Exhibit Scope of Services SCOPE OF SERVICES The following scope of services is organized in three stages of work: 1) Base Analysis; 2) Community Visioning; and 3) Recommendations/Final Plan. The bulk of the Base Analysis has already been completed, but will need to be reviewed, refined and packaged so that it can be presented to the public for a Community Visioning process that is based on the realities and opportunities facing the City of Wilmington today. 1. BASE ANALYSIS Task 1.1 Defining Wilmington Defining Wilmington refers to understanding its past, present and potential future. Places are, in large part, a product of their history. We will collect Sanborn maps and research local history to provide a historic basis that informs our understanding of the City's evolution. This analysis will bring to the fore how the area has changed and what characteristics have instilled a sense of continuity and place over time. Task 1.2 Demographic Review We will undertake a review of local demographics and other key indicators that demon- strate the direction the City is moving. We will perform research using a combination of locally available data coupled with information from the US Census Bureau, the US Depart- ment of Labor, and other reputable resources to catalogue Wilmington's key indicators including: Social demographic trends Housing trends including value, conditions and tax delinquency Key economic development trends such as employment figures and market trends Task 1.3 Baseline Analysis and Graphic Production lnterfa'ce Studio will undertake a review of the City to become intimately familiar with its on-the?ground conditions. There is a considerable amount of data that has been recently collected by and for the City, such as from neighborhood plans, economic development plans, transportation and parking studies, the Downtown Development District applica- tion, and the market value analysis. The consultant team will work with the City to identify, aggregate, unify, and refresh all releva nt data sets, and to create a GlS-based analysis of existing conditions across the city. This portion of the analysis will afford visualization and quantification of the following variables: Regional context, access and proximity to amenities, including transportation, job centers and entertainment; Current land use, zoning and vacancy; General neighborhood conditions rated by block; Recent revitalization, investments, and proposed developments: Transportation analysis; Economic analysis; Crime statistics if made available by the Wilmington Police; An environmental report card based on the City's tree canopy, parks and environmental factors such as impervious surfaces and stormwater runoff; Location of historic districts and noteworthy buildings; community assets such as institutions, public amenities, employment centers, service providers and open space; Commercial corridors and districts; PLAN roenreenvor WILMINGTON ?1011501500? Quality of life issues, such as trash and vandalism that contribute to daily life in the City. Task 1.4 Existing Conditions Summary Tasks 1.1 - 1.4 are compieted. 1 All of the findings throughout the analysis will be summarized in a graphically sophisticated summary report reviewing key opportunities and challenges. Task 1. 5 Existing Conditions Review The team will meet with the Planning Director and key leaders and stakeholders to review the existing conditions summary report. This set of facts and themes will serve as ground? ing for discussions during public meetings and events therefore it will be important that it is straightforward and easy to understand, while highlightingthe key issues and opportuni- ties that will encourage stakeholders and residents to actively engage in the comprehen- sive planning effort. This meeting will also provide the opportunity to discuss the planning process tasks and ensure they will follow State planning guidelines and build from past neighborhood plans and current mayoral priorities. YOUR IDEAS 8. INSIGHTS ABOUT SUWANEE il you have [Ham-meme thoughts roshare or Ideas [or how Ioutions In Suwanee could be improved, .Idd them to the map below You can dick through the the mapping instructions [If you preler mt mallow pop-up windows, you can a pdfal the Instruclions] as you complete each mapping step in the map bcIoW. If you have ideas to share about Suwanee in general [not [Jesse mmb?r them to the 'ideas competition" page you have qustioru about the project or things to share that you'd rather not share pubikly. click on the 'cummunicale" Ijnk above. DUCK HEHE Tl] VIEW THE MAPPING ~or- CLIDH TU DOWNLOAD . - I hang umHawaii I Add lacrosse holds 9 Mom Iidmlu?ml along I 'n migbofhoodl I Buun? 51mm? mm aver-pus I 8mg Cancer ruining 'Tmr Bridg. :orml-ng Davin Sr Iolhe Gloomy I swam Hugnay aid-an I Chan lof?uemriy the am long Suwanee Rd bulwem Kroger Ind much i Cleaned up ?Insertion '5 Connor! Bunn- Re ID as South Hm I New hill-section m. . I- - 5' Above: Screen capture from Suwanee on-iine coiia borative 2. COMMUNITYVISIONING Task 2.1 Creation of a Steering Committee While the City ofWilmington is the contract agency forthe project, it is important to create a formal Steering Committee that can provide the team with a wide range of insight and feedback at the neighborhood and citywide level duringthe planning process. This Steering Committee is an opportunity to bring together representatives from each neighborhood area and the City who provide diversity in terms of geography and background. We suggest the Steering Committee be composed of 20 people and include leaders from institutions, arts organizations, and service providers, school representatives, youth, merchants, and swung 20/20 VISION PLAN map. TOWN CENTER OPEN HOUSE PUBLIC INPUT SUMMARY Ri t: Remus from SuwaWnees co iaborative map Indicating priorities for improvements . Il? . t?H-ll?ilff? . .l 2" if? 5 5M, 9335.) yaw-mi} I Milo - r, . LI itv?M??f?H neighborhood residents that represent each neighborhood area, as well as developers and representation from the Planning Department, Wilmington Housing Partnership, Office of Economic Development, and WILMAPCO for the citywide perspective. Interface Studio will prepare a 1-page introduction to the project for Steering Committee members to familiarize them with the process a nd their role. We anticipate about 8 meetings with the Steering Committee to provide updates on the plan?s progress and review any work prior to public release. Task 2.2 Kick-off Meeting The project kick-off is intended to accomplish a number of activities including: Review the proposed schedule of activities with the City and finalize a plan for community engagement and Visioning; Participate in a kick-off meeting with a Steering Committee of key stakeholders to discuss the need for this plan, key objectives and to finalize a schedule for the project; and Collect any additional information relevant to the project since the base analysis, particularly recent reports, studies and proposed projects. Task 2.3: Review of Existing Plans Much work has already been done at the neighborhood and citywide~leve , including the Planning Department?s Neighborhood Comprehensive Development Plans, community- developed plans, and the Wilmington Neighborhood Conservancy Land Bank. The Interface Studio team will collect and review all relevant plans for the area. We will provide a summary map that identi?es all major proposed projects in Wilmington based on this information. The existing plans can be included in the Comprehensive Plan as an appendix. Task 2.4 Ongoing Coordination with the City We expect internal phone calls with the City to provide updates on the plan?s progress and review any work prior to public release. It is critical that the plan for public ndrbus-in ess owners: T-a rgeted?meetings - with City staff will be organized at key moments in the planning process. Task 2.5 Updates to City Leadership We will meet with the Mayor, Council and funders at the onset of the public process to orient them to the project and provide periodic updates at key moments in the planning process. We anticipate meeting with City leadership three times during the planning process in addition to one-on-one meetings as necessary. Task 2.6 Web Presence 8: Social Media Interface Studio will create a page on our website that will host project information, outreach activities and planning documents. The City of Wilmington may also want to dedicate a page on their website for the comprehensive planning process. In addition, we will create a Facebook account for the plan as a means of providing regular updates and information on the plan. Task 2.7 Stakeholder Interviews The team will conduct up to 50 interviews with a wide-range of leaders and stakeholders. The list of interviewees will be identified by the City and should be representative of Wilmington as a whole. The intent is to gain insight from those representing different sectors and areas of interest in the City and thereby educate the team about local conflicts, concerns and issues. We ask that the City help schedule an intensive 3-day slate of interviews to kick? start this process. We will be responsible for scheduling and finishing the balance of the interviews in person or by telephone. Interviews will be summarized for discussion with the Steering Committee and the City. nun-pn-koV] . . 4- cf. wan-W ?1".fu Above: Custom postcards interface Studio area ted for visionln exercises in Macon, Georgia an WPE in Chicago. Above: Suwanee Right: The Open House video installation for Suwanee. PROJEGTSBOPE Task 2.8 Collaborative Map interface Studio will create an on?line Google map that enables any user to add both ?in- sights" and ?ideas." The map will serve as an on-line catalogue of community concern and help to identify necessary improvements from the ground up. Previous uses of this tool have provided the process with hundreds of specific ideas and thousands of views by local residents. As it is likely that some will not have internet access nearby, we will also create a large format hard-copy version of the interactive map which can be placed in a public space like a library. The hard-copy map will use stickers and notecards to mimic the Google map. We have had success with both versions of the map and will tailor the exercise to best meet the needs of this project. Task 2.9 Focus Group Meetings The planningteam will work with the Steering Committee to organize focus groups to discuss the City and its potential future. Focus groups are small groups of about 10 participants that allow for a rich discussion of ideas and concerns. Each focus group will be facilitated by the planning team with an agenda of previewing existing conditions data and targeted discussion in response to specific questions generated by the team. We ask that the Steering Committee be responsible for inviting focus group participants, securing meeting space and providing light refreshments. We typically organize focus groups targeted to specific interests. We initially recommend eight (8) focus groups potentially including: Resident focus group to get a community perspective on neighborhood issues. Parks and recreation focus group to discuss open space, maintenance, trees, trails, stormwater management, and ways in which open space can best be utilized to serve community needs. Economic development focus group to discuss Wilmington's economic climate and competitiveness. Merchants focus group to help us gather insights from business owners about their concerns and hopes for the future. Connectivity focus group to discuss barriers and ideas toward encouraging better connec?ons. Youth focus group with area teens or younger to discuss their concerns and hopes for the future of Wilmington. Housing focus group to discuss issues regarding housing affordability, housing programs and market-rate investment. Arts focus group to discuss opportunities to further tap into and express Wilmington's creative culture. Task 2.10 Public Forums Interface Studio will plan for open, public meetings at key intervals during the planning process in the neighborhood areas. These meetings need to be well attended and Interface Studio will coordinate Facebook updates and production of flyers, but will rely heavily on City staff, the Steering Committee and leaders from each of the neighborhood areas to help spread the word and ensure community turnout. We will work closely with City staff and the Steering Committee to identify the best locations for meetings and develop a range of activities to make these meetings interactive and informative. We expect a plan of this breadth will likely have 2 rounds of public meetings in each of five neighborhood areas to discuss neighborhood initiatives and priorities with local residents and stakeholders as well as present recommendations. Two citywide meetings for input and recommendations are anticipated as well. We encourage the use of a more relaxed format that encourages people to explore and participate when it's convenient for them. Depending upon the process, we recognize that the number of meetings may increase or decrease as necessary. We tailor each public outreach effort to the project at hand and to the needs ofthe client. public forum (6): An introduction to the project, a review of our base analysis and initial findings from the collaborative mapping and interviews, and a facilitated discus- sion of participant's main concerns. Games will be designed to elicit responses from participants about the analysis and to discuss their vision and goals. 2nd public forum (6): An event to share preliminary ideas and work with participants on determining their priorities for the future as well as a discussion of necessary action steps following completion of the plan as well as potential barriers to implementation. We will design multiple games and tools designed to elicit public response and discussion. The tools potentially include: Postcards from the Future: If you visited the Wilmington in 2037, what would you see? This is the question we pose to people through postcards that we design and distribute in key places around town (pre?paid postage of course). This is an inexpensive way to getting alotof. visionstatementand ideasfromresidents and business owners. Photo Suggestion Booth: What is your one big idea for Wilmington? We don't think anyone in the City will have any shortage of ideas so why not capture their idea (and picture) as a part of the process? Do-lt-Yourself Budgeting: Ever think you could spend money more wisely? This is the public's chance to put their money where their priorities are. We have created piggy banks, used fake money to help participants understand budgeting constraints and communicate what is most important to them. Some of these activities can also be taken on the road and utilize engaged residents and stakeholders in facilitation. Called ?pop-up" meetings, our team can create materials for City staff and local community voldnteers to take to locations that naturally draw a lot of people (such as community events, malls, busy plazas, etc.) to elicit feedback in their own communities. We'll also provide material on the project to encourage continued involve- ment throughout the planning and implementation process. Task 2.11 Marketing Materials Branding the plan is important to help people readily identify with the initiative. We will develop marketing materials during the course of the project, using visually engaging and graphically consistent imagery to entice involvement of the public. Postcards, posters, flyers, t-shirts and on-Iine materials will tie the planning effort together and communicate clear messages about the Comprehensive Plan. enumeration 3. FINAL PLAN Task 3.1 A Statement of Vision and Guiding Principles A draft vision statement and principles and goals for the future of Wilmington will be developed for review by the City and Steering Committee. This draft vision will be the result of our public engagement to date and be subject to continual refining as the process moves toward identifying strategies and trade?offs. Task 3.2 Developingthe Plan: Goals and Strategies The community engagement will yield a range of visions, ideas, policies and recommendations. We will work with the public, Steering Committee and City to create a clear set of Goals, Policies, Strategies and Action Steps related to each component of the Comprehensive Plan. While the community engagement process will ultimately determine the key topic areas and organization of the Plan, we anticipate the Goals and Strategies will target the following: Physical environment covering issues of density, balanced growth, preservation and infrastructure; Education, children and youth programs; Supportive services such as day cares, health services, senior services, and programs for foreign born families; Public safety addressing crime and traffic safety; Public art and local culture; Economic and workforce development, including potential development incentives; Housing including resources for existing property owners, affordability and housing programs; Parks and public spaces; and Communication to further encourage an active public dialogue long past the completion of this plan. Task 3.3 Housing Plan market value analysis will be used to identify proposed target areas for focusing residential development. These target areas will include areas of vacancy and public? ownership as well as areas of noted developer interest and places in close proximity to major assets and employment centers. Specifically, recommendations will include: A housing strategy to target available resources and activities within identified opportunity areas; Strategies to increase confidence and encourage and/or support individual owners thinking of investing; Working closely with the City and their partners on redevelopment scenarios for city- owned parcels of land and identified opportunity sites; and Recommendations to preserve historic buildings. Task 3.4 Economic Development Plan The economic analysis should yield a vivid description of the trends, assets, and difficulties that define the City of Wilmington?s present economy and formulate a clear and persua- sive framework to guide future investments and economic development initiatives. There will be a particular focus on the current state and future prospects of different industries within that economy, and on what causes or will cause some of these industries to thrive and others to struggle. The industries of focus will emerge from review of existing research and discussions with the City, but it is likely that special attention will be given to the city's concentration of financial services activity and to its port. Thus. in concert with other explorations and evaluations of the city's economy, these analy- ses will inform the development of an overall approach to economic growth and of specific tools that may be successfully deployed within that economic growth framework. This effort will dovetail nicely with concurrent efforts around Wilmington's recently approved Down- town Development District, especially as it relates to the use of various incentives to stimu? late development and attract investment. Task 3.5 Transportation Plan Transportation plays a vital role in the city?s economy, connectivity, and quality of life. A comprehensive plan must account for the transportation infrastructure assets and investments needed to foster individual mobility, public safety, and economic efficiency. The transportation component of this comprehensive plan will provide a citywide view of how the City should approach and invest in its transportation infrastructure, with particular attention to connecting north?south and east-west corridors. Transportation goals will be developed on several levels, including but not limited to through movement of goods and services, neighborhood connectivity, and destination connectivity through regional and local corridorswill warrant particular attention and additional detail, and the consultant team will seek to balance the use of streets with safe and efficient multi-modal transportation solutions. A transportation hierarchy will be developed to provide a sustainable transportation system and will conform to the State's Complete Streets policy, with specific explorations into road diets, bicycle routes, parking, and transit oriented development. Task 3.6: Plan For Improving Public Space The quality of the City's parks and public spaces have an impact on neighborhood quality of life as well as the image of the city as a whole. For this reason, we will create a series of recommendations that will help to augment, or where necessary transform, the Composite analysis for Rochester based on collected data. Tile darker colors represent greater disinvestment and. subsenuently. a_ different reinvestment approach. 2008: Neighborhood Classifications Exceptional Stable - Transitional High - Transitional Low - Depreciated - Distressed .- existing network of parks and public spaces into a source of communal pride and activity. Specifically, we will: Create designs to improve existing parks and key public spaces including gateways, civic spaces and key corridors and; Identify opportunities for new and/or expanded park space as appropriate. Task 3.7 Future Land Use Plan 8: Zoning Recommendations Based upon the results of the work completed above, the team will develop a future land use scenario for discussion with the Steering Committee and the public. The future land use will conform to State guidelines for comprehensive planning but specifically seek to translate the planning principles and strategies into one cohesive land use approach for the City. Neighborhood-specific posters will also be created to share with neighborhood residents during public forums. The future land use scenario will help identify the necessary zoning changes required for implementation which will be documented as a part of the comprehensive plan update and reviewed by legal counsel to facilitate their eventual implementation as part of an anticipated rewriting of the entire zoning code. Task 3.8 Neighborhood Action Plans The Neighborhood Action Plans will build on our understanding of prior planning work and neighborhood plan recommendations, and engage the public to prioritize actions that address the day-to?day challenges and quality of life in the City?s neighborhoods, integrating key services concerning code enforcement, streets, housing conditions and vacancy at the neighborhood?level and aligning with the work of the land bank. This task will entail additional neighborhood-level outreach and neighborhood-level mapping. The team will work with the City to determine the best way to integrate the citYWide comprehensive plan and the neighborhood plans to create a document that will be concise and useful. Task 3.9 Action Plan for the Next Year This plan can and should develop recommendations with long?term objectives and investments in sight. But it is also extremely important to identify short?term strategies that can be accomplished with limited funds in the next year. Events, festivals, public art, marketing and other tactics can be employed relatively quickly and inexpensively yet can also have a noticeable impact. Task 3.10 Preliminary Action and Implementation Strategi A plan is only as effective as its ability to be implemented. For that reason, we place an emphasis on outlining, step by step, the phasing, necessary actions. lead agencies, partners, and funding sources for each recommendation. Based upon community input, City guidance and overall feasibility, the strategies will be divided into short?term, medium-term, and long-term recommendations to help guide fund raising and staffing. This information will be organized in an Excel matrix for review and editing by the City and Steering Committee, as local expertise will be integral in matching recommendation ideas with appropriate funding sources and programs for implementation. Once finalized, the City will receive a digital copy of the Excel Matrix that can be updated over time. Task 3.11 Preliminary Comprehensive Plan and Comprehensive Plan Summary All of the work will be edited and organized into one well?tailored, place-specific, graphic? heavy document that describes in detail the set of policies, goals and action steps developed through the community engagement and Visioning. We will provide a CD with the report in PDF format for review. We ask that all comments on the plan be transferred to one hard copy to facilitate the editing process for creation of the final plan. A simple, graphically attractive summary is needed to help further spread the word about Wilmington's future. We will talk with the Steering Committee and the City about the formatting options for this summary in terms of size, look and feel. Task 3.12 Final Comprehensive Plan and Comprehensive Plan Summary Interface Studio will update the draft Plan and Summary, incorporating all final comments provided by the City. Steering Committee and public. We will provide one CD with a PDF of both the Plan and Plan Summary. All of the graphics and PowerPoint presentations created during the planning process will be included on the CD for future use by the City. Task 3.13 Take the Show on the Road We believe it is important to market the plan and generate additional support for the work such as it moves toward implementation. For that reason, Interface Studio will be available for up to three presentations to roll out the pian to the public, County or regional agencies and other stakeholders as determined by the City and Steering Committee. DOWNTOWN TRADITIONAL COMMERCIAL GENERAL COMMERCIAL GENERAL INDUSTRY LIGHT INDUSTRY PRODUCTION I MIXED-USE URBAN PARK SINGLE - FAMILY DETACHED SINGLE TWO FAMILY MULTI - FAMILY ESTATE RESIDENTIAL ESTATE RESIDENTIAL - GOLF COURSE INSTITUTIONAL UTILITIES . .- r1: I PARKS 6 OPEN SPACE A: CHARLES 5T. BUSINESS PARK a; PLAZA C: GREATER BINGHAMTON HEALTH CENTER D: BRANDYWINE INDUSTRIAL CORRIDOR E: SUSIRULIIANNA RIVERFRONT DO F: -PP.ONE COMMERCIAL, The proposed futu1e land use for Binghamton (above) seeks to create more protections for ?ood-proned through zoning and the integration of blue and green infrastructure. I PUBLIC OUTREACH- (with st eps for C: c, and Steer TECHNICAL TASK i153 TECHNICAL TASK COMPLETED TASK 1" BASE ANALYSIS 1.1 Defining Wilmington 1.2 Demographic Review 1.3 Baseline Analysis and Graphic Pgductio? 1.4 Existing Conditions Summary . 1.5 Existing Conditions Review TASK 2 - COMM UNITY VISIONING 2.1 Creation of a Steering Committee Selected and invited by City with input from planning team 2.2 Kick-off Meeting I Updated GIS and other data delivered by the City Meeting scheduled by City and facilitated by planning team 1 2.3 . Review of Existing Plans 2.4 Ongoing Coordination with the City 2.5 Updates to City Leadership 2.6 Website Presence and Social Media Stakeholder Interviews - Organized by City and conducted by planning team 2.8 Collaborative Map 2.9 Focus Group Meetings I Organized by Steering Committee and City. and facilitated by planning team I 2.10 Public Forums/ Open Houses I Facilitated by planning team with assistance from Steering Committee, City staff, and volunteers from neighborhood organizations 2.11 Marketing Materials I Developed by planning team for use by Steering Committee, City. and neighborhood organizations to publicize the plan and planning activities TASKS - RECOMMENDATIONS FINAL PLAN 3.1 A Statement of Vision and Guiding Principles 3=.2 DEEloping the Plan: Goals Housing Plan I Economic Development Plan 3.5 Transportation 3.6 Plan for Public Space 3.7 Future __and Use Plan 3.8 Neighborhood Action Plans 3.9 Action Plan for the Next Year 3.10 Strategy 3.11 Preliminary Comprehensive Plan Plan Summary . 3.12 Final Comprehensive Plan 84 Plan Summary 3.13 Take the Show on the Road i . - fr?. .- PROJECT SCHEDULE . 34i2n3f11234123412311 WEEKS WEEKS I WEEKS f??ht MONTH 3 MONTH 5 ?f?h MONTH 9 Exhibit Initial Fees WILMINGTON COMPREHENSIVE PLAN Fee par Phase 1.5 Existing Conditions Review I 2. 1 Creation 013 Steering Committee 2.2 Kick-oft Meeting and Collection of Base Intorrnatlnn 2.3 Public Participation Plan 2.4 Ongoing Coordination 2.5 Web Presence 81 Social Media Inter?ewl- 2.7 Collaborative Map 2.8 Focus Group Meetings 2.9 Public Forums 2.10 Marketing Materials Total Hours Fee Subtotal Direct Expenses [includes printing) 3.1 A and Guiding Principles 3.2 Developingthe Plan: Goals and Strategies 33 Housing 3.4 Economic Development 3.5 Transportation ez?iblic Space 3.1 Future land Use Plan 3.8 Neighborhood Action Plan 3.9 Action Plan for the NextYear 3.10 Preliminary Action and Implementation Strategy 3.11 Preliminary Comprehensive Plan and Summary 3.12 Final Comprehensive Plan and Summary 3.13 Tahethe Show on the Road I Total Hours Fee Subtotal Direct Expenses