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Downtown Master Plan ConsulantTO: FROM: SUBJECT: MEMORANDUM August13,2002 The Honorable Mayor and City Council Members Michael C. Van Miiligen, City Manager Consultant Recommendation for Downtown Master Plan The Downtown Master Plan Consultant Selection Committee, comprised of Dave Rusk, Long Range Planning Advisory Commission; Bob Felderman, Dubuque Main Street, Ltd.; Dan LoBianco, Dubuque Main Street, Ltd.; Dick Wertzberger, Chamber of Commerce; David Harris, Housing and Community Development Director; Cindy Steinhauser, Assistant City Manager; and Laura Carstens, Planning Services Manager, evaluated nine proposals received for consultant services related to the Downtown Master Plan. The committee interviewed the top four firms. In December 2001, the City Council adopted Vision Downtown, a community consensus for our city center. In March 2002, the City Council approved a $100,000 budget for creation of a Downtown Master Plan based on the vision. The budget includes consultant services and public relations, printing, distribution, etc. The City has allocated $50,000 of City funds for the project. The Downtown Planning Committee is committed to raising the remaining $50,000. The master planning process will take 9 to 12 months to complete these four steps: 1) 2) 3) 4) Assess conditions and identify issues. Conduct a market analysis of downtown Dubuque. Establish community involvement Develop a Downtown Master Plan with a unified implementation strategy. The Consultant Selection Committee recommends that the City retain the Leland Consultant Group for $98,900, subject to procurement of the necessary funding. I concur with the recommendation and respectfully request Mayor and City Council approval. ~Mi~lligen~ MCVM/jh Attachment CC: Barry Lindahl, Corporation Counsel Cindy Steinhauser, Assistant City Manager Laura Carstens, Planning Services Manager MEMORANDUM August 13, 2002 TO: FROM: SUBJECT: Michael C. Van Milligen, City Manager Laura Carstens, Planning Services Manager~'~t'-'~ Consultant Recommendation for Downtown Master Plan INTRODUCTION This memo transmits the recommendation of the Downtown Master Plan Consultant Selection Committee. The committee recommends that the City retain the Leland Consulting Group for this project, subject to procurement of the necessary funding. A resolution is enclosed. BACKGROUND In December 2001, the City Council adopted Vision Downtown, a community consensus for our city center. In March 2002, the City Council approved a $100,000 budget for creation of a Downtown Master Plan based on the vision. The budget includes consultant services and public relations, printing, distribution, etc. The City has allocated $50,000 of City funds for the project. The Downtown Planning Committee is committed to raising the remaining $50,000. The master planning process will take 9 to 12 months to complete these four steps: 1) 2) 3) 4) Assess conditions and identify issues. Conduct a market analysis of downtown Dubuque. Establish community involvement Develop a Downtown Master Plan with a unified implementation strategy. DISCUSSION In June 2002, a request for proposal was distributed to about 75 planning firms nationwide. The Committee evaluated the nine proposals received in July 2002. In August 2002, the top four firms were interviewed by these committee members: Downtown Planning Committee Dave Rusk, Long Range Planning Advisory Commission Bob Felderman, Dubuque Main Street, Ltd. Dan LoBiance, Dubuque Main Street, Ltd. Dick Wertzberger, Chamber of Commerce Consultant Recommendation for Downtown Master Plan August13,2002 Page 2 City Staff David Harris, Housing and Community Development Director Cindy Steinhauser, Assistant City Manager Laura Carstens, Planning Services Manager RECOMMENDATION The Consultant Selection Committee recommends the team lead by Leland Consulting Group for the Downtown Master Plan, The Downtown Planning Committee concurs. The Leland team offers an advantageous blend of national and regional experience with local understanding. They also offer a synergy with other downtown studies. Project co-managers Anne Ricker and Bill Cunningham of Leland Consulting Group prepared the economic analysis for the Port of Dubuque Master Plan. This included research of the Downtown Dubuque market. The Leland team includes consultants who are familiar with downtown Dubuque - URS/BRW of Minneapolis and two Dubuque firms: MSA Associates and Durrant Group. The URS/BRW principals are Bob Kost and Dan Meyer. Bob has been project manager for design of the Mississippi Riverwalk and for the Port of Dubuque Master Plan and Design Standards. He is also on the URS/BRW team selected for the Downtown Dubuque Transit Analysis Alternatives Study. Dan Meyer is the project manager for the Transit Study, which allows seamless integration of these two downtown projects. Jim Holz of MSA Associates is part of the design team for the Education and Conference Center. He served on the Downtown Planning Committee dudng the visioning process. Jim also is part of the URS/BRW team for the Transit Study. Kevin Eipperle of the Durrant Group helped with planning for the Vision Iowa application for the America's River project. He is on the design team for the Mississippi River Discovery Center and the Main Street Reconstruction Project. Kevin also was project manager for creation of design guidelines for the historic districts in and around downtown Dubuque. The Consultant Selection Committee was impressed by the commitment of the Leland team to build on the vision, to focus on real solutions, and to concentrate on implementation. REQUESTED ACTION The Consultant Selection Committee recommends a contract for services with Leland Consulting Group for $98,900, subject to procurement of the necessary funding. LC/mkr Attachments Attest: Prepared by: Laura Carstens, City Planner Address: City Hall, 50 W. 13th St Telephone: 589-4210 RESOLUTION NO. 423-02 RESOLUTION AUTHORIZING CONTRACT FOR SERVICES FOR PREPARATION OF DOWNTOWN MASTER PLAN Whereas, the City Council has made preparation of a Downtown Master Plan a priority; and Whereas, proposals for master planning services have been requested, received and evaluated; and Whereas, the City Council has allocated $50,000 towards this project. NOW THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF DUBUQUE, IOWA: Section 1. The City Council hereby selects the Leland Consulting Group's proposal for preparation of the Downtown Master Plan. Section 2. The Planning Services Manager hereby is directed to serve as the City's project manager and point of contact for this project. Section 3. The Planning Services Manager hereby is authorized to negotiate a contract for services with Leland Consulting Group in an amount not to exceed $98,900 subject to the procurement of the necessary funds. Passed, approved and adopted this 19th day of August 2002. Terrance M. Duggan, Mayor Jeanne F. Schneider, City Clerk PROPOSAL FOR SERVICES: 28 JUNE 2002 DOWNTOWN DUBUQUE MASTER PLAN DUBUQUE, IOWA PREPARED FOR: CITY OF DUBUQUE DUBUQUE MAINSTREET, LTD. IOWA MAINSTREET DUBUQUE CHAMBER OF COMMERCE PREPARED BY: LELAND CONSULTING GROUP 694 SOUTH GAYLORD STKEET · DENVER, COLORADO 80209 303.458.5800 PHONE · 803.458.5420 FAX WWW.LELANDCONSULTING.COM tN ASSOCIATION WITH: URS CORPORATiON MSA PROFESSIONAL SERVICES Dur<rokNT LELAND CONSULTING GROUP www. lelandconsulaing, com ph 503. 22z 1600 fl 503. 222. 5078 694 Sou& Gaylord Strem ph 303. 458. 5800 )~ 303. 458. 5420 ph 858. 509. 1693 3% 858 509. 0274 28 Jtme 2002 Ms. Laura Carstens Planning Services Manager CITY OF DUBUQUE 50 West 13m Street Dubuque, Iowa 52001 Dear Ms. Carstens: On behalf of Leland Consulting Group (LCG), Real Estate Strategists, URS Corporation (URS), Urban Design, Transportation Planning and Public Engagement, MSA Professional Services, Inc. (MSA), Community Planning, and Durrant, Architecture and Visualization (the LCG Team), we are pleased to present this proposal to assist the City of Dubuque, Main Street Ltd., Main Street Iowa, Dubuque Chamber of Commerce, and Downtown Planning Committee (the client team) with preparation of economic redevelopmmat strategies for downtown. This analysis will provide the client tean~ and other project advocates with recommendations which will produce tangible results, and in/ormat/on which will lead to careful investment and a weE-served market. UNDERSTANDING OF THE SITUATION It is an undisputed tx"ath that a communitfs downtown is the barometer of its overall quality-of-life. Area-wide and local chamber of commerce executives, economic development specialists, and industry recruiters have found time and again that projects are often won or lost based on one single criterion - the condition and economic health of a community's downtown. Employers have found that a vibrant downtown significantly increases their ability to attract and retain high quality employers - whether or not the business is located in downtown - thereby minim/zing turnover and associated personnel costs. City officials have found that bond rating companies often include the economic prosperity of downtowns as one criterion they consider when determining a city's bond rating. Throughout the comntry, public and private entities are participating in the revitalization of theft downtown core. In a report prepared for the American Public Power Association, several utility companies surveyed expIained the basis for their participation in downtown enhancement efforts, incinding the following: a thriving downtown is a good recruitment tool for industry; downtown's enliancement stimulates the economy and adds jobs; economically, everyone benefits from a boalthy downtown; a viable downtown infrastructure is essential to economic developme~t in the whole area; a better downtown increases tourism in the area; and, downtown is a good investment. Cities tlxroughout the country who have undertaken s/milar efforts have found that benefits to the community are multi- faceted and multiplicative. Specifically, quality of life is enhanced., the number and diversity of job opporturdties axe increased., and dollars are invested. · Real Estate S~'ateg:~ts LELAND CONSULTING GROUP CITY OF DUBUQUE 28 JUNE 2002 PAGE 2 The City of Dubuque, together with community stakeholders, are seeking the assistance of professionals experienced in understanding the unique opportunities and challenges presented by the downtown environment. Specifically, you are seeking the assistance of experts who can work with the commurdty to develop econonuc redevelopment strategies for the execution and implementation of projects, progTams and policies which will effectively and protitably leverage investment downtown over the near- and long-term. PROJECT APPROACH The LCG Team's approach to downtown revitalization efforts such as this is to develop an understanding of the demands of the marketplace, barriers to investment (regulatory, financial, physical and market), and valued assets of the environs, while educating and building support. The identification of "cheerleaders" who will carry the downtown banner and implement the actions identified through this process will be critical to the success of the strategies CONSULTANT TEAM The consultant team assembled to accomplish the project goals is led by Leland Consulting Group (LCG). LCG is a rmtional organization with a reputation spannmg more than 30 years. Because of extensive cross-training in market research, financial analysis, economic development, planning, public policy and real estate development, the principals of LCG bring a high level of reality and practical experience to their assignments. In total, the firm has completed more than 1,500 assignments throughout the United States. Among these are downtown reinvestment efforts for: Lincoln, Nebraska; Des Moines, Iowa; Dubuque, Iowa (waterfront); Colorado Springs, Colorado; Montrose, Colorado; Portland, Oregon; Bend. Oregon: Fort Worth, Texas; Midland, Texas; and Corpus Christi, Texas. LCG was recently hh'ed by the City of Cedar Rapids, Iowa to complete a downtown housing strategy. As a principal-intensive organization, our clients are assured that only senior level professionals wilt direct and conduct the work. We feel that assignments such as this deserve the time and focus of seasoned professionals whose years of judgment and experience bring substantial added value to the process. We are committed to bringing this assignment to a successful conclusion, and we believe that our experience and qualifications appropriately demonstrate our capacity to make these assertive statements. Submit-ting with us is UR$ Corporation. URS has a long history of serving public and private sector clients throughout the western United States - providing urban desto, transportation plmming, and public facilitation expertise for a wide variety of LELAND CONSULTING GROUP CITY OF DUBUQUE 28JUNE2002 PAGE3 commtmity revitalization projects. The principals of LCG Denver and URS have recently worked together on several commmnity-wide initiatives designed to build support and encourage private investment. Local firms who have joined the team include MSA, as a local planning and engineering contact, and Durrant, architects and specialists in communication. We believe this successful teaming relationship is based on an approach to projects, which is nearly seamless, and a philosophy, which is one and the same. Member firms are committed to the built environment and the delivery of projects to the market. Collectively, we promote and deliver plans that are implementable. CONCLUSION h~ summary, we are excited by the opportunity to work with you and your community. As experienced advisors to public sector clients throughout the United States, we understand how to take a project such as this from inception to completion - moving from the general to the specific, building support along the way and ending with a project that is responsive to market and economic realities, as well as commtmity desires. The firm's core practice is working for commtmities preparing infili strategies and transit-supportive and downtown revitalization programs for rural and urban communities throughout the Midwest and Western United States. For this reason, we maintain the availability for our principals to work on projects such as this one. If you have any questions regarding this submittal, please contact either Anne Ricker or Biff Cmmingham at 303.458.5800. Both of these individuals are authorized to execute an agreement on behalf of Lelm~d Consulting Group. Sincerely, ~,E~ CONSUL~NG GROUP Anfie B. Ricker Principal Contact Information: Anne B. Ricker 694 South Gaylord S~reet Denver, CO 80209 303.458.5800 p 303.458.5420 f aricker@lcgdenver.com Big J. Ctmningham 694 South Gaylord Street Denver, CO 80209 303.458.5800 p 303.458.5420 f bcmmingham@Ic gdenver .corn DOWNTOWN DUBUQUE MASTER PLAN TABLE OF CONTENTS SECTION I. S~CT~ON II. SECTION III. PROJECT TEAM FIRM OVERVIEWS RESUMES OF KEY ]PROJECT PERSONNEL PROJECT EXPERIENCE AND REFERENCES SECTION IV. PROJECT APPROACH Understanding and Approach Work Tasks 1.0 Project Orientation and Initiation 2.0 Capacity of the Delivery System Analysis 3.0 Planning Workshop / Retreat 4.0 Market Indicators and Trends 5.0 Identification of Niche Opportunities 6.0 Concept Phn Refinement / Design Recommendations 7.0 Positioning and Investment Strategies 8.0 Implementation Strategy and Final Plan 10.0 Public Open House and Presentation SECTION V.. PROJECT SCHEDULE PROJECT TEAM FIRM OVERVIEWS [] £eland Consulting Group, Real Estate Strategists LELAND CONSULTING GROUP Introduction to the Firm H'elping clients succeed. That's the guiding .principle behind Letand Consulting Group, a consulting firm dedicated to providing the best in client service. What began as a real estate consulting practice has come to include a wider range of strategy, financial, and management services as principals with varied backgrounds havejoined the firm. Our cure focus remains--Leland Consulting Group continues to focus on enhancing opportunities, solving problems, reducing risk and adding value. Leland Consulting Group provides the following services: · ' Market research · Public/Private partnership strategies Due diligence Feasibility analysis Economic and environmental impact analysis Site selection and purchase negotiations Market and Implementation strategies Project management for development Development strategies and programming Economic development Public approvals · Deal structuring Leland Consulting Group, Real Estate Strategists, is a regional firm with offices in Portland, Oregon, Denver, Colorado and San Diego, California. The group is comprised of urban economists, real estate market analysts, planning and development advisors and project managers who specialize in analyzing market and economic factors that affect public and private sector development. Our business objective is to bring a high level of reality and practical experience to our assignments. We accomplish this through extensive cross-training in market research, economic analysis and development. The firm and its principals have completed more than 3,000 real estate and economic consulting assignments for public and private sector organizations. This industry exposure has built a rich base from which to draw focused experience that is thoughtfully applied to each project. · RealEstateStrategi~ts LELAND CONSULTING GROUP Scope of Experience Leland Consulting Group has significant real estate advisory experience with the following types of real estate: Housing: Single-Family Detached Single-Family Attached Garden Apartments Low-Rise, High Density Condominiums Row Houses Second Homes & Resorts Loft Housing Subdivisions Senior & Low-Income Housing Mobile Home Parks Traditional Neighborhood Development Mixed-Use (Housing) Office-Commercial: Low-Rise Suburban OIF~ces Mid-Page Suburban Offices High-Rise Urban Offices Business/Office Parks Medical/Dental OiFJces Condominium OfFices Single-User Indust~al Facilities Light Industrial Parks Heavy Industrial Parks Technology Parks Corporate Industr~al/OiT~ce Parks Warehouse & Distribution Facilities Flex OlF~ce Tourism, Resorts and Recreational: Hotels & Motels Golf Courses & Country Clubs Destination Resorts Athletic Clubs Convention Centers Performing Ares Centers Ski Resorts Civic Centers Tourism Development Plans Retail-Commercial: Single-Use Retail Sites Neighborhood Centers Community Centers Regional Centers Specialty Centers Recreation Retail Central Area Retail [nstitutionaVJoint Development: Colleges & Universities Cultural Centers Civic Centers Parks & Open Space Economic Development Senior & Low-Income Housing .Neighborhood Revitalization Implementation Strategies Transit Station Area Planning RESOURCES Leland Consulting Group may operate independently on a consulting engagement, participate as part ora project team, or assemble and lead a team when responding to a client's needs. Leland Consulting Group maintains ongoing professional associations with other real estate advisory firms in major cities. Hence, the firm has the capability to respond to assignments throughout the United States, Canada, Mexico and the Pacific Rim. This network of professional associates includes architects and landscape architects: engineers (civil, structural, mechanical, soils, etc.); environmental consultants; apprmsers; lenders and investors: attorneys; accoumanrs: real estate brokers; advertising and public relations specialists and other members of the greater development community. Most of these relationships have developed over many years: however. new and valuable relationships form each year. Each project assignment is a unique and challenging situation deserving the best talents and experience available. Therefore. each team is handpicked to respond appropriately to the project mission and its objectives. · RealEsrateStrategists Page 2 of 2 Firm Profile FIRM: FIRM ADDRESS: TELEPHONE: FAX: EMAIL: MSA PROFESSIONAL SERVICES, 1NC. 3400 Asbury Road, Suite 201 Dubuque, IA 52002 (563) 582-3973 (563) 5824020 www.msa-ps.com; jholz~,msa-ps.com MSA Professional Services, Inc., (MSA) is an employee-owned f'mn since 1992 with annual billings of $18.2 million. MSA offices are located in Dubuque, IA, Galena, IL, Baraboo, Beaver Dam, Madison, Friendship, Rhinelander, and Rice Lake, WI, and Duluth, MN. MSA is well known for the provision of complete municipal services to communities of all sizes, and presently serves about 200 communities. Approximately 240 professionals and support personnel work out of our nine offices. The MSA team consists of planners, engineers, architects, surveyors, geolo~sts, GIS specialists, and environmental scientists. Our professionals have not lost sight of what is most important - our clients. MSA has the technical ability, professional qualifications, and extensive experience required to provide engineering services to municipalities. You can expect us to effectively manage our resources, formulate innovative yet practical solutions, and apply new technologies, all the while maintaining an awareness of your needs and sensitivities. Our experienced technical staff will provide a personal touch to your project. We do not design projects with unnecessary components or improvements that are not warranted. MSA will match its staffs expertise to the demands of each project; we will nor assign a senior engineer where a technician would otherwise suffice. Your City can expect honest, reliable, professional, and timely sermce, and can rest assured that MSA will deliver that and more. MSA's advanced technology allows for a seamless exchange of information among all of our offices. We mainram approximately 250 computers throughout the f'mn, which are connected by a Wide Area Network. At MSA, we routinely use the Internet to contacl suppliers/contractors and obtain product and equipment information and pricmg. All survey, [and design and consu'uction serwces are performed using electronic equipment. This includes field to finish systems. Our staff and every office communicates via networked systems, enabling simultaneous access to project documents and/nformation. Across the hall or across the state, we have the ability to reach out to our human resources, modify shared files, and share company standards and experience. Durrant Firm Profile Name of Firm, Address Phone, Fax, Email and Contact Person Durrant 700 Locust Street Suite 942 Dubuque, IA 52001 (563) 583-9131 phone (563) 557-9078 fax www.durrant.com Contact Kevin Eipper]e, AIA Principal keippede@durrant.com Firm Size Dun-ant has provided professional architecture, engineering, project delivery, planning and interior design services since 1933. Durrant offers a wide range of professional services to its clients. Today Durrant has neady 370 employees working from fourteen offices nationwide: · Austin, Texas · Denver, Colorado · Des Moines, iowa · Dubuque, Iowa · Hartland, Wisconsin · Honolulu, Hawaii · Madison, Wisconsin · Minneapolis, Minnesota · Phoenix, Arizona · Sacramento, California · San Antonio, Texas · St. Charles, Illinois · St. Louis, Missouri · Tucson, Arizona Areas of Expertise Architectural planning and design, interior design, space planning, electrical, mechanical, structural and civil engineering, needs assessment, health, life & safety studies, cost, schedule, project delivery and financial services. Durrant provides these services for the following market sectors: Primary and secondary education, higher education, libraries, healthcare facilities, city, county, state and federal justice facilities, commercial/retail, industrial, and public safety facilities. RESUMES OF KEY PROJECT PERSONNEL [] Leland Cowmlting Group, Real Estare Srrateffists LELAND TEAM ROLES AND RESPONSIBILITIES Anne Ricker, Leland Consulting Group Principle Client Contact Co-Project Manager Market Analysis and Implementation Percent of Work: 30% Bill Cunninghaan, Leland Consulting Group Co-Project Manager Financial Analysis and Implementation Percent ofWork: 30% Bob Kost, UIIS Corporation Urban Design, Landscape Architecture and Community Facilitation Percent of Work: 20% Bill Troe, URS Corporation Transportation and Parking Percent of Work: 5% Jim Holz, MSA Professional Services Community Plazm/ng Percent ofWork: 10% Kevin Eipperle, DUrrant Architecture (IgJstoric) and Visualization Percent of Work: 5% ! Leland Consulting Group, Real Estate Strategists ANNE B. RICKER Principal Ms. Rickar has extensive experience with real estate market analysis, economic feasibility studies and economic development analysis for public and private sector clients. As a former Senior Associate in the Real Estate Advisory Services Division of Laventhol & Horwath (L&H), she managed teams working with the FSLIC and Resolution Trust Corporation (RTC) to identify solutions for problem assets. Since joining Leland Consulting Group, Ms. Picker has successfully assisted private and public sector clients in evaluating land. identifying opportunities and barriers to development and creating tools and strategies to achieve success. In 1996, Ms. Picker, together with Mr. Cunningham, expanded the firm with the Denver office of Leland Cunzulting Group and since has developed the firm's reputation as a leader in real estate advisory in the Denver region and Front Range. As a member and speaker for the International Downtown Association, Ms. Picker has focused on assisting downtowns and regional entities with implementation strategies for real estate redevelopment and providing organizations financing tools for successful revitalization. Consulting Experience: Colorado, New Mexico, Montana, Nevada, Utah, Oklahoma, Wyoming, Oregon, California, Texas, Louisiana, Washington and New York Housing and Public Policy, Consumer Housing, Real Estate and Real Estate Law. Land Use Planning, Natural Resoume Law, Social Welfare and Housing Special Needs Areas of Expertise: Market and Feasibility Analysis, Strategic Economic Development Planning, Development Economics, Economic/Fiscal Impact Analysis, Public and Real Estate Finance, Commercial Revitalization and Reuse Strategy, Asset Acquisition and Disposition Strategy, Loan/Portfolio Review Career Practice: Internship: Fort Collins, Colorado, Communit5 Devel. Block Grant Office Survey Coordinator: Handicapped Information Office, United Way Affiliate (Housing Survey) Economic Market Analyst: THK Associates, Inc. Senior Consultant: Laventhol & Horwath (Denver), Real Estate _Advisory Services Senior Associate: Laventhol & Horwath (Los Angeles), Real Estate Advisory Services Senior Associate: Leland Consulting Group (Portland), Real Estate Economists. Development Advisors & Project Managers Principal: Leland Consulting Group (Denver), Real Estate Economists & Development Advisors Colorado State University, Consumer Science mad PuNic Homing, Bachelor of Science Additional Course Work: Re~ ~state Finance. Real Estate FeasJbili~ Analy~m Economic/Demographic Data · RealEstate Strategists ANNE B. RICKER Continued Professional Affiliations: Member: Urban Land Institute Member: International Downtown Association Member: Downtown Denver Partnership Member: Lower Downtown District, Inc. Major Clients Served: Arapahoe County, Colorado Aspen-Pitkin County Planning Dept., Colorado BRW, Inc. Boulder Housing Authority Calthorpe Associates The Chotin Group Century West Development, Inc. CITICORP City of Aurora, Colorado City of Commerce City, Colorado City & County of Denver, Colorado City of Federal Heights, Colorado City of Fort Collins, Colorado City of Lakewood, Colorado City of Midland, Texas City of Montrose, Colorado City of Northglenn, Colorado City of Pueblo, Colorado City of Salida, Colorado City of Tualatin, Oregon Colorado Housing Finance Authority Denver Housing Authority Denver Symphony Task Fome Design Studios West Downtown Denver Partnership Federal Deposit Insurance Corp. Feld Company G.T. Land Colorado, Inc. ~mnet Development Company Greater Denver Chamber of Comm. HOH Associates, Inc. HOK, Inc. Johnson Wax Development Corp lqng Brothers Development Lincoln Property Company Long-Term Credit Bank of Japan Medite Corporation Metro Denver Network Missoula County, Montana Navajo Nation Oregon Economic Dev't. Department Pierce County, Washington Port of Anacortes. Washington Port of Kennewick. Washington Port of Klickitat. V~rashington Portland General Electric Public Service Company of Colorado Ratheon Corporation Regional Transportation District Resolution Trust Corporation Saquache County, Colorado Tooele County, Utah, Economic Dev't. Corp. Town of Paonia Colorado Town of Snowiness Village Colorado Tri-Met. Oregon Weyerhaeuser Realty Investors · Rea[ E~tare Srravegists BILL J. CUNNINGHAM Principal Mr. Cunningham has extensive experience providing a wide variety of economic development and real estate advisory services to public and private sector clients throughout the United States. Mn Cunningham was formerly a Manager with the nation's largest mai estate advisory f'mn, Arthur Andersen & Co. and a Senior Real Estate Associate with the international accounting firm of Laventhol & Horsvath. His areas of expertise include market and financial feasibility analyses for real properties, as well as a special focus on convention and public feasibility analyses; mixed-use resorts; commemial revitalization plans; and asset management and disposition strategies. He holds a Bachelor of Arts degree from the University of Northern Colorado and a Master of Business Administration from the University of Denver. Consulting Experience: Colorado, New Mexico, Utah, California. Oregon, Arizona, Wyoming, Montana, Texas, Louisiana, Michigan. Illinois. North Carolina and Mexico. Market Research Analyst: Wood Bros. Homes Real Estate Consultant: Laventhol & Horwath Senior Real Estate Associate: Laventhol & Horwath Principal: Business Economics Group Principal: Western Economic Associates Manager: GA/Farmers-Arthur Andersen & Co. Principal: Leland Consulting Group (Denver), Real Estate Strategists Areas of Expertise: Market and Feasibility Analysis, Development Economics. Economic/Fiscal Impact Analysis, Public and Real Estate Finance. Strategic Economic Development Planning, Commemial Revitalization and Reuse Strategy, Asset Acquisition and Disposition Strategy, Loan/Portfolio Review University of Colorado Bachelor o~Arts Real Estate Strategists William L. Troe, AICP Senior Associate Experience Mr. Troe is a Senior Associate and the Senior Transportation Planner in URS' Omaha and Des Moines offices. He has over 16 years of experience in transportation planning, including: regional long-range plan development/ implementation, arterial corridor/subarea studies, site impact studies, ah' quality and noise analysis of transportation related facilities, intelligent transportation system (ITS) applications and travel demand forecasting. Long-Range Transportation Plans Mr. Troe has been the project manager and/or lead transportation planner on long range transportation plans for a number of small and medimn-sized metropolitan areas. His responsibilities have included working with staff and the public to identify local issues, preparation and analysis of the daily traffic forecasts for corridor improvement and land development concepts, public/staff involvement, preparation of the report document and obtaining approval of the plan elements. Elements of the long range plans have included: evaluating the current and future roadway- network for capacity and system deficiencies, documentation of potential land development plans, incorporation of airport master plans, trails and transit plans, downtown parking and circulation studies and £mancial analysis of various improvement concepts. In particular, Mr. Troe has participated in Long Range Transportation Plans for, Grand Rapids/Kent County, MI; Flint/Genesee County, MI; Harrison County, WV; Valley City, ND; Dickinson, ND; Grand Forks/East Grand Forks (ND, MN), Fargo/Moorhead (ND, MN) Grand Island, NE; Rochester/Rochester Hills, MI; Oklahoma City, OK; Norman, OK; Casper Area MPO, WY; and Washin~on County, MN. Additionally, he provided transportation planning services in support of the Sioux Fails Downtown Development Plan in Sioux Falls, SD. Travel Demand Forecasting Mr. Troe has served as project manager and principal forecaster for the development, calibration and application of a regional, subarea and corridor scale travel demand-forecasting models. Projects for which he has been responsible for development, re-validation and/or application of models as a forecast'mg tool have including: development of trip generation applications using combinations of land use and socioeconomic data descriptors as independent variables; trip distribution; mode split; and, traffic assi~munent. The modeling applications including the elements listed have been used in long range trmasportation plans; arterial corridor studies; regional air quality · conformity; bridge relocation studies; subarea transportation studies; and, Intelligent Transportation Systems applications. Programs with which Mr. William L. Troe, AICP Page 2 Troe has experience include: TranPlan, TP+/Viper, MinUTP and QRSII. Representative locations of regional/subarea modeling applications of Mr. Troe's include: Valley City-, ND; Omaha, NE; Grand Rapids/Kent County, MI; Lincoln, NE; City of Flint/Genesee County, MI; Dickinson, ND; Grand Island, NE; Fargo/Moorhead 0NrD/MN); Bloomington, MN; Roseville, iVLN; Casper, WY; Gila Reservation, AZ; Duluth, MN; Rochester, MN; Blaine, MN; Washington County, MN; Grand Forks/East Grand Forks (NrD/MN); Oklahoma City, OK; Big Sky, MT; Georgetown, TX; Norman, OK; Colmnbus, NE; Valley City, ND; E1 Toro Marine Air Station, CA; Stapleton International Airport Redevelopment Master Plan, Denyer, CO; Harrison County, WV. Subarea and Corridor Studies Mr. Troe has served as project manager and lead planner on numerous corridor studies along urban arterial corridors and rural interstates/expressways. His responsibilities have ranged from preparation of daily and design hour forecasts, to alternatives analysis, to public involvement, to project management. Representative corridor level study applications include: West Dodge Road Improvement Study, Omaha, NE; West Center Road Corridor Study, Omaha, NE; US 20 Improvement Study, Dubuque, LA; TH 65 Corridor Study, Anoka County, MN; TH 10 Corridor Study, Anoka/Ramsey County, MN; TH 100/55 Interchange Study, Minneapolis, MN; I-81 Improvement Study, BotetourffMontgomery/ Roanoke County, VA; Route 288 Corridor Study, Richmond, VA; West Side Bypass Study, Casper, WY; 27~ Sheet Subarea Study, Lincoln, NE; ]~-494 Corridor Study, MN; TH 36/Dale Street Interchange Study, St. Paul, MN; US Highway 2 Corridor Study, Minot, ND; Main Street/Ferry Street Intersection Analysis, Anoka, MN; East Casper Transportation Study, WY; US 34 Bridge Relocation Study, NE/IA; and 1-225 Access Study, Aurora, CO. ITS Studies Transportation plarmer for the concept development and design of a portable traffic management system (PTMS) to be applied in the Twin Cities to manage traffic during special events. The PTMS concept integrated intersection traffic signals, traffic control personnel, changeable message signs and highway advisory radio at a central location. Surveillance of traffic operations along key roadway segments was facilitated through temporary installation of portable closed circuit television cameras. Mr. Troe served as Project Manager for the operatio~d test of the PTMS. During the operational test, the various elements of the design were tested; including portability, ability to integrate components, requirements of traffic center personnel and ability to manage traffic as a result of changing signal timings, CMS messages and lIAR messages. William L. Troe, AICP Page 3 Mr. Troe served as a transportation planner on the precursor analysis of an automated highwa,v system (AHS). His responsibilities included analysis of the potential throughput impacts associated with of conversion of conventional freeway travel lanes to various levels of automated control. Responsibilities included modifying regional travel demand models to include AHS concepts, evaluating the relative traffic impacts associated with implementation, evaluating automated systems with various levels of access and alternate roadway configurations on a micro-scale. Major Investment Studies (MISs) Mr. Troe was the project planner for traffic forecasting and operations components of alternatives evaluation for the Route 21 Major Investment Study (MIS). The project consists ora major transportation investment study and environmental document to identify solution strategies for the transportation needs along 18 miles of Route 21 in central Jefferson County, MO. Traffic safety problems, evidenced by a higher than the statewide average for accidents along this corridor were the impetus for this project. Mr. Troe was the task manager responsible for completing the Heritage Trolley MIS in Omaha: The proposed concept was to re-establish an electric streetcar line connecting the Henry Doorly Zoo/Rosenblatt Stadium area to the downtown and providing additional connection through the LogarffFontenelte neighborhood. Environmental Impact Analysis Mr. Troe served as the plmming analyst responsible for completion of the micro-air quality and/or noise analysis for numerous roadway improvement projects, light mil transit projects and site development projects. Particularly, he was involved in: 1-494/TH 77 Interchange Improvement Project in the Twin Cities, MN; Hedberg Development. IV~T; Ya~kton Bridge Relocation Study, SD~NE; Riverdale Shopping Center, MN; TH 169 Cross-Range Expressway, MN; Paradise Corridor Environmental Impact Statement in Phoenix, AZ; Midway Corridor LRT, MN; Hermepin County System Plan, MN; Central Corridor LRT, MN; and, the US 34 Bridge Relocation, NE~. Registrations American Institute of Certified Planners, 1989 Education M.A. Urban and Regional Planning, University of Iowa, 1985 Certificate, Transportation Planning, University of Iowa, 1985 B.S. Community and Regional Plarm/ng, Iowa State University, 1983 Work ltistory URS Corporation, Senior Associate, 1999 to Present ItDR Engineering, Inc., Senior Professional Associate, 1994 to 1999 William L. Troe, AICP Page 4 BRW, Inc., Senior Transportation Planner, 1985 to i994 Robert M. Kost, ASLA Senior Associate/Registered Landscape Architect Experience Bob Kost is a Senior Associate in the Minneapolis Office with over 20 years of experience in master planning and urban design for private and public sector clients. He has successfully managed multidisciplinary teams on complex projects around the country including Minnesota, Arizona, Georgia, Wisconsin and Iowa. He understands the complex relationships between land use and transportation and has a strong sensitivi~ to the issues of neighborhood livability and environmental integrity.. Mr. Kost's responsibilities include marketing, project management, planning, design, government approvals, facilitation of public meetings and workshops and supervision of design and production documents. Park System Master Planning Representative Experience for Park system master plans prepared by Mr. Kost include: Chain of Lakes Master Plan in Minneapolis, MN · Comprehensive Parks m~d Recreation Plan Update, Saint Anthony Village, MN · Park System Master Plan, Superior, WI · Park System Master Plan, Burnsville, IvlN · Upper Mississippi River Master Plan, Minneapolis, MN Park and Trail System Design Representative Experience for Park and trail system projects designed or managed by Mr. Kost include: · Rail Road Park Master Plan, West Des Moines, IA · Heritage Trail Master Plan, Dubuque, IA · Wash Corridor Trails and Recreation Facilities for State Route 5 I, Phoebe/x, AZ · Central Park Master Plan, Saint Anthony Village, MN · Lake Calhoun Park Renovation, M'umeapolis, lvlN · West River Parkway, Mkmeapolis, MN · Lake Harriet Park Renovation, Mim~eapolis, MN · Edinborough Park, Edina, MN · Mill Ruim Interpretive Park, Mirmeapolis, MN · Cedar Point Park Master Plan, Waeonia, MN Urban Planning Representative Experience for Urban Plarming and design projects managed or designed by Mr. Kost include: · Transit Supportive Design and Development Guidelines for the Euclid Corridor Transportation Project, Cleveland, OH Robert M. Kost, ASLA Page 2 · Urban Design Plan for Wofsburg, Germany · Linden Hills Neighborhood Design Framework, Minneapolis, MN · Design Guidelines for the City of Wayzata, MN Comprehensive Streetscape Renovation for the historic downtown of Valdosta, GA · Waconia Design Standards, Waconia, MN · Mississippi Riverwalk, Dubuque, IA · Downtown Streetscape Renovation, Iowa City, IA Master Planning Representative Experience for Master planning and site design projects completed by Mr. Kost include: · Port of Dubuque Master Plan (I00 acres) · Humboldt Gmenway (70 acres of new- housing and open space), Minneapolis, MN Long-Range Campus Master Plan for North Memorial Medical Center. Robbinsdale, MN · Fairview Southdale Hospital Master Plan, Edina, MN · Desert Ridge New Community (5,400 acres) Phoenix, AZ · Elm Creek Multi-Use Planned Unit Development, (1,300 acres), Champtin, MN Landscape Planning and Design Major landscape projects designed by Mr. Kost include: · Landscape Master Plan for Fairview Southdale Hospital, Edina, MN · Cray Research Corporate Headquarters Landscape Master Plan, Eagan, · Landscape Master Plan for North Memorial Medical Center Expansion, Robbinsdale, MN · University of Minnesota Transitway, Minneapolis and St. Paul, MN · Mirmesota Korean War Veterans Memorial at the State Capitol Mall, St. Paul, MN Education Bachelor of Landscape Amhitecture, University of Illinois, 1979 Revitalizing Cities Worldwide, Harvard Graduate School of Design Neighborhood Design and Traffic Calming, University of Wisconsin Treatment Wetlands, University of Wisconsin Biotechnical Slope Protection and Erosion Control, University of Wisconsin Professional Registrations/ Affiliations Registered Landscape Amhitect, State of Minnesota (16381/1983) American Society of Landscape Architects National Trust for Historic Preservation Sensible Land Use Coalition Congress for the New Urbanism National Recreation and Park Association Robert M. Kost, ASLA Page 3 Awards and Presentations MA SLA Award of Excellence for Public Planning 2001- Euclid Corridor, Cleveland, OH MASLA Merit Award for Public Planning, 1999- Wayzata Design Gnidelines MASLA Merit Award for Private Design, 1999-Cray Research Landscape Master Plan Colrunittee on Urban Environment "Cue Award" for the renovation of Lake Harriet and Lake Calhoun Parks - 1998 Committee on Urban Enviromnent "Cue Award" for completion of the iVlN sagment of the Great River Road - 1998 First place in national design competition 1997 - MN Korean War Veterans Memorial MASLA Merit Award for Public Plaaning 1996 - 50t~ and France Streetscape MASLA Award of Special Recognition 1995 - Northern Lights Fountain Guest Facilitator, Deans Lake Neighborhood Design Workshop, Iowa Chapter American Society of Landscape Architects Spring Conference, May 2001 Guest Speaker, "National Resource Enhancement in Urban Parks," MN Park and Recreation Annual Meeting, November 2000 Guest Workshop Facilitator, Design Excellence Through Context-Sensitive Design, Center for Transportation Studies, Mn/DOT and FHWA, Spring 2000 and 200t Guest Speaker, The Human Scale in Urban Design, American Planning Association, Iowa Chapter Fall Conference, 1999 Guest Speaker, Harmonizing Transportation and Community Goals, Transportation Research Board Spring Conference, Boston, MA~ I999 Work History URS Corporation, Project Manager/Landscape Architect (1986 to Present) Architectural Forum, Inc., Project Manager/Site Planner (I985 to 1986) Custom One, Inc., Project Manager/Site Planner (1983 to 1985) Robert Engstrom Associates, Site Planner (1980 to 1983) CAPSULE RESUMES - DOWNTOWN MASTER PLAN Employee: Expertise: Experience: Education: Jim Holz Team Leader/Senior Planner · Dubuque Downtown Task Force Community Member · Community Development and Financing · Ctm:ent Planning · Strategic Development and Housing Planning · Tax Incremental Financing (TIF) · Grant Administration · Grant Writing · GIS Mapping and Use 11 years B.S., Applied Geography w/Emphasis in Land Use Planning Employee: Expertise: Experience: Education: Carter Amdt, Al_A, Architect · Feasibility Studies · Programming/Space Needs Studies · Building Design · Project Administration · Building Code and ADA Review · Construction Document Preparation · Bidding Administration · Construction Administration 14 years B.A.. Architecture Employee: Expertise: Experience: Education: Rahel Desalegne Transportation Engineer · Traffic Impact, Site Access/Circulation, Parking Planning/Usage Studies · Traffic Signal Warrant Analysis & Preliminary Design · Traffic Data Collection & Analysis · Traffic Congestion Mordtoring · Traffic Calming Studies · Pavement Markings & Signing · HighwaY Geometric Design 8 years B.S, Civil Engineering-Highway Design M.S., Civil Engineering-Highway Design Durrant Kevin J. Eippede, AIA Principal Respected for his talent and careful attention to detail, Kevin has been chosen as the advocate and project manager for many of Durrant's highly valued clients. Kevin has managed jobs ranging in size up to thirty-five million dollars in project cost. His expertise is in problem solving for existing structures, and he is regarded as one of Durrant's top project managers. Main Street/Town Clock Plaza Study; Dubuque, IA Project Director for feasibility study and consensus gathering of afl stakeholder groups. Developed standard amenities for long-range City of Dubuque improvements. Main Street/Town Clock Plaza Phase II; Dubuque, IA Project Director for implementing streetscape design for 4 blocks of Main Street in the City of Dubuque. Sioux City Streetscape Design; Sioux City, iA Project Director/Design Architect for streetscape improvements, master planning, and design guidelines for the old 4~ Street District. Included an extensive public input process and work with stakeholder committees. City of Dubuque Historic Design Review Guidelines Manual, Dubuque, IA Design guidelines forthe City of Dubuque to present information, gathered and determined, for use as a guide by the City for its Frze historic distdcts. The manual will be used as a basis for defining styles and providing guidelines to assist and educate the community on restoration and rehabilitation of historic properties. America's River, Phase 1 Master Plan Development, Dubuque, IA ·, Mississippi River Discovery Center, Dubuque, IA Associate Architect/Preject Manager for site work and building shell Southeastern Community College; West ,Burlington and Keokuk, IA Project Manager/Master Planning for community college facilities including: Conference Center for Business and continuing Studies; computer tab; childcare facility; library; cafeteria addition; and Buildings ~0, 20, 30, 100, 200, 300, and 500. Byron Community School District #225; Byron, IL Project Manager for district- wide master planning for long- range plan, site development, and parking development for K- ~ 2 educational facility. North End Neighborhood Trail Project, City of Dubuque; Dubuque, IA Project Director/Design Architect for ten block bike/hike trail along an abandoned railroad fight-of- way, which will eventually connect to the 26 mile Heritage Trail and The Mines of Spain recreational area. Education Bachelor of Ar~s and Bachelor of Architecture, Iowa State University Registration Registered Amhitect: Illinois, Iowa and South Carolina National Council of Architectural Registration Boards (NCARB), Cerdfied Memberships and Activities National Trust for Histodc Preservation, Member, 1984-Present Iowa Architectural Foundation, Architecture in Schools Continuing Education Program for Area Teachers, Program Team Member, Houses Have History Iowa State University Architecture Advisory Council Member, 1999-Present American Institute of Architects (AIA), iowa Chapter, Board Member Council for Education Facility Planners International (CEFPI), Member, 1996-Present City of Dubuque Histodc Preservation Commission, At Large Architect, President, Member 1993-1999 PROJECT EXPERIENCE AND REFERENCES "Leland Consulting Group helped Downtown Lincoln -- not only communicate with developers, but position us at a market to be looked at - in fact, linked us up with developers who are now doing projects in Lincoln." Polly McMullen, Executive Director, Downtown Lincoln Association, Lincoln, NE "Leland Consulting Group masterfully weds community vision with market real/ty by giving their clients the tools to make that vision a reality. Their recommendations have already resulted in policy changes, ttrban desiown standards, and a trmzsformation of the City's organizational stzucture to enable the City, of Fort Worth to redirect is resources to focus on central city redevelopment_" Christine Maguire, Project Manager - Central City Revitalization Strategy, Fort Worth, Texas I~ Leland Consulting Groz&, Real Estate S~ateght~ LELAND CONSULTING GROUP Downtown Development and Redevelopment Experience Across America, downtowns are experiencing resurgence and emerging as regional destinations. After suffering sustained losses to regional mal~s, and more recently, giant big-box retailers and discounters, downtowns am realizing the need for implementation strategies that renew downtown vitality through multiple projects. Leland Consulting Group has extensive experience working with downtown leaders across the nation. Our firm contributes to successful revitalization of downtowns throuoda a unique and effective implementation strategy that gets results. Most successful downtowns result from nurturing and growing each diverse segment of the downtown economy. Revitalized downtowns are able to market these positive changes and produce an overall image of vitality that results in continued reinvestment. Leland Consulting Group provides our downtown clients with implementation strategies that integrate marketing with redevelopment. We offer the right combination of services from markdt research, development programming, and financial analysis to identifying opportunity sites, and structuring and negotiating private-public partnerships. Solutions to downtown development require a broad base of experience and knowledge in order to implement a multi-faceted approach. Leland Consulting Group's cross-trained professionals provide a solid foundation in urban economics, market strategy, urban programming and real estate advisory services that are key to successful implementation. We have the experience and capability to combine opportunity identification with feasibility analysis to get projects built. We provide flexible and innovative solutions for our clients. The list of selected clients illustrates our experience. LELAND CONSULTING GROUP Urban and lnner City Housing Expe~ence Successful development of housing is one of the most challenging real estate assignments. The purchase or rental of a housing unit is an emotional decision enhanced or restricted by one's ability to pay. Successful housing development requires a solid understanding of the needs and desires that must be met to satisfy each of the housing market segments--one- and two-person household renters, entry-level family home purchasers, middle- aged family and empty-nestar move-up home buyers, condominium purchasers, and resort and second-home purchasers. Each housing product needs to be thoughtfully tailored to meet the rigorous demands of the market that will purchase or rent it. This requires solid experience coupled with market research, good design and quality execution in terms of land development and building construction. Most mid-size to large cities and virtually all metropolitan areas throughout Amari~a have reached a point where approximately two thirds of ali households are comprised of one or two persons. A single pe~on Iiving alone, a couple married or unrelated, a single parent with a child, a retired couple, two individuals sharing space---all or part of the majority of households redefining their living and space needs. While many such households have the financial capacity to live in a variety of housing products, security, ease of maintenance, smaller but high quality living environments, access to entertainment and cultural facilities, proximity to restaurants, and other attributes are part of the attractions that draw this ever-growing population to inner city and downtown urban living solutions. Traditional apartments and single-family homes made up more than 95 percent of ail housing constructed in America only ten years ago. Today, a significant percentage of housing is considered alternative--lofts, low-rise. mid-rise and high-rise rentals and condominiums, rowhouses, townhouses. stacked units, clustered units, and all of the variations, are part of the myriad of products increaimgly available. The principals of Leland Consulting Group have provided market research, development programming, financial analysis, valuation analysis, and related development advisory services to communities and private developers. Selected projects are listed at right. · ReaIEstate Strateo~sts LELAND CONSULTING GROUP Transportation and Land Use Linkage Experience Cities throughout the United States are examining ways to strengthen the link between land use and transportation through new approaches to development. Increased growth and trafl'tc congestion, together with the public sector's reduced capacity to pay for expanded infrastructure, am prompting efforts to increase housing and employment densities in proximity to light rail stations, express bus lines and other transportation systems. Leland Consulting Group has been assisting a number of jusisdictions with projects related to transportation, land use and growth management. Leland Consulting Group is at the forefront of implementing policies and projects making this transportation and land use linkage. Many of our clients are jurisdictions developing and implementing strategies to encourage infill development, transit-related development, new urbanist communities, light rail station area plarming, transit villages, and similar innovative development responses. Leland Consulting Gmup's Portland team has contributed to over 40 innovative development advisory projects with the State's Transportation and Growth Management program. Many of these assignments begin with a forecast the amount of growLh anticipated for specific jurisdictions and then to work with broad constituencies to del'me market and implementation strategies that encourages appropriate development. A major focus of this work is determining the amount of growth expected to occur, examining alternative methods of providing housing and employment at higher densities to manage growth and identifying development strategies that reduce the cost of infrastructure and services. Included here is a list of representative clients for whom the Leland Consulting Group has provided market research, development programming, financial analovsis, strategic planning, development advisory services, and project management. Under the category of Transportation and Land Use Linkage, assignments for these clients are quite diverse, including planning more than 50 light rail station areas, growth management, transit- oriented development, main street town center development, fill and mixed- use projects, bus express, and similar projects. City of Aurora. CO City & Count3 of Denver. CO City of Corvallis. OR City of Englewood. CO City_ of Golden. CO City of Gresham, OR City of Hillsboro. OR City of Lake Oswego. OR City of Medford, OR City of Por~land, OR City of Salem. OR City of Sprin~fidd, OR City of Steamboat Springs, CO City of TuaLatin. OR City of Wheat Ridge. CO City of Wflsonvill~ OR Clackamas County, OR Colorado Dept. of Transportation. CO Meh'o Regional Services. Por tlan d, OR Portland Development Commission. OR Regional Transit. Ft. xfik)r th_ Texas Regional Transit. Sacramento. CA Regional Transportation Distt itt Denver. C O SANDAG. San Diego, CA Sound Transit. Seattle. WA Transportation District Sacramento. CA Tri-Met. Portland. OR LELAND CONSULTING GROUP Wate~Cront Experience Waterfront development and redevelopment is an exciting, yet particularly challenging, real estate niche. The involvement of many regulatory agencies, the usual presence of sensitive environmental issues, the intense interest of varied and vocal special interest groups, and the diversity of land uses and activities all demand the services of an experienced and focused real estate team. While many American communities had their roots at the edge of a body of water, for half a century or more that relationship was all but forgotten. Cities throughout America are rediscovering their relationship to long- neglected waterfronts. Historically active waterfronts with cargo ships, break bulk cargo, active docks and uplands tramitioned into warehousing districts, fish processing plants, waste treatment facilities, and the like. These uses ara transitioning to new developments based on the valuable amenities of a ralatior3ship to the water, attractive views, and open space. Le]and Consulting Group works closely with cities, port districts, urban renewal agencies and other public bodies to redefine and revitalize the powerful relationship that results from a city reinvesting in its waterffront. Retail activities, eating establishments, a variety of housing products, office space, public facilities, parks, esplanades, marinas, and other urban elements are part of the myriad of interlocking uses that create an exciting and unique place dependent on a connection to waten The principals of Leland Consulting Group have prepared market studies, development and redevelopment programs, financial feasibility analyses, and project management for a number of significant urban and suburban waterfront properties. Selected waterfront projects involving these real estate advisory services are listed on the right. Alaskan Ferry Terminal, Seattle, WA Anacor tez Water front, Anacor tez, WA Birch Bay Resort, Blaine, WA The Breakers, Decrier, CO Bremerton Waterfront_ Bremeaion. WA Clover Island Kennewick. WA Columbia Poinm. Rerfland. OR Eau Claire Riveffront Cal4ary, Alberta Downtovm Waterfront. Dubuq,~e. IA Downtown Wamrfront. Oregon City, OR Downtown Waterfront Rainier. OR · RadEciateSt~=teglsts LELAND CONSULTING GROUP New Urbanism and Smart Growth Expes4ence New Urbanism and Smart Growth are terms often used interchangeably without a dear def'mition of what they mean. At Leland Consulting Group we strive to inject progressive planning principles into each of our projects. This comes not from an idealistic utopian vision, but rather from our experience that shows that New Urbanism and Smart Growth principles can make projects more attractive, more profitable, more successful. New Urbanism is much more than just neotraditional planning. It implies a holistic approach to building new communities and revital- iz'mg existing ones. This approach takes into account regaonal implications to a project so that it blends into the regional urban fabric and responds to regional issues related to open space, trans- portation, employment, environment, and density. At the neighbor- hood ievel, New Urbanism principles call for a rich mix of uses in close proximity so that residents can live. work. and shop in the same neighborhood. Physically, New Urbanism means pedestrian-oriented design that de-emphasizes the automobile and encourages pedestrian activity and interaction among residents. Leland Consuking Group has worked with nationally-recognized design teams on successful New Urbanist developments. Smart Growth can refer to many different styles of development as long as they reflect key Smart Growth principles: · Provide nearby services; · Lower commuting time and reduce congestion: · Encourage and make possible alternate modes of transit: · Provide better neighborhoods for walking and living; · Be environmentally sound; · Be economically vital; · Maintain affordability; and · Enhance the quality of life and the sense of community. Smart Growth principles are appropriate for ail projects, urban and suburban, commercial and residential, environmental and industrial. By adhering to these principles, Leland Consulting Group helps to facilitate projects that are environmentally friendly, economically feasible, and that create more livable communities. 40 Smart Growth Projects (Sram of Oregon) Alpemro~e Redevelopment (Portland, OR) Jackson (V&ommgJ Master Plan Dubuque, Iowa Since the late 1970's the City of Dubuque, Iowa had been acquiring and cleaning up properties on the 4th Street Peninsula and South Ice Harbor to allow for eventual redevelopment of it's central riverfront. Significant funding ~vas secured by the City/'or development and implementation of a new vision for the area. The vision that emerged was ora world d~ss, mixed-use destination with the Mississippi Pdver as it's focus. UIKS assembled a multi-disciplinary team of real estate analysts, urban planners, architects and engineers to join with the City in crafting a long- term master plan for a new "Port of Dubuque." The efforts resulted in a detailed development framework and comprehensive set of design standards for establishing a series of new, regional water related attracdom supported by a diverse mix of otSices, shops, restaurants and homes. Port of Dubuque Dubuque, Iowa Design Standards UIkS landscape architects and urban designers assisted a 10 member committee comprised of City start and area stakeholders in the creation of a comprehensive set of design standards to guide the redevelop- ment of' the 75 acre Port of Dubuque. Located adjacent to the central business district, along the Mississippi Kiver the project area will serve as new mL'red-use downtown neighborhood. The stxndards are divided into 2 major categories: Built Form and Public ttealm. They were crafted in conjunction with a broader master planning effort for the port of` Dubuque and w/il guide private developers in the design of new fac/I/des as wel/assist the City in the project review and permitting process. Downtown Development Plan Although downtown Ames had successfully maintained its overall viability through three previous decades, UtKS was hired by the City to help define and strengthen down- town's future role in the region through the preparation ora plan for revitalization and redevelopment. Planning and design work was premised on preparing downtown to take best advantage of its quaJities and to reinforce its long-term The plan was founded on a set of fundamental principles identified and confirmed in a series of community- wide and focus-group meetings. The principles included recognizing and building upon downtown's existing strengths such as the historic structures, the overaJ2 compactness, the two inherently different subdistricts, the com-fortable scale and pedestrian orientation of the older d/strict, the exis6ng diversity of uses and activities, and residential neigh-borhoods adjacent to downtown. Implementation of the Plan's first priority projects -- the construction of pedestrian improvement cord- dors linldng major downtown act/v/des -- is currently underway. Champaign Downtown Area Champai§n, Illinois UKS worked w4th a committee of merchants, properW owners and public officials to identi~ strengths and weaknesses of downtown Champaign and £on~anlate a vision for the future. UKS team leaders presented a series of alternative policy directions for each of the n2jor issues. B~sed upon ensuing discussions with the committee and a market analysis, LYKS drafted a series of go~s, objectives and policies in three areas: physical environment, market response and downtown orgamzafion. The land use plan identified an area for intenf~ve development, which included a rp2~xed office-retail area, a retail revitalization area and an historic preservation emphasis as well as a location for railroad-theme commerdal development. Alternative sites were presented for a conference center, .dvic plaza and muir-modal transportation center. Streetscape recommendations were aimed at improving the pedestrian environment and linking the dements of' downtown. Special emphaf~s was ~ven to defining the roles of the City, and private interests, creanng a stable orgamzafion for down- town planmng and improvements and identifying implementation activities and funding. Revitalization Plan Downtown and Riverfront Pla n DePere, Wisconsin In Order to revitalize the CJfs downtown area on the scenic Fox Kiver, the Redevelopment Authori~- ofDePere irfitiamd a major redevelopment prognmmTwo key concep~ emenged in the plan: Sa'eetscape improvemenm for an extem/ve pedestrian circahtion system link/rig downtcrem destitutions and dae rivm-fron~ and a new tr~c circc&fion and parking plan wh/ch/mproved accessibilky to existing bus/nesses while linldng new commercial development sites to the A key elmment in the Stree~cape Plan was to create a better appreciation of the adjacem Fox P..iver. In ici early years, DePe~e thrb'ed on ks Great Lakes shipbuilding industry. The Fcr~ l:Uver vms the artery which connected it to Green Bay and Lake Michiga~ UIKS recommended a reNm~a of awareness of the fiver as a scenic and recreational resource through the ~eation of an interpretive r~iv~nt park. 2~he 1~near park cormects upstream open space to a recently, completed acdve downstrmm park, and a rivemralk along the waters ed~.This provided the setting and Jncentius for new residential dexeJopment. The Central Focus of the park is a riverboat hnd/ng plaza that serves the excursion boat indusuV as well as recreadoml boating. Springfield Greater Downtown Revitalization Plan Sprin~eld, Missouri This plan described a coropreheusive approach to bringing new businesses, housing and cultural actMties to an aging commercial core, an adjacent redevelop- ment area and nearby neighborhoods. The plan addressed: land use; roadway system, park/ng and transit; streetscape and pedestrian drculation; arts, enter- ~nmenr and conventiom; parks, plazas, open space and creek restoration; building facades: linkages to surrounding districts: economic developroent; an organization for managing reinvest- merit and marketing; and a detailed ~mpleroentation p rogran'~ Key theroes were enhancing the pedestrian environroenr and creating a development pattern that is compact, fine-grained and dive~se Implementation is underway. River Falls Urban Design River Falls, Wisconsin The City- o£P,2ver FalIs,VTiscons/n asked UiKS and ESG to assist in the preparation oF a new downtown plan to guide economic and physical improvements in the central business district. Residents of the City had previously identified several key issues they wanted the urban design section of the plan to address: · Strengthen phySical and visual access to the adjacent KJnnickinnik River · Preserve and protect the historic "Main Street" character of the CBD · Develop a set of Design Guidelines for the downtown · Develop a series of visual tools to promote a clearer vis/on for redevelopment · Create a framework for implementation U!KS urban designers and community plarmers worked w/th citizens and bus/ness leaders in a series ofpubl/c meetings to clarify issues, define goals and objectives, develop design criteria, and prepare plans, sketches and guidelines which were incorporated into the overall downtown plan. Downtown Streetscape Plan Iowa City, Iowa The downtown streetscape plan for Iowa City was the result o£a two-year effort led by downtown business and property owners. The plan encompasses almost 12 square blocks including an early 1970's pedestrian mall. Downtown Iowa City serves a dual function as the city's business and economic center as well as the nmin commercial and entertainment center for the University of Iowa. The rich architectural setting, induding many turn-ofq:he-cenmry buildings, combined w/th the City's d/verse group of users, led to a design and improvement strat- egy that uses highly durable nmterials witkin the context of historical design. URS' urban designers worked with the City's downtown streetscape com- mittee to facilitate the design and public input process that resulted in a $3 million construction effort. Excelsior Central Core Excelsior, Minnesota The City of Excelsior wanted a plan to manage do,amtown parking supply to promote new development while main- raining adequate parking. BRW devel- oped a parking demand model of the downtown area to evaluate the parking impacts of land use development. The analysis considered conditions for the typical weekday peak parking demand as well as for a summer weekend. In addition to analyzing existing parking counts, the parking demand analysis yielded a range of furore demand fore- casts linked to the various downtown development possibilities. The parking study identified alte~Tmtive locations for additional downtown public parking fadlities and identified development costs for both surface and structured parking. The parking implementation plan included recommendations for a parldng facility maintenance pmgxam, =m. fidelines for parking facility design and striping, a parking monitoring program and a variety of financing options. Parking Study University of Michigan Expanded Parkin§ Paradigm Study Ann Arbor, Michigan Because of continual parking expansion and land, roadway and cost cons=aints, the University of Michigan sought to expand its conventional parking paradigm to include a variety, of transpo~mtion and parking options. The U!KS study included reviewdng successful travel demand management plans and contacting several other universities that t~ad implemented similar progTams. The UI:kS team met with a conzmittee of University faculty and stagto review existing travel characteristics and the range of alternative travel manage- ment strate~es. Based on this review, a recommended plan was developed that consisted of the following elements: · free bus pass pro.am in conjunction with the Ann Arbor Transit Authority · development of park-and-ride facJ~ties · expamion of parking options to include remote and fringe parking areas · increased enforcement of parking regmlations · inxproved parking/transporranon mm-kefing materials focusing on the benefits of alternative transportation · reservation of right-of-way for future fixed-gnideway nxnsit. Representative Projects Downtown Beautification and Revitalization PROJECT: MCGREGOR ~ DOWNTOWN BEAUTIFICATION MCGREGOR, IA CHALLENGE: The City of McGregor had established a Downtown Beautification Committee with the goal of providing design criteria for improvements to the downtown commercial district. The Committee created a Concept Plan, but required cost estimates and direction as to implementing the plan. SOLUTION: The City hired MSA to refine the Committee's Concept Plan, prepare cost estimates, and create a special assessment plat. The plan calls for replacement of sidewalks and curbs with a bi-level sidewalk system, installation of colored-impressed concrete in specific areas, new period street lighting, handicapped ramps, and decorative railing. RESULT'. MSA met with the Main Street Beautification Committee and the City Council numerous times to determine the f'mal design parameters for the project. A special assessment plat was created and several public meetings took place to explain the project to the citizens and property owners of McGregor. The Council approved final plans and agreed to revise special assessment. The project is currently under construction and on schedule. Conceptual sketch of the new downtown in McGregor, lA PROJECT: STRAWBERRY POINT - DOWNTOWN REVITALIZATION STRAWBERRY POINT, IA CHALLENGE: The City of Strawberry Point had established a Streetscapes Committee with the goal of providing design criteria for improvements to the downtown commercial district. This group had come up with ideas, but needed further direction ptior to making any recommendations to the Council. SOLUqYlON: The City hired MSA to conduct a Downtown Feasibility Study, which would provide alternative projects with cost estimates, recommend a preferred alternative, and identify potential funding sources RESULT: MSA outlined three aitematives that included replacement of some or ail of the downtown sidewalks, installation of period lighting, some colored and impressed concrete, and ways of addressing coal bins beneath the existing sidewalks. The preferred alternative was to provide decorative lighting, and a colored and stenciled concrete accent along the roadway side of the sidewalks in the project area. This akernative also includes the replacement of all of the defective concrete sidewalks within the project area. A cost estimate was provided and several potential sources of funding have been identified. Due to the timing of this study, the City was able to request funds through the State of Iowa's Vision Iowa Progam as part of the McGregor-Marquette Area Legacy's Vision Iowa application. The City's next course of action is to secure any funding available through State or Federal agencies, complete a Special Assessment Plat & Schedule, and move forward with final design. PROJECT: WYOMING - DOWNTOWN REVITILIZATION WYOMING, IA CHALLENGE: The City of Wyoming is known as "Christmas City" for its Christmas Festival in December. Holiday lighting creates a web of color above Ma'm Street as cars pass through with their lights turned off. Officials wanted to improve the downtown's appearance. The City's downtown has become an unattractive area that is hazardous to pedestrians. Sidewalks are in disrepair, and there are extremely high curb heights with no handicapped accessible ramps. SOLUTION: The City hired MSA to conduct a Downtown Feasibility Study, which provided alternative projects with cost estimates; recommended a preferred alternative, and identified potential funding sources. The City would like to improve handicapped accessibility, the condition of the sidewalks, install period lighting, and demolish some derelict buildings. In place of these nm-down buildings, the City would Fike to create a parking lot with rest room facilities and a park. · RESULT: MSA has met once with the Downtown Committee to discuss design parameters and brainstorm as to amenities to enhance the downtown and the Christmas City Festival. The next step is for MSA to conduct a field investigation of the downtown to determine what type of work can be completed and create some preliminary, drawings and estimates. These drawings and estimates will be presented to the Committee for review and revision. Ultimately, the City will approve a preferred alternative and identify potential funding sources, including the National Scenic Byways Program since the City's Main Street is part of the Grant Wood Scenic Byway. PROJECT: MAYVILLE DOWNrrOWN REVITALIZATION MAYVILLE, WISCONSIN CHALLENGE: The City was faced with the problems of flooding storm sewers, undersized water main, old sanitary sewer, excessive street crown, and hazardous pedestrian traffic flow. It was decided that downtown beautification was necessary. However, the local business owners did not want to give up their angle parking. SOLUTION: City officials, contractors, engineers, and business owners all worked together on this project. In the early planning stages, a Downtown Beautification Committee developed a "streetscape' plan. A theme was chosen that reflected Mayville's metal industry heritage and the tree guards were locally made at Rediske Specialties. The existing 75-ft. wide Main Street was hazardous for pedestrians at the crosswalks. As a safety measure, "bumpouts," peninsula-shaped areas of sidewalk, were constructed to reduce the street width at crosswalks to 37 feet. During construction, pedestrian access was maintained to minimize the impact on businesses. This minimized adverse impacts to downtown merchants. RESULT: Three blocks of urban roadway section were built in 80 worldng days. The project consisted of 23.360 square feet of sidewalk, 3,300 linear feet of curb and gutter, 1,320 linear feet of water main, 1,190 linear feet of sanitary sewer, and 1,650 linear feet of storm sewer. A decorative lighted fountain now adorns the main street entrance. For the past few decades, it had served as a cast iron planter in the local cemetery. Trees and decorative planters also add to the beautification of the downtowm Completed downtown beautification project in Ma)mille, WI Historic District PROJECT: ACCESS TO DOWNTOWN HISTORIC DISTRICT CITY OF GALENA, ILL1NOIS CHALLENGE: The existing concrete, block-long stairways connecting Bench Street and Prospect Street were structurally deteriorated and had been closed for a number of years. The stairways are in a historic district, one block northwest of Main Street and any repair or replacement needed to duplicate the original construction. Access to the site for demolition and construction on the steep hillside, coupled with the narrow streets above and below, was a major concern. SOLUTION: Cast-in-place concrete stairs were designed and consmacted to match the original nineteenth century consWaction. Light standards were constructed of cast-in-place concrete after a search for manufactured replicas failed. Railings and detail work on the landings also were constructed to match the original constmction. RESULT: The project was completed with ISTEA funding. The reco~tructed stairways are a focal point in this historic area and are visible from the downtown area, as well as from across the river in Grant's Park The stairways allow tourists easy access ro vistas overlooking the city. New concrete steps match the original 19th century construction in downtown Galena, IL Planner of Record PROJECT: ASBURY - CITY PLANNER OF RECORD ASBURY, IA CHALLENGE: The City of Asbury in the 1940s was a small quiet community, mostly comprised of local farmers. Land was hilly, picturesque and rural farming in nature. Due to the community's proximity to a four-lane highway and Dubuque, a large Iowa municipality on the Mississippi River, the City began to grow rapidly during the late 1980s and 1990s and became a popular single-family bedroom community. It was growing so fast that residential subdivisions were being proposed too frequently for the plan commission to react comprehensively, several private water systems were causing cuncm-n, no land use plan was in place, and the City of Dubuque was expanding its boundaries thru annexation into and around Asbury. In 1997, the City received a Planned Urdt Development (PLrD) proposal for a 40-acre mobile home park fight in the middle of land that was prime for medium to high-income single-family development. The City was working with six different engineers, had no professional planners and had little coordination between all professionals provicFmg input to the growth and management of the community. There was no agreed upon vision for the Asbury Plan Commission, City Council or developers. SOLUTION: MSA was contacted due to the company's reputation for full-service municipal planning and engineering. MSA proposed to become the City's one-stop on~call planner of record to coordinate and gaide current and future development. This included providing input to all preliminary plats, final plats, PUDs, landscaping plans, zoning amendments and variances. MSA was also hired to provide input into the land use p!anning process, housing development, GIS/LIS mapping and land record modernization. Furthermore, MSA was hired to provide on-call engineering services for design and inspection of minor and major infrastructure improvement projects. RESULT: Since being hired by the City of Asbury, MSA has reviewed plats, PUDs and ordinance changes on a monthly basis. MSA has conducted a cormnunity-wide Housing Needs Assessment (HNA) that determined the residential growth and management planning for all new housing in the City of Asbury. The I-INA also included an action plan that outlined what developers and the City must do to accomplish sought after residential development, including financing and developmdnt restrictions. We are working with the City to develop a 100-acre parcel of land throu~a a newly created Economic Development Corporation. We have designed and inspected park improvements, road improvements, and neighborhood sewer/water system improvements. A GIS mapping proposal is being negotiated to use natural resources, infrastructure, transportation facilities and acreage mapping for annexation negotiations with the City of Dubuque. MSA has also been involved with AGREE (a multiple municipality organization that Asbury is a member of) to help make better land use and transportation decisions, as well as to find ways to cost-share municipal services where overlap exists. Land Use PROJECT: BURKE - LAND USE, PARK AND RECREATIONAL PLANNING MADISON, WI CHALLENGE: During the last 10-20 years, the Town of Burke has become a fragmented land area due to annexations by neighboring cities and the expansion of major transportation corridors. During this same t/me, development pressures have continued to explode in this urban township in Dane County, just outside of Madison. As population continued to come and go, the changing and more non-rural citizenry began to require improved Town services and amenities. The Town also became sophisticated during this time, taking on projects involving environmental preservation, utility district creation, business park development and storm drainage management. Furthermore, the Town's landfill had reached capacity and needed to closed, capped and managed. The Town asked MSA to help find a future use for the land in and around the landfill. With all these issues, the Town needed to find a way to assemble a vision for their population and what was lef~ of their land area. Furthermore, a plan for how to integrate all aspects of the Town's amenities needed to be created and agreed upon by all Town officials and staff. SOLUTION: In order to deal with development proposals from prospective housing and business oppommities, as well as better serve their current and future residents needs, the Town hired MSA to create a Land Use Plan. They also hired MSA planners to prepare a parks and recreational plan for environmental corridor preservation, trail integration and park development. As part of the Town of Burke future visioning processes, the Town Board identified the need to create a center for Town activities to better serve their constituency. MSA engineers found that the best use of the land adjacent to the landfill was minimum impact surface activities and created a site plan with a system of trails, ponds, playground, soccer fields and a pavilion. The Town also decided to integrate principal Town activities (Town Hall, Public Works Garage, Voting Poll, Board Chambers, Utility District Operations, etc.) with this furore central park. MSA created the site plan £or the new park surrounding Town Hall, working directly with Town officials, County officials and local volunteers. The ultimate park plan entailed constructing a natural pond, grading and reshaping portions of the site, designing some park trails around the sealed landfill site, construction of a new pavilion and installation of new ADA-compliant playground equipment. MSA worked with the county and local volunteers to secure ADLP money from the DNR RESULT: In early 1998, the construction of the new Town Hall and public works garage was completed. The park has been constructed on adjacent land to the Town Hall. The now inactive landfill is mostly surrounded with trails and wetlands. As the Town Park has grown into a central feature of the Town of Burke, the Town Board is working on new park phases/amenities to expand and improve the park further. PROJECT: ARLINGTON - MASTER PLAN ARLINGTON, WI CHALLENGE: The Village of Arlington has historically been a small mraI farming community just 20 minutes north of the Madison, Wisconsin, metropolitan area. It is comprised of mostly retired folks, many of which left their farms in the neighboring area for various reasons. The land surrounding Arlington, the "Aflin~on Prairie", is the most fertile agricultural land (prime agricultural soils) in the State of Wisconsin. Due to proximity to Madison, Arlington was experiencing residential change and becoming a bedroom community for employment commuyers to Madison and Dane County. From a 'development standpoint, soils are moist, flood easy, and are classified as wetlands in many areas. Infraslrucmre-wise, the Village did not have their own water tower, their wastewater treatment plan was undersized and obsolete, there were limited regulations in place to control and pass on development costs to developers, and physical improvements (sidewalks, curb, gutter and a second raikoad crossing) were needed in and around downtown. The Village did not have an industrial park for new commercial and industrial investment, job creation and property tax relief. Downtown revitalization was a concern since the grocery store left town, parking availability was 1/mited, and sidewalks were non-existent or in bad shape. SOLI ION: The Village Board hired MSA to create an update to their Master Plan. The Village Plan Commission Would oversee the process and a Task Force of Village Staff, local citizens and businesspeople would be the daily planning body. The Master Plan Update would be realized through the following six traditional planning stages: 1) Existing Condition Analysis of land use and demographics for the area, 2) Nominal Group Technique and Community Goals and Objective formation, 3) Land Use Plan creation, 4) Transportation Plan creation, 5) Public Utility/Infrastracture Plan creation, and 6) Capital Improvement Plan/Program (CIP) creation. RESULT: The Arlington Village Board created a 12 member Master Plan Update Task Force. Major components of the final plan focused on: 1) providing adequate fire safety water pressure to res/dents and businesses-a new water tower and well, converting the existing well to emergency use only, 2) upgrading the WWTP system to meet DNR standards and allow for industrial and residential development, 3) implementation of the CIP's financing s~:ategies for capital improvement projects, 4) Improving the Village's entrance-ways and downtown thru physical enhancements, 5) Creating a new Industrial Park and residential subdivision where soils, infras~racmre and land use compatibility conditions is favorable, 6) Land acquisition, and 7) Creating a financial incentives program for attracting business and industry to town. In order to better understand and manage each component, a separate "Land Use Plan", "Transportation Plan" and "Public Utility Infrastructure Plan" was created that comprehensively encompassed al! planning components. Comprehensive Planning Pro]eels PROJECT: ANTIGO - COMPREHENSIVE PLAN UPDATE AN~flGO, WI CHALLENGE: The City of Antigo is a community of 8,276 persons that was experiencing unharmonions land use patterns throughout the City, limited industrial e~:pansion oppommity, and problems with commercial tracks entering and leaving the City. tn an effort to plan a more harmonious land use development pattern and a more efficient transportation system for commercial trucks, the City wanted to update its 1982 Comprehensive Plan. SOLUTION: The City used the visioning process developed in Corvalis, Oregon. "Visioning" is a slight deviation of the traditional planning process. It is more publicly participative and values oriented, and forces community officials and residents to decide what they want their community to look like independent of past trends. The visioning model calls for a four-phased process which includes: development of a community profile and value statements; development of a probable development scenario if current trends continue; development of a preferred development scenario, or vision, if current trends are modified to arrive at a more desirable famre; and development of an action plan, which identifies strategies for implementing the preferred development scenario. RESULT: The dral2 action plan developed for the City of Antigo, made recommendations for activities in the follo~ving categories: Community Character, Natural Environment, Public and Community Facilities and Services, Park and Recreation, Housing, Municipal Utilities, and Economic Development. The broad goals or "visions" for famre land use and development and transportation identified during the process included: encourage a more coherent, consistent land use pattern within the Antigo Area, with community growth and development occurring in an organized, orderly, appropriate manner that is sound and attractive; identify and develop land that will be made available to help existing businesses expand and to attract diverse induslrial businesses to the City; regulate fringe commercial development so that it occurs in a controlled and aesthetically pleasing fashion; promote a clustering of residential densities and housing types that preserve the overall quality and appeal of local residential neighborhoods; and promote the development and maintenance of a weIMntegrated and cost-effective transportation system within the Anfigo Area that is capable of moving people and goods to, from, and within the area in a safe and efficient manner. PROJECT: BEAVER DAM ~ COMPP._EHENSIVE PLAN BEAVER DAM, WI CHALLENGE: The City of Beaver Dam is a regional commercial and industrial center for a 30-mile radius in western Dodge County, Wisconsin. A newly upgraded USH 151 roadway connecting the area to Madison and Fond du Lac has created the potential for growth in the community for both residential commuter housing and new job creation based on transportation links. The natural amenities of Beaver Dam Lake and the rolling rural landscape have encouraged expanded fringe residential development both in the city limits and surrounding township lands. A combination of an established downtown business district and a regional shopping center have divided the commercial district and also created difficulty for the City because of dispersed infrastracture spending. Beaver Dam's land use roots have always been in commercial and manufacturing activities. The community expressed concerns about the impact of new business and industry locations, transportation needs, and the effects on the existing residents and taxpayers. The city also needed to upgrade their mapping, utility information, and extraten'itorial land use expectations to influence the direction of development on its borders. A dated 1974 Comprehensive Plan had not been reviewed or updated since adoption by the Plan Commission in that year. The City Council believed that the expectations of the community had significantly changed over the past 25 years. Investment in downtown revitalization and neighborhood housing projects also needed support and direction from the City and Plan Commission. SOLUTION: The City decided to: Complete aerial photography of the City and surrounding land area, including topographic mapping of all lands within one mile of the city lira/ts, to use in utility service area discussions and land use planning. This material formed the "base line" information for mapping and discussions in the Comprehensive Plan process. Hire a planner to update their existing 1974 Comprehensive Plan. This included identification of potential growth areas, land uses, and resulting infrastructure needs for the City and surrounding developed area. o Follow up with utility system plan~mg based on the updated Comprehensive Plan to include roads, stormwater, sanitary sewer, potable water and private utility impacts, and system upgrades. This project will result in a Capital Improvements Plan for existing infrastructure and impact fees for utility extensions to new developments. MSA has been hired to oversee and accomplish the projects outlined above in a four-year phased contract. During Phase 2 of the project, MSA planners and engineers served as the staff for the Plan Commission as they prepared the base mapping, identified issues, and proposed action steps needed to complete a new Comprehensive Plan for the City of Beaver Dam. MSA worked with Dodge County pla~'mg efforts to coordinate mapping and orthophoto base materials. RESULT: The City has acquired and uses aerial photography and topographic mapping in utility planning. The Plan Comrmssion and City Council have adopted an updated Comprehensive Plan for the year 2010, including many of the elements of the new State Planning le~slation even before the state statutes were amended. MSA continues in Phase 3 activities to prepare utility system mapping and plans for future development. The City has requested assistance on indusUSal park planning and infrastructure development. And, MSA currently administers the city's housing rehabilitation and financial assistance program. The City of Beaver Dam has updated mapping and aerial photography to assist current and furore property owners and public officials in decision making, prepared an updated Comprehensive Plan for direction on land use issues, and provides on-going assistance in the implementation of the plan via utility systems analysis, indusi~:ial and economic development planning, and housing assistance. Phase 4 of the process calls for individual neighborhood planning, and downtown redevelopment plans. The Comprehensive Plan will be officially reviewed alter 2004 to determine any needed updates and to make the overall project compliant with the recent State Smart Growth legislation. Proper planning preserves' Beaver Dam Lake in Beaver Dam, WI PROJECT: HAYWARD - COMPREHENSIVE PLAN HAYWARD, WI CHALLENGE: The Town of Hayward, a Wisconsin community with a population of 3,382, is located in Sawyer County surrounding the City of Hayward. This northwest Wisconsin town sm~:ounds the City of Hayward. During the past 20 years, the Town has experienced tremendous growth, especially seasonal residential growth. Most of the new seasonal residential developments within the Town have occurred near water bodies, including Round Lake, Little Round Lake, Hayward Lake, and the Namekagon River. In the vicinity of the City of Hayward, the town has experienced growth in commercial and year-round residential developments in the past 20 years. New commercial developments within the Town have primarily occurred along the main highways that enter the City of Hayward. The Town's rapid growth during the last two decades has created concerns about its ability to support future developments with a proper community infrastructure and services. In an effort to better plan for the expected growth and promote harmonious development patterns, the Town decided to prepare its first ever comprehensive plan. SOLUTION: To accomplish its desire for a comprehensive plan, the Town decided to use a cross between the "traditional" pliuning process and the "visioning" planning process in the preparation of a plan. The traditional plann'mg aspect of this hybrid pliuning process looked at past and current trends and characteristics within the Town and the sm-rounc~mg area, and then compiled this data into nine element profiles. The nine element profiles included: community profile; economic development; housing; transportation; public and community facilities, services and utilities; recreational, historical, and cultural resources; natural resources; and existing lind use. The visioning aspect of the planning process promoted more public participation by encoura~ng town officials and residents and other interested individuals to take an increased role in deciding what they wanted the Town to look like in the furore. This aspect of the process called for the development of baseline population, housing, and labor force forecasts; the development of issues, oppommities, and constraints by broad categories; the development of plan concept scenarios for future land use patterns based on expert testimony; the development of a desired development scenario and 20-year land use plan; and the development of goals, objectives, and an action plan, which identified strategies for implementing the desired development scenario and 20-year land use plan. RESULT: The nine .element profiles of the Town's comprehensive plan were prepared as sources Of reference information to be used in the future by the Town and other interested parties for important decisions. During the planning process, these element profiles w~re used by the Town's planning committee, plan comroission, and board for deriving many of the key £mdings and recommendatinns o£ the Plan~ The goals, objectives, and action plan and land use plan elements of the comprehensive plan were prepared to provide the Town with a guide for future community decision making and for use as a growth and development policy insWUment to help ensure the coordination for both public and private development. In addition, these plan elements were prepared for use as advisory tools by local officials for providing a rational basis to draft and revise local regulations and ordinances (land use, zoning, subdivision, etc.) that have a sig~ficant impact on what the Town looks like. Some of the key objectives identified by the To'~m within the comprehensive plan included: cooperating with surrounding communities in future economic development decisions, increasing availability of affordable housing; improving traffic flow patterns; providing municipal utility facilities and services to densely developed areas; providing adequate park and recreational facilities to existing and proposed residential areas; protecting environmentally and natural resources sensitive areas; and promoting orderly, harmonious, and rational growth and development patterns. The hybrid planning process used for the preparation of the Town's comprehensive plan addressed all the required plan elements stated within Wisconsin's comprehensive planning statute, 66.0295, which is commonly known as the" Smart Growth" law. With Comprehensive Planning the surrounding beauty in Hayward, g~7[ remains intact. PROJECT: POLO, iL - COMPREHENSiVE PLAN POLO, IL CHALLENGE: The City' of Polo is a smaller community located between four larger communities, and has experienced little or sometimes ~negative growth. Their population decreased slightly between 1990 and 2000. The downtown is plagued with a 39% vacancy rate. The City has undergone several strategic planning efforts in the past five years, but has fallen short of successfully implementing those objectives. SOLUTION: The City Council hired MSA to create a Comprehensive Plan with a strong emphasis on implementation. A Task Force of City staff, local citizens, and business people has been created. The Comprehensive Plan will be realized by incorporating the existing strategic efforts from recent years into six traditional planning stages: 1) Existing Condition Analysis of land use and demographics for the area, 2) Nominal Group Technique and Community Goals and Objective formation, 3) Land Use Plan creation, 4) Transportation Plan creation, 5) Public Utility/Infrastructure Plan creation, and 6) Capital Improvement Plan/Program (CIP) creation. In addition, there will be a retail market analysis for the downtown, and an economic development marketing strategy created. Other areas of focus will include potential industrial developments, residential development, construction of a recreational path, and tourism attraction strategies. RESULT: To date, the City of Polo has begun evaluating existing conditions in the community. Existing Land Use conditions are being surveyed, and all downtown buildings have been inventoried as to type of business and vacancy status. It is anticipated that the full Comprehensive Plan will be done and adopted by late Fall 2002. Recommendations for ordinance updates, marketing strategies, grant assistance, capital improvements, and potential incentive packages Mil be included in the final document. The town of Polo, IL is a well organized community due to Comprehensive Planning · PROJECT: SAVANNA - COMPREHENSIVE PLAN, CAPITAL IMPROVEMENT PROGRAM & ECONOMIC DEVELOPMENT STRATEGY SAVANNA, IL CHALLENGE: As a result, The City of Savamaa and area communities were significantly impacted by the closure in 2000 of the region's major employer, the Savanna Army Depot, a federal repository of munitions and testing/mining center and school. When the Depot closed, approximately 450 jobs were lost. As a result, the City and reg/on needed to plan for the future, finding solutions to replace lost jobs and wages, and reverse the declining population and economic indicator trends. Furthermore, due to the unique characteristics and location of Savanna, numerous topographical and environmental issues had to be analyzed to properly plan for desired and cost-effective development. SOLUTION: With financial assistance from the Department of Housing and Urban Development (HUD), the City initiated a comprehensive planning process that included land use planning, capital improvement budgeting, and the creation of a unique economic development strategy. MSA planners were hired as plan facilitators to collect and disseminate survey results, organize planning commission goals and objectives, and coordinate alt development projects with city and private organizations. RESULT: A year-long planning project resulted in a Comprehensive Plan. a Capital Improvement Program (C1P), and an Economic Development Strategy that incorporated volunteers, ideas and commitments from the City, Chamber of Commerce, Main Street progran~ special church organizations, and local youth groups. The City's final plans were also compared against Hanover, another community severely affected by the Depot's closure, and the Depot's Reuse Plan for consmtency and coordina6on. The plan calls for residential development to serve tourist~second home markets, new single- and multi-family housing for existing residents, redevelopment of the abandoned ralkoad corridor, and downtown/riverfront expansion. Tax Incremental Financing (TIF) PROJECT: TIF PARTICIPATION FORMULA VILLAGE OF BELLEVILLE 'DANE ANVD GREEN COUNTIES, WISCONSIN CHALLENGE: In 1995, the Village of Belleville created TIF District #1. The purpose of the TIF was to create an industrial park and fund necessary improvements. Related to the creation of the industrial park and also outlined in the TIF redevelopment plan (TIF program projects) was the improvement of the central business district (CBD). Overall, the Village wanted to attract industry to their village to ease the tax burden. Furthermore, they were seamhing for ways to improve their downtown by eliminating blight, relocating some heavy commercial operations, create new jobs (family supporting, if possible), and enhance existing downtown commercial, social, and governmental functions. After initially attracting two large out of town industries (Gemplers and SICO) to their industrial park thru TIF incentives, two local industries (Francios Oil and Cates Machine) came to the Village Board asking for similar financial assistance thru the use of TIF. In the past, the Village had provided TIF assistance to businesses that were bringing a plethora of new jobs to the community and investing heavily in private resources inside the TID (TIF District) boundaries. Unfortunately for the Village Board, the local developers were seeking a very high level of TIF involvement (similar to Gemplers and SICO) while providing limited financial return to the Village. Furthermore, locals were intent on having the TIF pay itself off in less than the 23 years allowed, which bigger projects tended to do more easily. In fact, they were progamming for TID closure in 2009 - I4 years after creation. SOLUTION: The Village Board sought a way to place smaller local business proposals for TH) involvement on the same level as larger out-of-town proposals. By doing this, they could reward businesses that had been in the community for many years, provid~mg needed goods and services, jobs, and community support for years. MSA created this TIF participation formula. It started by creating categories for ali variables related to the project. The more variables that were met by each proposal, the more points or financial assistance a TIF project proposal could receive. Job creation was the first variable. Points were given for each job created. New jobs created that paid more than $12.00 per hour received more points than those paying less than $12.00 per hour. Job retention was added for those local business that were threatening.to leave. Similar to job creation, more points were awarded for those jobs retained that were paying higher than $12.00 per hour. Assessed valuation was the third variable where points were given for every $10,000 of increased assessed valuation a project brought to the TID. Other variables that were evaluated and awarded points were for "aesthetic improvement", "environmental improvement", "longevity value", "CBD Vacancy Improvements", and "Value-Added Multiplier." These categories were created by the Village Board during brainstorming sessions. Aesthetic improvement provided points for projects that performed CBD facade improvements, streetscaping, site improvements, and eyesore elimination. Environ.mental improvement credited projects for remediating contaminated soil, water or air pollution issues. Longevity Value provided points to businesses based on the amount of time that enterprise operated inside the Village of Belleville. CBD Vacancy Improvement credit was applied to those projects that did not create a new vacuncy in the CBD or that occupied a current vacancy. Negative points could be awarded for projects that were relocating from th~ CBD to other parts of town and not providing a replacement to their former site. Finally, value-added points were awarded to businesses that had a spin-off effect on other commercial and industrial activities. RESULT: In the end, the Village ended up creating a TIF planning tool that helped deal with both financial and political issues surrounding use of TIF revenues. It allowed the Village to evaluate smaller local businesses that had supported the Village over the years on the same scale as prospective new bigger businesses. It established a logical protocol for evaluating all TIF proposals. The Village did put a cap on the amount of "credit" or "points" a proposal could receive. Their involvement was limited to the amount of TIY revenues a proposal would bring into the Village's TIF fund over 5-7 years. Once the project '~points", and thus Village involvement, were established, the Village attorney would draft a developers agreement for all parties involved. This TIF participation formula is not set in stone via ordinance or resolution, The Village Board has the right to deviate from this formula on a project-by-project basis. O Visionin Process Jim Holz, an MSA Senior Planner, has been involved with the City's Downtown Master Planning project since its inception at the City-Sponsored Housing Action Conference. At the conference, he was a member of the group recommending the need for a Downtown Master Plan. He continued his involvement as a member of the Downtown Comprehensive Plmming to Plan Group, which led to the creation of the Downtown Planning Committee, a subcommittee of the Long Range Plsnning Advisory Commission. Having been a committee member, Mr. Holz has witnessed first-hand the process undertaken to produce Dubuque's Vision Downtown, and was present when the committee carefully chose the specific wording for each Vision Statement withSn the six Dimensions of Vision Downtown. Dubuque, Towa Completion Date: 2002 Durrant's study and recommendations for opening Main Street from 5th to 9th Street were well received by the City of Dubuque. A 4-Phase project resulted that will replace the pedestrian plaza created during the urban renewal of the early 1970's. The Durrant Team spent most of 2001 gathering information from the City of Dubuque, Dubuque Main Street Limited, property owners, downtown employees, and the general public as well as through their own observations and expertise to arrive at the design taking shape today. Pulling themes already in place at Third and Main, City Hall, Cable Car Square and the Dubuque Museum of Art, The Durrant Team generated a combined theme that we believe can be carried throughout downtown on future streetscape projects. The Main Street corridor through the former Town Clock Plaza is a combination of an open street and a pedestrian friendly plaza. In addition to the physical improvements one can see, several others were undertaken which are hidden from view. With the plaza surface removed, the sewer, weter and electrical systems were all overhauled. The new installations were designed to provide enough capacity to handle the storm water drainage from the reconstructed street and plaza areas; provide a water source in each block for watering of plants and supplying water for festivals; and provide sufficient electricity in each block (two duplex outlets on separate circuits per light pole) to power holiday decorations and festival food vendors. This infrastructure was included to ensure that Main Street is ready for the next 100 years of service. Sioux City, Iowa Completion Date: 1996 The objectives of this urban study and design for the City of Sioux City were to enhance the opportunity for development of new and existing businesses through revitalizing and maintaining the Historic District. Structures within reinforced the historic character and significance of the District creating a safe and comfortable pedestrian environment. The area encourages a variety of uses and activities through its connection to the adjacent Convention Center and downtown. It provided a great opportunitY to attract people to a unique shopping, dining and entertainment experience within the District. The study and design required an extensive public input process and work with stakeholder committees. Durrant provided streetscape improvements, masterhPlanning and design guidelines for the old 4t Street District. Durrar~ LELAND CONSULTING GROUP PROJECT RI~ERENCES Christine Maguire Senior PLanner / Project Manager CITY OF FORT WORTH Fort Worth, TX 817.871.8187 City of Fort Worth, Texas Fort Worth, Texas Leland Consul~ng Group, together w~th HNTB, is currently engaged by the City of Fort Worth, Texas to assist in evaluating existing conditions along five urban commercial corridors from both an investment and urban design perspective. In an effort to accomplish stakeholder and community objectives, LCG is providing the following services: community and stakeholder workshops; analysis of investment area character/stics wt-dch will affect development and redevelopment potential; evaluation of the region's economic and demographic trends; identification of residential, office, retail, entertainment, and civic development opportunities; formulation of strategies designed to attract private sector investment to the downtown ~rea; evaluation of appropriate vehicles for implementation of the development strategies; and, a summary of potential public and private resources to further these efforts. Mr. Jim Rees City Development Group / Urban Projects CITY OF COLORADO SPRINGS 6 Nqrth Tejon Street, Suite 200 Colorado Springs, CO 80903 719.578.6831 Southwest Downtown Urban Renewal Plan Colorado Springs, Colurado Lehand Consulting Group is currently engaged by the City of Colorado Springs to assist in preparing an urban renewal phan for the Southwest Downtown redevelopment area: As a follow-up to the Downtown Development Strategy, LCG is providing the £ollo~Sng services: community and stakeholder interviews; analysis of Southwest Downtown area characteristics which w/Il affect development and redevelopment potential; evaluation of the region's economic and demographic trends; identification of residential office, retail, and industrial development opportunities; a blight study documenting qualifying conditions for urban renewal; formulatSon of strategies designed to a~ract private sector investment to the Southwest Downtown area; evaluation of appropriate vehicles for implementation of the development strategies; and, a summary of potential public and private resources to further these efforts. [] Leland Conmlriv. g Gwup, Real £state Scrateffxtx LELAND TEAM REFERENCES Mr. Chris Danielson Economic Development Dffector CITY Ol~ OAK PARK HEIGHTS 14168 North 57m Street Oak Park Heights, Minnesota 55082 651.439.4439 For: Bob Kost Ms. Naomi Larson City Planner CITY OF WEST DES MOINES 4000 George Mills Civic Parkway . West Des Moines, Iowa 50265 515.222.3620 For: Bob Kost Mm. Mike Koch Public Works Director CiTY OF DUBUQUE 50 West 13a~ Street Dubuque, Iowa 52001 563.589.4270 For: Kevin Eipper~ Ms. Para Myhre Associate Planner / Economic Development Office CITY OF DUBUQUE 50 West 13m Street Dubuque, Iowa 52001 563.589.4213 For: Kevin Eipperle -- I Leland Consulting Group, Real Estate Strategists PROJECT APPROACH I Leland Consulting Group, Real Estate Strate~st~ Ms. Polly McMullen President DOWNTOWN LINCOLN ASSOCIATION 1200 N Street, Suite 101 Lincoln, NE 68508 402.434.6904 Downtown Economic Vision and Strategic Plan Lincoln, Nebraska Leland Consulting Group was engaged by tlre Downtown Lincoln Association to assist in preparing an economic vision and strategic plan for Downtown Lincoln. Together with Progressive Urban Management Associates (PUMA), LCG provided the following services: community and stakeholder interviews; analysis of planning area characteristics which will affect development and redevelopment potential; evaluation of the region's economic and demographic trends; identification o£ residential, office, retail, and industrial development opportunities; formulation of strategies designed to . attract private sector investment to the downtown area; evaluation of appropriate vehicles for implementation of the development strategies; and, a summary of potential public and private resources to further these efforts. Ms. Norma Urban President CORPUS CItKI~TI DOWNTOWN MANAGEMENWE DISTRICT 410 Peoples Street Corpus Christi, TX 78401 361.882.2363 Downtown Housing Market Strateg'y Corpus Christi, Texas Leland Consulting Group was engaged by the Corpus Christi Downtown Management District to assist in preparing a downtown housing market strategy. LCG provided the following services: analysis of planning area characteristics which will affect development and redevelopment potential; interviews with downtown property owners, developers, employers, lenders and public officials; evaluation of the City's and region's economic and demographic trends; identification of housing development opportunities; and, formulation of strategies designed to attract housing to the [] Leland Conwdting Group, Real&tare S~-ategists SCOPE OF WORK The following is an outline of the Leland Team's prelLrninary scope of work proposed to complete the Downtown Comprehensive Plan for the City of Dubuque. We anticipate making refinements in consultation with the City. UNDERSTANDING AND APPROACH Downtowns are reemergSng as re~oual destLnations in c/ties throughout the nation. 1lie successful downtowns of the 1990s, such as Denver, Portland, St. Paul and Memphis, have established a clear niche in their respective markets which capitalizes on the central business district's inherent strengths. In virtually every downtown success story of the 1990s, development has been the result of nurturing and growing each diverse segment of the downtown economy and marketbag these positive changes through an overall image of vitality. Solutions to downtown development challenges have become mulfi-faceted. No longer can a downtown rely on a single economic eno-fine or project to propel its future. Forming and advancing the downtown development agenda requires a keen tmderstanding of the goals and aspirations of the community, the realities of the marketplace, the peculiarities of the political landscape and the constraints of local public/private resources. The Leland Consulting Group Team is pleased to offer an approach to the City of Dubuque and client team members desiomaed to accomplish the following objectives: Building on past efforts, perform a market assessment of Downtown Dubuque's various economic and physical sectors, identifying nid~e opporttmities for growth aud development and establishing priorities for investment. Engage the leadership of Dubuque, downtown stakeholders and interested citizeus in a participatory process which moves the "Vision Downtown" goals and objectives forw~d into achievable policies, plans and projects. Balance the collective aspirations of the downtown community, the realities of the marketplace, and the ava/hbility of public/private resources to craft a redevelopment strategy for Downtown Dubuque. Provide the City, and business leadership with a comprehensive assessment of barriers, opportunities and impacts in order that future decisions are deliberate and consistent with the overall strategy. Elevate downtown in the overall civic agenda. B Le[a~d Ce&tulting Group, Real £state Slrategists I ROLE OF THE DOWNTOWN PLANNING COMMIi"rE~ The active participation of the Downto~m Planning Committee throughout the planning process is critical to our team-oriented approach. We propose that the committee will provide input and g~aidance to the consultants through participation at regularly occurring project meeffngs. We also anticipate that the committee will participate in any public meetings, open houses and/or Council presentations. Phase I: Concept Development Work Task 1.0: Budget:. Timing: Objective: Project Orientation and Initiation $2,500 Weeks 1-3 Clarify the project's goals, establish protocols, and refine otrr understanding of the project's background and context. Leland Team RFP Added Value Assigwtments X 1.1 X X X Work Task 2.0: Budget: Timing: Obi ective: Collect relevant project data including previous studies, reports, projections, assessor's records, GIS and other pertinent information. Expand on data collected for the Port of Dubuque master planning effort and update findings with current market and ptzysical information. 1.2 Set future meeting dates. 1.3 Establish lines of communication, and protocoJs mrd finatize public engagement process. 1.4 Prepare project area base sheet and maps. "Delivery System" Capacity Analysis and Existing Conditions $12,500 Weeks 2-5 Through interviews with leading area stakeholders, City staff and community meetings, identify opporhmities and cortsttaints to past and future public improvement and economic redevelopment efforts. Leland Team RFP Added Value Assigns_merits X 2.1 Establish a common baseline of technical information useful in the downtown redevelopment strategy process. Data wilt be used to understand physical and economic I Le[and Cos,suDin,g Groz~p, Real Estate Strategists 2 opportunities and constraints on growth in the downtown markeL Physical data to be collected includes: land use inventory; historic building designations; zoning; arterial and collector street plans; utilities and infrastructure; comprehensive and downtown plans; traffic data; and, facilities information. Socioeconomic and market data to be collected includes: population; household and per capita income; consumer expenditure patterns; sales tax data; visitor and convention information; building permit activity; development patterns; fiscal trends; and, assessed market valuation. X 2.2 In order to become better acquainted with Downtown Dubuque and its various sub-districts, conduct: site inspections; review relevant studies, reports and minutes of Vision Downtown meetings; and, interview key downtown advocates (i.e. city staff, its leadership and staff, appropriate organizations and agencies, etc. maximum of 25 Interviews). X Z3 Complete one-on-one meetings with key property and business owners Including representatives of the "development delivery" system such as public officials, financiers, developers and others. The purpose of these interviews will be to discuss opportunities and constraints to past and futttre public improvement and economic development efforts. X 2.4 Tour the project area on-foot, bike, transit and automobile and record issues and observations via photos and notes. Conduct one-on-one Interviews with key city staff to develop an In-depth understanding of the workings of the downtown infrastructure, including parking and circulatior~ X 2.5 Facilitate a community meeting to broaden community participation and to incorporate qualitative knowledge or "street sense" into the plan development process. Advertise the meetings in the Mainstreet newsletter and on the City's web page. Meetings will be conducted in a workshop format, targeting specific segments of the downtown community. The meeting will provide participants an opportunity to learn about the process and ffi Leland Co~zsulting Group, Real Estale Strategis[s 3 X X Work Task 3.0.' Budget:. Timing: Objective: X participate in identification of action items for realizing the goals identified in the Vision Downtwwn process. Sessions will be designed to be results-oriented, providing immediate ideas mad tools for revitalization. Meeting summaries will be prepared. 2.6 Prepare a list of barriers in the communi ,hz's development delivery system ideniified during the workshop and incorporating commurdty perceptions identified during interviews and meetings of opportunities, constraints and past forces which have molded Downtown Dubuque. 2.7 Using the socioeconomic, market and physical data previously collected and updated by the team as well as qualitative perceptions gained through various public outreach efforts, prepare a physical m~d market profile o£ the Downtown Dubuque area. 2.8 Facilitate a Downtown Planning Committee meeling to review summaries o£ stakeholder interviews, commutdty input and next steps. Planning Workshop / Retreat $6,000 Week 6 or 7 To umders~nd past and current efforts in order to gain insight into their intent and lessons learned. Leland Team RFP Added Value Assignments X 3.1 Summarize the Capacity Analysis findings in written and graphic format amd organize materials and activities. X 3.2 Convene a day-long retreat/workshop with the Downtown Planning Committee to review the Capacity Analysis, as well as "fine tune" the vision articulated within the Vision Downtown document. If necessazy, re- establish goals and priorities for the Downto~m Dubuque Master Plan explore and evaluate conceptual development alternatives including preJiminary identification of catalyst projects for investment emd craft a consensus concept. The workshop will include a presentation of information collected to-date and serve as a springboard to the market analysis and implementation phases of the project. [] Leland Consulting Group, Real fi`state Strategists 4 X 3.3 Summarize workshop results. Phase II: Concept Refinement Phase I Work Task 4.0.' Budget: Timing: Objective: Market Indicators and Trends $7,500 Weeks 8-10 To understand market opportunities for Downtown Dubuque and provide the client team with a technical and analytical base of information from which to direct policy decisions for future development and redevelopment in the dov. mtown area. Leland Team RFP Added Value Assig~xments X gal Define Downtown's primary and secondary trade areas for all major land uses including retail, residential, and employment uses. Based on a study of consumer shopping habits downtown and within the region, determine what the downtown is and is not used for and define consumers' likes and dislikes about downtown and compeffng areas. X &3 Complete a retail audit/inventory of downtown stores and services. The audit will provide the framework from which to identiby: gaps and opportunities by commodity; appropriate market rdches for downtown retail, commercial and social/cultural uses; and, retail and service space levels in relation to what the trade area can support. X 4.4 Complete an inventory of residential developments within the market and trade area. The inventory will provide the framework from which to identify: gaps and opportunities by product type; appropriate market niches for downtown housing; and, product levels in relation to what the trade area can support. X 4.5 Conduct a limited target industry screening analysis in order to identify those industries and business groups which exhibit the highest potential for relocation and/or expew~sion in the downtown core using previous a~alyses as a foundation for this research. Translate these oppor~x'Jfies into demand for non-retaiI commercial space. · t Le[and ConsuJting Group, Real Estafe Strategqsts 5 X X Work Task 5.0: Budget:. Timing~ Objective: 4.6 Analyze vacant and ~mderulilized land in the downtown area, ownership patterns, and the potential for assembly of significant parcels for new development or redevelopment in catalyst locations. 4.7 Assess the market's ability to accommodate the ideniif~ed niche opportunities and begin to formulate necessary incentive actions. Identification of Niche Opportunities and Benchmarks $8,500 Weeks 11-13 Identify and quantify, by type of land uses, the Ievel of development achievable within the downtown planning area in the short-, mid-, and long-term and the associated public in frasl~uct~re improvements. Leland Team RFP Added Value Assigx~ments X 5.1 X 5.2 X 5.3 Use the nrarket findings to refine the development concept plans, inco~-porating those land use and business opportunities ideniified which represent the most promising prospects for investment in the market and which benefit downtown and the community. Post the refined concept plans on the City's web page and include it in the Mainstreet newsletter for review and comment. To monitor the progress of implementing the plan, a variety of qualitative and quantitative benchmarking variables will be identified. The market analysis will provide baseline measures for quantitative benchinarking. Qualitative benchmarking variables will relate to the goals and aspirations of downtown, stakeholders and can be reflected by periodic s~akeholder s~rveys. Qualitative benclimarks can relate to.the perception of Downtown's quality of life, including safety; cleanl~ess; vitality; etc. Facilitate a Downtown Planning Committee meeting to review the identified niche opportunities and benckrnarks. ~lI Leland Co;~ultin Grou , Real Estate Strategists 6 g ~ Work Task 6.0: Budget: Timing: Objective: Concept Plan Refinement and Design Recommendations $20,500 Weeks 14-20 Based on the results of work completed in previous tasks, recommend urban design elements and physical infrastructure improvements required to implement projects in Downtown Dubuque. Leland Team RFP Added Value Assig?maents X X X X X X X 6.1 Analyze potential traffic circulation impacts resulting from the development and redevelopment land use alternatives. Identify modifications to the existing roadway end parking infrastructure. 6.2 Analyze potential subsurface utility impacts from the development and redevelopment ]o_nd use alternatives. 6.3 Based on on-site visits to downtown, review of past plannJ.ng efforts, and the identified development/redevelopment opportunities, identify public open spaces which could expanded end/or preserved, as well as any connections which should be encouraged in order to ~urther the plan vision. 6.4 Prepare prelkninary cost estimates for private investment projects and associated public improvements. 6.5 Prepare recommendations regarding select design elements which should be incorporated into the downtown master plan by area or district in order to create a physical environment which supports and encourages private investment. 6.6 Working with the development strategists on the team, identify key public projects which are consistent with the overall theme for Downtown Dubuque or for the individual distxicts and which will most effectively leverage private investment. 6.7 Prepare a draft framework plan graphic depicting the location and extent of the suggested private and public improvements. I~ Leland Consulting Group, Real Eslale Strategistx 7 X Work Task 7.0: Budget:. Timing~ Objective: X 6.8 Prepare (4-5) "snap-shot" character sketches depicting Lhe scale, style and overall character of the proposed public and/or private improvements. 6.9 Provide an update of the planning process and plan elements to the City Council at a council work session. Positioning and Investment Strategies $7,500 Weeks 21-24 Prepare a positioning and invest3nent strategy for Downtown Dubuque that capitalizes on niche opportunities unique to the marketplace. Leland Team RFP Added Value Assignments X 7.1 X 7.2 Work Task 8.0: Budget:. TimLug: Objective: Based upon the findings of the market analysis, incinding market inc[icators and trends, identification of development opportunities, market potential and capacity of the local delivery system, the Leland Team will develop recommended niche strategies for Downtown Dubuque. Niche strategies will be delineated by economic segment (i.e. office, retail, housing, etc). Post the niche strategies on the City's web page and include them in the Mainstreet newsletter for review and comment. Develop priorities for public and private investinent ~o realize the Downtown's market potential and niche opportunities. The Lei,and Team will develop priorities and a sequencing timetable. The project planning committee will be involved in a priority setting process to help guide the investment strategy. Implementation Strategy and Final Plan $15,500 Weeks 25-28 Prepare a s~rategy and the necessary tools (final plan) including a summary of potential public and private: resources designed to attract private and leverage public investment. Leland Team RFP Added Value Assignments ~ll Leland Co~ulting Group, Rea] £~ta~e Srrategis~s 8 X 8.1 To implement the development strategy, a menu of tactics will be developed. Tactics wilt include a variety of project, program and regulatory initiatives. Priorities and sequencing for suggested tactics will be based upon the priorities established for public and private investment which will enable downtown to compete more effectively for new investment. X 8.2 Identify sources of funds to implement the downtow~ strategy from a variety of public omd private sottrces. X 8.3 Identify development incentives necessary to attract investment and create a more favorable environment for private investment, including: land write-dowus; taxing policies: rent abatement progranzs; and others. X 8.4 Outth~e the variety of financing tools and sources that can be used. including: tax increment financing; special assessment districts; leases; bond financing; commur~ty development block grants; urban development action grants; private investment dollars; and, other programs. X 8.5 Synthesize the final framework plan depicting land use/private redevelopment areas, green space, trrban design, transportation and parking improvements. X 8.6 Facilitate a Downtown Planning Committee meeting to review the implementation strategy and discuss the final public meeth~g/presentation. Phase [[h Final Presentations and Deliverables Work Task 9.0.' Budget:. Timing: Objective: Public Open House and Presentation $5,500 Weeks 29-32 Provide the City, stakeholders and interested citizens and opportunities to explore and understand the master plan for Downtown, Dubuque. Lelm~d Team RFP Added Value Assignments X 9.1 Facilitate I-2 public open houses to display the Downtown Master Plan to the conununity. Post the plan on the City's web page and include it in the Mainstreet newsletter for review r~ Lelaad Consuhing Group, Real £xta[e Sa,'a[egists 9 X X X 9.2 Facilitate a Downtown Planning Committee meeting to review the open houses and discuss refinements and format for City Council presentations. 9.3 Work with the city and client team to identify potential investor audiences for receipt of future developer solicitations for the identified catalyst projects. Prepare portions of RFP documents which express the vision and issues for downtown's future. 9.4 Present the Downtown Master Plan to the City Council. [] Leland Cot~ultmg Groep, Reai £sta[e St~ ateg~sts' 10 PROJECT SCHEDULE I LeL~nd Convtd~ing Grov~p, RealEstate Strategists PROJECT BUDGET AND TIMING PROJECT BUDGET Task Description 1 2 3 4 5 6 7 8 9 Project Orientation and Initiation Capacity of the "Delivery System' Analysis Planning Workshop/Retreat Market Indicators and Trends Identification of Niche Opporttmities Concept Pla~ Refinement/Design Recommendations · Positioning and Investment Strategies Implementation Strategy and Final Plan Public Open House and Presentation Total Professional Fees: Estimated Project Expenses (15%): Total Project Budge~ PROJECT TIMING Task 1 2 3 4 5 6 7 8 9 Description Project Orientation and Imtiation Capacity of the "Delivery System" Analysis Planning Workshop/Retreat Market Indicators and Trends Identffication of Niche Opportunities Concept Plan Refinement/Design Recommendations Positioning and Investment Strategies Implementation Strategy and Final Plan Public Open House and Presentation $2,500 $1Z500 $~000 $~500 $8,500 $20,500 $Z500 $15,500 $5~500 $s6~ooo $12,9oo $98.900 Weeks 1-3 Weeks 2-5 Weeks 6-7 Weeks 8-10 Weeks 11-13 Weeks 14-20 Weeks 21-24 Weeks 25-28 Weeks 29-32 Total Project Timing: * Some tasks wilI be completed concurrently. 30 to 32 Week.s. [] Ldand Consulting Group, Real Estate Strategists APPENDIX ~i Le~nd Consulting Group, Re~l Esrate S~'~zvegists LELAND CONSULTING GROUP RELEVANT PROJECT EXPERIENCE Downtown/Urban Renewal Experience Client Project Loc~tion City of Colorado Springs City of Colorado Springs Downtown Lincoln Association City of Lincoln City of Lincoln Denver Urban Renewal Authority Denver Urban Renewal Autho~4ty City of Desxver/DURA City of Denver/DURA Lakewood Redevei Authority Lakewood Redevel Authority City of Westminster Arvada Urban Renewal Authority Edgewater Rede~el Authority City of Midland City of Pueblo City of Tualatin City of Bremer tom City of Bellingham City of Eugene City of Bend City of Coos Bay City of Santa Fe Urbm7 Land Ensfitute (ULI) Urban Land lnstit~tte (ULI) City of Ktrkland City of Belllngham City of SeaTac Southwest DoWntown Urban Renewal Plan Downtown Investment Strategy Downtown Investment Strategy Old Federal BvSlding I:'re-D~eiopment Study Urbmx Entertain Market/Economic Analysis Northeast Park Hill Redevelopment Analysis St. Luke's Economic Benefit Study L$ght Rail Sta~4on Development Anaiysis Convention Center Hotel Feasibility Study Colfax/Wadswor~ Revitalization Survey Villa Itelia Blight Study Westminster City Center Redevel Study Mazket Analysis and Revenue Forecasts Mmeket A~vlysis and Revenue Forecasts Dwntwn Business Plan astd Economic Profile Dwntwn Housing Market Strategy Downtown Bi.mess Developmemt Plan Downtown Riverfront Investment Strategy 16t~ Street Mai1 Economic Benefit Study Creekiront Neighborhood Plan Downtown Plan Downtown Redevelopment Strategy Wateffront/CBD Revitalization S~ategy Downtown lnvestmeiat Strategy Downtov. m Investment Strategy Dovmtown Investment S~rategy Downtown Investment Strategy Rallyard Redevelopment F~ Analysis Downtown Revitalization Report Downtown Revitalization Report Downtown Development Strategy Colorado Springs, CO Colorado Springs, CO Lincoln, NE Lincoln. NE ld-ncoln, NE Denver. CO Denver. CO Denver, CO Denvar, CO Lakewood, CO Lakewood, CO Westminster, CO A~vada. CO Edgewat~r. CO Des Molnes. IA Corpus Christi, 7X Midland. TX Pueblo. CO Denver, CO Denver. CO Beaver ton, OR Tualatin, OR Bremerton, WA Bellingham, WA Eugene, OR Bend, OR Coos Bay, OR Santm Fe, NM Bell~gham, WA Portland, OR Portland, OR LELAND CONSULTING GROUP DOWN~O~ AND COMMUNiTY-WIDE RELNVES~ENT PROJECTS - SAMPLE SOUTHWEST DOWNTOWN URBAN RENEWAL PLAN Colorado Springs, Colorado Leland ConsulHng Group is cwrentty engaged by the City of Colorado Springs to assist in preparing oa~ urban renewal plan for the Southwest Downtown redevelopment a~ea. As a follow-up to the Downtown Development Strategy, LCG is providing the following services: community and stakeholder interviews; analysis of Southwest Downtown area characteristics which will affect development and redevelopment potential; evaluation of the region's economic and demographic trends; identification of residential, office, retail, and industrial development oppor~axities; a bl~ght study documenHng qualifying conditions for ~rrban renewal; formulation of strategies designed to attract private sector investment to the Southwest Downtown area; evaluation of appropriate vehicles for implementation of the development strategies; and, a summary of potential public and prix~ate resources to f-urther these efforts. 1VI~RKET ANALYSIS AND DEVELOPMENT PROGRAM FOR DOWNTOWN R1VEKFP, ONT PROJECT Pueblo, Colorado Lel~md Consulting Group recenHy completed a market study and development program for the proposed Historic Arkansas River Project (HARP) in downtov~ Pueblo, Colorado. Se~ices provided include: o~nalysis of site characteristics which affect development potenHal; evaluation of Pueblo and Southern Colorado economic and demographic trends; esHmates of Hm~g and development of residential and commercial uses; projections of pricing by development type; and, formulation of strategies designed to attract private sector investment to the project. ARVADA URBAN RENEWAL AUTHOP, iTY Market Study and Review of Financial Forecast P~incipals of Leland Consulting Group assisted the Arvada Urban Renewal Authority in conducting a market study for retail, hotel and office development as pa~t of a tax increment financing bond issue. Services provided include a review of the Authority's forecast of sales and property tax revenues attributable to the project to determine support for debt service on the bonds. The report was included in a prospects in order to market the bonds. EDGEWATER REDEVELOPMENT AU~-IOR1TY Market Study and Review of a Financial Forecast Principals of Leland Consulting Group assisted the Edgewater Redevelopment Authority with a market study and review of a financial forecast. The market a~alysis was conducted for a large mixed-use project, which included sales tax generating retail development and adjacent residential uses. Appropriate absorption rates for the proposed retail and residential uses were developed and the Authority's financial forecast relative to property and sales tax revenues generated fi:om the project were reviewed. The report was included in a prospectus in order to market the bonds. [] Ld~nd Co~.vu/ting Group, RealEstaae S~rateglsu PACE CENTRAL ISLAi IL VALLEY -- CREEKFRONT NEIGtiBORI-IOOD ~ Denver, Colorado Leland Consulting Group recently assisted the Downtown Denver Parhaership in analyzing housing opportunities within the Creekfront Neighborhood in Lower Downtown and the Central Platte Valley. The Creekfront Neighborhood extends from Latimer Square into the Cantral Platte Valley to Confluence Park. Services included an atmiysis of downtown housing supply and demand; the preparation of development programs for two pilot sites within the Neighborhood, including multi-family condominiums and apartments, rowhouses, live/work loft units and supporiing conm~ercial uses; and an economic pro forma analysis of each development program, considerirtg development and construction costs, housing product sale prices and rental rates, commercial lease rates and private investor return expectations. DOWNTOWN DEVELOPMENT STRATEGY Colorado Springs, Colorado Leland Consulting Group was engaged by the City of Colorado Springs to assist in preparing an economic vision and strategic plan for Downtown. Together with Progressive Urban Management Associates (PUMA), LCG provided the following services: comanunity and stakeholder interviews; analysis of plarming area characteristics which will affect development and redevelopment potential; evaluation of the region's economic and demographic trends; identification of residential office, retail, and industrial development oppor~tmities; formulation of strategies designed to attract private sector investment to the downtown area; evaluation of appropriate vehicles for implementation of the development strategies; and, a summary of potential public and private resources to further these efforts. COIF/EX ON T~IE HILL COM3/IERCIAL DISTRICT Denver, Colorado Principals of Leland Consulting Group completed a commercial revitalization study for the Colfax On The ~II Business Association to assist them hi attracting new businesses/retailers to their shopping district. The analysis focused on determining the primary trade area from which most shoppers were drawn, the level of retail demand existing in the trade area, the amount of "leakage" being stff-fered by thg area, specific types of retail outlets to be pursued, and potential implementation strategies aimed at expanding the area's drawing power. CITY OF DENVER/GREATER PARK HILL BUSINESS ASSOCIATION Denver, Colorado Principals of Leland Consulting Group completed a retail market study and revitalization strategy for four shopping areas in the Park Hill Community of Denver, Colorado. Services included conducting a detailed inventory of retail and other commercial uses by shopping area; analyzing the socioeconomic characteristics of the various subareas within the Park Hill community; conducting extensive interviews with merchants, property owners and residents of the trade area; determining the retail potentSal of each shopping area; making recom~nendations for stremg-thening their respective competitive positions; and preparing a plan for implementing recommended improvemenl~. Throughout the course of the study, the analysts worked closely with a [] £ehznd Consulting Group, RealEstate Strate~ts P^Glii2 task force consisting of City a~d Greater Park I-till Business Association representatives to ensure that the recomanended strategies adequately addressed the needs of residents, merchants and the City. 16T~I STREET MALL MANAGEMENT ECONOMIC BENEFIT STUDY Denver, Colorado Principals of Leland Consulting Group completed this economic benefit study for Downtown Denver, Inc., addressing formation of a Business Improvement Dish-ict (BID) for the 16th Street Mall in Downtown Denver. The study included an analysis of historic economic real estate indicators in Downtown Denver, interviews with Downtown property owners, and an evaluation of the District's tax assessment methodology. DOWNTOWN ECONOMIC VISION AND STRATEGIC PLAN Lincoln, Nebraska Leland Consulting Group was engaged by the Downtown Lincoln Association to assist in preparing an economic vision and strategic plan for Downtown Lincoln. Together with lVrogTessive Urban Management Associates (PDMA), LCG provided the following services: community and stakeholder interviews; analysis of planning area characteristics which will affect development and redevelopment potential; evaluation of the region's economic and demographic trends; identification of residential, office, retail, and industrial development opportrrnities; formulation of strategies designed to attract private sector inveshnent to the downtown area; evaluation of appropriate vehicles for implementation of the development strategies; and, a summary of poten~al public and private resources to further these efforts. HISTORIC LANDMARK PRE-DEVELOPMENT STRATEGY Lincoln, Nebraska Lelmad Consulting Group was recently engaged by the City of Lincoln to assist in preparing a pre-development strategy for an historic landmark in Downtown Lincoln. The subject property, referred to as the Old Federal Building, was acqu~ed by the City during the early 1980s. Since that time the building has housed several City, County and State govervanent offices. As a high-profile landmark in the downtown area, and given heightened L'~terest by private invesl2nent entities in recent years, the City initiated a study to analyze the redevelopment potential of the Old Federal Building in downtown Lincoln. Services which LCG provided included: a market analysis of demand for various land uses in the downtown area; analysis of the economics of redeveloping the property, including the need for public-private financial conlxibutions; and, a redevelopment stxategy which responded to market conditions, addressed redevelopment economics, and positioned the property for solicitation to prospective investors and developers. BLOCK 41 PRE-DEVELOPMENT STRATEGY Lincoln, Nebraska Leland Consulting Group recently assisted the City of Lincoln and Downtown Lincoln Parh~ership in preparing various market and feasibility analyses associated with development of an entertainment complex on Block 41 in Downtown Lincoln, Nebraska. The project, as proposed, included commercial service, restaurant and/or entertainment uses which would capitalize on prevailing market conditions. Growth in both the local m £eland Co~vdting Group, Real£stave S~raregists PAGE3 and regional markets, as well as the project area's strategic position within the heart of the C/ty~s employment center and proximate to the University of Nebraska, ampIff-ied the importance of a thorough analysis to determine the most appropriate land use mix. Services which LCG provided included: quantLfySng the market potential of sex~eral uses on a community-wide basis; identifying the opt/mum development program for marketing the area to various tenant axxd user audiences; testing the economic feasibility of the proposed project as programmed; and, determining the economic impacts resulting from development of the Block 41 redevelopment project. DOWNTOWN BUSINESS PLAN AND ECONOMIC PROFILE Des Moines, Iowa Leland Consulting Group Was engaged by the Downtown Des MoLnes Partnership to assist hr preparing a business plan and economic profile for their downtown. Together with Progressive Urban Management Associates (PU~iA), LCG provided the following services: community and stakeholder interviews; analysis of planning area characteristics which will affect development and redevelopment potential; evaluation of the City's and region's economic and demographic trends; identification of residential, office, retail and hotel development opportunities; and, formulation of strategies designed to attract private sector investment to the downtown area. WATERFRONT/CENTRAL BUSINESS DISTRICT REVITALIZATION IMPLEMENTATION STUDY Bremerton, WA Lehnd ConsullSmg Group recently completed a strategic downtown revitalization plan for the Bremerton downtown and waterfront. The stady resulted in a revitalization concept with implementation strategies which are now being pursued by the City of Bremerton, the Bremerton Chamber of Commerce, the Kitsap Visitors and Convention Bureau, the Waterfront Development Partners, and with the help of the Leland Consulting Group in a development advisory capacity. The first of the revitalization projects is the waterfront marketplace and is in master planning. Funding for the project is being undertaken by the Port of Bremerten and the City of Bremerton. Construction of a new ferry facilities and the waterfront plaza are expected to be underway in t994. MARTtN LUTHER KING, JR. BOULEVARD REDEVELOPMENT STRATEGY Portland, Oregon Letand Consulting Group provided market research, development programming and financial analysis for 12 development and redevelopment projects along Martin Luther King, Ir. Boulevard. The projects include a combination of owner and rental housing, retail-commercial space, office buildings, industrial buildings and expansion of existing manufacturing plants. NORTH OF BURNSIDE PROJECT Portland, Oregon Leland Consulting Group was retained by the City of Portland to assist in preparing short and long-term market assessments, development programming and implementation strategies for a 30-block area adjacent to Downtown Portland. The project objective was to identify a number of development opporhmity sites that would strengthen the Downtown. Identified projects included Union Station renovation, extension of the Downtown Transit Mall, enhancement of Chinatewn, a new public [] Leland Co~z~ulting Group, RealEstate Strateodsts PAGE 4 signing system, eventual relocation of social agencies serving the homeless and indigents and expansion of the Northwest Natural Gas Company headquarters. Most of the identified projects have subsequently occurred and the balance are now in detailed planning for implementation. CITY OF TUALAT1N DOWNTOWN REDEVELOPMENT Tualatln, Oregon Leland Consulting Group was retained by the City of Tualatin to plan and execute a market analysis and work plan for its downtown redevelopment. The redevelopment area, Tualatin Commons, was the core of the city's original downtown and had seen successive efforts at project implementation over the prior ten years, none of which resulted in approval With the help of Leland Consulting Group and building on past efforts, the public process was started again and a new desigaa and work plan were approved by the City for implementation. The new Tualatin Commons is a $20 million mixed-use development clustered around a 3-acre lake incorporating public pedeslxian walks and an exciting array of indoor and outdoor experiences for use both during the day and at night. ~ilae City of Tualatin is funding the development of site infrastructure and will recoup a major portion of this cost througli land sales. Leland Consulting Group is now acting as project manager to implement design and marketing of the new Tualafin Conunons. The project broke ground during the Sununer of 1993. CITY OF FORT WORTH, TEXAS Fort Worth, Texas Lelm~d Consulting Group, together with I-INTB, is currently engaged by the City of Port Worth, Texas to assist in evaluating existing conditions along five urban conmaercial corridors flcom both an investrnent and urban design perspective. In an effort to accomplish stakeholder and community objectives, LCG is providing the following services: conununity and stakeholder workshops; analysis of investment area chaxacterisfics which will affect development and redevelopment potential; evaluation of the region's economic and demographic trends; identification of residential, office, retail, entertainment, and civic development opportunities; formulation of strategies designed to a~ract private sector investment to the downtown azea; evaluation of appropriate vehicles £or implementation of the development strategies; and, a summary of potential public and private resources to further these efforts. DOWNTOWN HOUSING MARKET STRATEGY Corpus Christi, Texas Leland Consulting Group was engaged by the Corpus Christi Downtown Management District to assist in preparing a downtown housing market strategy. LCG provided the following services; analysis of planning area characteristics which wi~ affect development and redevelopment potential; interviews with downtown property owners, developers, employers, lenders and public officials; evaluation of the City's and region's economic and demographic trends; identification of housing development opportunities; and, formulation of strategies designed to attract housing to the downtown area. m Leland Consulting Group, RealEstate Strate~is= PAOE5 DOWNTOWN MIXED-USE REDEVELOPMENT PROJECT E1 Paso, Texas Principals of LeLand Consulting Group conducted a market and economic zmalysis of a proposed mixed-use redevelopment project in downtown El Paso. The proposed project was to include retail, enterta/Joment and cultural arts uses. Services provided included: an analysis of the physical constraints/barriers affecting the site; an evaluation of E1 Paso market area economic and demographic characteristics; deterutination of the trade area for the proposed project; estimates of market demand for the proposed uses from various user groups, including E1 Paso residents, tourists, and Juarez residents; and an evaluation of incentives and potential funding sources for the proposed developmenL DOWNrTOWN AND BUSINESS DEVELOPME1WF PLAN Midland, Texas Leland Consulting Group was engaged by the City of Midland, Texas to prepare a revitalization plan for their downtown. Together with Flellmuth, Obata & Kassabaum, Inc. (HOK), LCG is providing the following services: community and stakeholder interviews (90 - 100); analysis of planning area characteristics which w/ii affect development and redevelopment potential; evaluation of the City's and region's economic and demographic trends; identification of business opportunities and financing mechanisms; business development strategy; and, formulation of strategies designed to attract private sector investment to the downtown area. [] Le~id Consultiv~g Group, RealEsrate Strate~ts PAGE6