
in
the
the
place
making
and
design
in
conjunction
with
the
economics.
C
One
able
that
will
become
at
enabling
regular
regulation
to
allow
you
to
accomplish
that
in
certainly,
then
was
practical,
so
they
all
have
to
be
integrated
within
it,
and
once
you
identify
what
that
implementation
plan
is
that
you
want,
then
those
do
have
to
be
amended
to
reflect
that,
and
you
know,
as
you
mentioned
just
a
second
ago,
that's
an
ongoing.
You
know
we
can't
we
don't
create
them
and
then
lock
them
in
it's
always.
Where
do
we
look
at
how
do
they
change?
What
are
the
trends?
What
are
the
wants?
C
D
C
C
D
C
I
think
number
one
that
is
probably
one
of
your
number
one
assets,
it's
something
that
has
to
be
obviously
protected
and
preserved.
You
want
to
continue
to
grow
and
enhance
around
it
and
it's
a
tool.
Quite
frankly,
as
we
look
at
even
tourism
historic
preservation,
tourism
is
a
multi-billion
dollar
industry
in
the
state
which
you're
growing
in
and
that's
a
part
of
what
comes
out
of
this
process
and
how
you're
setting
those
goals
and
augmenting
and
supporting
it.
It
is
a
critical
element,
but
to.
E
Me
preservation
is
kind
of
a
word
that
makes
me
nervous
because
it
suggests
that
you
don't
have
to
do
anything
you
just
it's
good
and
you
can
just
leave
it
alone
and
don't
touch
it
and
that's
really
not
it.
It's
reinforcing
it,
keeping
it
relevant,
making
changes
that
keep
it
alive,
but
not
changes.
They
compromise.
It's
it's
fundamental
authenticity
and
integrity.
Thank.
A
Okay,
so
we
gonna
Marian,
we
gonna
call
a
break
and
let
them
get
set
up.
Okay,
I
think
they're
gonna
need
the
20
minutes.