Consideration of Strategic/Economic Development

Transcription

F-5
CITY OF WARRENVILLE
MEMO
TO:
Mayor and City Council
FROM:
Jennifer McMahon, Assistant City Administrator
CC:
Ron Mentzer, Director of Community Development
SUBJECT: STRATEGIC/ECONOMIC DEVELOPMENT PLANNING
PROCESS - FIRM RECOMMENDATION
DATE:
November 7, 2013
At the September 9, Community Development Committee meeting, staff recommended a
Strategic/Economic Development Planning process that included a recommendation to seek
consultant assistance by issuing and RFP/Q. Staff asked that two aldermen be designated to serve
on a strategic planning team, which would select the consultant and guide the overall process.
City Council approved the Committee’s recommendation to endorse the process presented,
approve the draft RFP/Q for a consultant, and designate Aldermen Goodman and Davolos to
represent Council on the strategic planning team. The City’s FY 2014 Budget allocates a total of
$60,000 for the development of a strategic plan and an economic development strategic plan.
On October 24, Aldermen Davolos and Goodman, Community Development Director Mentzer,
and I interviewed four strategic/economic development firms; NIU Center for Governmental
Studies, Katona & Associates, SB Friedman, and Teska Associates. A total of ten firms
submitted proposals, with the group selecting Teska Associates. Four professional references for
Teska were checked and all have a long-term relationship with the firm working on a variety of
strategic, economic, and comprehensive planning programs, models/studies, and processes. All
reported a positive relationship with the firm and satisfaction with their work performance.
Teska Associates would partner with Business Districts, Inc. as a sub-consultant to perform
specific data analysis work. Teska has nearly 40 years experience in planning, landscape
architecture, site design, economic development, and community engagement. Business
Districts, Inc. is a provider of business district services to local governments and business district
organizations. For over a decade, they have developed and implemented business district plans.
Three out of the four members of the review team ranked Teska as their top choice based on their
proposal alone. The proposals submitted ranged in price from $29,300 to $60,000 with Teska
falling in the middle at $46,800. The interviews proved that Teska had the best experience to
conduct this specific work at a reasonable cost within the City’s budget.
Committee Action Requested: Accept the October 9, 2013 proposal from Teska Associates
to conduct a Strategic/Economic Development Planning process for the City of Warrenville
in the amount of $46,800 and direct staff and the City Attorney to negotiate a professional
services agreement and draft a resolution approving the agreement.
Attachments: Teska Associates Proposal
Matrix
City of
Warrenville
Professional Request for Proposal
Strategic/Economic
Development Planning
SUBMITTED BY THE CONSULTANT TEAM OF:
Teska Associates, Inc.
Business Districts Inc.
PROPOSER INFORMATION:
627 Grove Street
Evnston, IL 60201
Federal Tax ID #: 36-3051497
Phone: (847) 869 - 2015
October 9, 2013
Ms. Jennifer McMahon
Assistant City Administrator
City of Warrenville
28W701 Stafford Place
Warrenville, IL 60555
RE: Proposal for Warrenville Strategic / Economic Development Planning Process
Dear Ms. McMahon,
Teska Associates, in conjunction with Business Districts, Inc. (BDI) is pleased to submit this proposal to conduct a
Strategic / Economic Development Planning Process for the City of Warrenville. Our team has extensive experience
conducting strategic and economic development planning; and we approach the work from solid foundations in
economic development best practices, strategic thinking, and real world experience. Also, our firms have a broad
background in the related areas of comprehensive planning, public participation, market evaluations, business
and business district enhancement, and training.
Our team is very well suited for the range of rolls contemplated for the consultant in this project. The experience,
expertise and working style of the firms and their principals is the most significant way we can support Warrenville
in this project. While able to lead any aspect of the project the City chooses, we are also willing and able in other
elements to service as reviewers and advisors in meeting and strategy sessions; sharing the breadth and depth of
our group and individual experience with staff and others.
The timing and approach set up by the City for this project are well conceived. Economic development is very
different for communities than it was just a few years ago. The old rules and tools don’t necessarily bring about
the successes they did in the late 1990’s and early 2000’s. But as the Great Recession begins to pass and the “new
normal” gets established, this is a good time for Warrenville to conduct a strategic planning process to define the
path for maintaining a strong economic footing.
Teska and BDI have a well-established working relationship and a long history of serving client communities. Brief
descriptions of the firms’ histories are included in the submitted materials. We look forward to bringing that
experience to Warrenville.
Teska Associates, Inc. will be responsible for overall project management and strategic plan development. The firm
has over 30 years of experience in providing community planning and economic development services. Michael
Blue, FAICP will serve as project manager for this assignment. Having recently joined the firm, after 15 + years
working for municipalities (Mount Prospect and Highland Park, IL) in community and economic development, he
brings to the project a unique perspective on local needs and realistic implementation.
Business Districts, Inc. (BDI) Terry Jenkins, BDI Managing Director, will serve as lead Principal and one of BDI’s
two additional Principal’s will be available for assignments within the Scope of Services. BDI has over 21 years
of experience and all three BDI Principals have led community economic development assignments. BDI has
been involved in planning and economic development implementation for downtowns, corridors, office park
development, municipally owned sites and private sector owned sites to be developed in cooperation with
municipalities. Analyzing, planning and developing implementation strategies for pragmatic, market-based
solutions are the sole focus of BDI.
This proposal is presented in five main sections:
1.
Project Approach
2.
Scope of Work
3.
Relevant Consultant Experience
4.
Experience of Personnel
5.
Budget and Timeline
As you requested to know in the RFP, please note that the firm has is currently involved with any material litigation,
arbitration, or bankruptcy, nor has it been directly or indirectly in the past three years.
We appreciate the opportunity to submit this proposal to the City of Warrenville and look forward to further
discussing the project with you.
Sincerely,
Michael Blue, FAICP
Principal
1
Background
The Consultant Team
Lead Consultant
Teska Associates, Inc., founded in 1975, is a planning and landscape design firm with offices in Evanston and Plainfield, Illinois. The firm specializes
in community planning, development economics, landscape architecture, and site design. Over the years, the firm has completed dozens of
comprehensive plans, corridor and neighborhood plans, special area and downtown plans, and transit-oriented / urban redevelopment projects
- all of which have incorporated cutting edge designs, new media, and visualization graphics to enhance the clarity and usability of the plans. The
firm believes strongly in community participation and stakeholder processes that help build community consensus. An integral part of this process is
utilizing a variety of design techniques and interactive mediums to communicate goals surrounding the built environment, development scenarios
and alternatives, as well as to support creative brainstorming and discussion. Our visualization processes breathe life into projects by creating a
visual sense of place that residents can see and relate to. Beginning with idea conception, these processes transition from ensuring community
input, developing strategies, and implementing projects.
Business Districts, Inc.
Sub-Consultant
Business Districts, Inc. is the premier provider of business district services for mid-sized municipalities. Business districts are as varied as the communities
which create and benefit from them. Whether they are commercial cores, downtowns or retail corridors, business districts share characteristics with
shopping centers but also announce and transmit the values of the communities they dwell in. Effective business district plans have always relied
on analysis-based strategic plans affirmed by community groups, businesses and government. But with increasingly tight municipal budgets,
growing citizen involvement and changing patterns of life, work and shopping today, an effective business district plan must be more; it must include
organization structures--private public partnerships or designation of lead agencies--and reliable financing mechanisms. In other words, today, an
effective business district plan must include implementation.
For over two decades, BDI has developed and implemented effective business district plans in top communities throughout the Midwest. We have
created thriving, marquee projects which attest to both community resilience and BDI skill in ensuring long term results. With deep roots in urban
planning, commercial development and business management, and a flexible, hands-on approach, BDI empowers those developing a business district
to define, progress toward and realize their commercial aspirations. The results are often dramatic.
At the core of BDI’s services is the situation audit; a “where-do-we-go-from-here” diagnosis of a business district’s economic and physical conditions
as well as its market demographics, retail mix and prevailing codes. From this analysis, BDI constructs a strategic plan. Using “visioning” workshops
with constituent groups and the public and also expert input, the community will create a fully implementable operation plan. Retailer support and
developer recruitment are the cornerstones of the plan as are staffing, management and continuing services.
Developing a business district that answers community expectations and city revenue needs within municipal budget and scheduling parameters has
never been more challenging. Yet never has it been more rewarding. Today’s commercial district is not just an economic entity but an emotional and
social one. It’s a gathering place that connects a community’s past and future and affirms its values and cultural identity. Let BDI help you develop yours.
1|
Strategic/Economic Development Planning Process
City of Warrenville, IL
BUILDING LIVABLE COMMUNITIES
We are passionate about creating livable communities; places with a strong economy, walkable and safe
streets, and great venues to play and interact with neighbors.
CREATING MEMORABLE PLACES
We strive to craft exceptional people places that fit their environment while helping to create a positive buzz
about your project or community.
COMPOSING THE RIGHT TEAM
We partner with other firms who provide complement services that enhance the overall quality and
thoroughness of our services.
USING APPROPRIATE TECHNOLOGY
We admit to a fondness for the latest tech tools and tricks, matching technology to the task. While we keep
up with state-of-the-art technology and software, we also stay true to simple approaches like hand sketches
and building block exercises.
GIVING PEOPLE CHOICES
We give clients choices through a careful matching of design approaches to the place. We promote careful
evaluation of choices through our firm’s diverse skill set, supplemented by team partners matched to the
specifics of the project.
BUILDING CLIENT CAPACITY
We equip clients for success; sharing our expertise, leadership, and creativity while educating communities on
the what, where, how, and why of win-win development solutions.
BUILDING RELATIONSHIPS
We cherish long-term client-consultant relationships built by listening intently to client needs, maintaining
clear and frequent contact, providing timely and responsive service, and exceeding expectations.
GOING THE EXTRA MILE
We know that our success is based on the quality of our service. At Teska, quality service is based on
responsiveness, anticipation of needs, maintaining flexibility, and creative and efficient problem solving.
PROVIDING HONEST ANSWERS TO TOUGH QUESTIONS
We provide solutions that are creative and realistic. Based on our experience and analysis, we sometimes have
to tell a client that in our opinion an idea won’t work – but that rejection is quickly followed by an alternative
solution that will work.
ENSURING ECONOMIC SUSTAINABILITY
We believe that profit and strong communities are intertwined. Developments and local infrastructure must
meet community demands while producing fiscally responsible impacts on municipalities and profits for the
development team.
|2
2
Project Approach
The Teska team’s approach to the project is built on our understanding of the Warrenville Strategic/Economic Development
Planning project and our firms’ experience in the field. How those would be incorporated into our work on the project is
described below. In the main it is important that the approach to the project build on existing economic development successes
and opportunities (for example Cantera, Old Town, and the Civic Center area). In addition, the fact that Warrenville’s daytime
population is nearly twice its permanent population is a statement of both past success and future opportunity in regard to
economic development.
Strategic Planning
At its most basic strategic planning is about deciding where a community wants to go and mapping out how to get there. The
iterative approach the City has established is well suited to developing a strategic plan. Our team has followed this approach
with many assignments. The key is to secure input from stakeholders and the public, and merge it with the research and data
that are collected (in this case the interim reports); then take the results and focus them through more input and analysis.
Ultimately the result is a set of actions that follow from and are supported by the community because its input was respected
and included.
Economic Development / Analysis
Teska and BDI both have worked on numerous projects that set an economic development course for a client community.
Currently we are working together on projects for DuPage County, Highwood, and Lake Forest. Whether a comprehensive
plan, downtown plan, business area study, or site specific analysis, the team applies hard data, a thoughtful understanding of
market realities, and community needs to establish a course of action for implementation. In addition to assisting communities
with economic development considerations, Teska performs fiscal analysis for private sector clients considering development
projects. The firm understands development and economic analysis from both the municipal and private perspectives, and
brings that understanding to municipal clients by providing real world recommendations.
Implementation
The course for a community to follow in reaching its goal must be more than a “to do” list chart at the end of a plan. The
implementation tasks must be focused on accomplishing the outcomes established in the plan. Further, they must be within
the reasonable capacity of the community to manage to completion. A laundry list of too many actions, spread over too actors,
and to be done in too little time will not succeed. The plan must realistically set short, middle, and long range implementation
actions; establishing priorities and reflecting the true cost and effort to bring them about. The principals assigned to lead this
project have extensive real world experience working with municipalities, and understand that successful implementation is a
balance between numerous interests, projects, and essential services. The bottom line is balancing the community vision with
underlying market truths. Goals should be aspirational, but must also be feasible.
3|
Working with Staff
A close working relationship between staff and consultant is an approach our team supports and enjoys. By acting as a resource to staff, the consultant
can provide the time or expertise not available at the City. In addition, this approach ensures that best practices applied and recommendations
developed are best suited for the community - combining the staff’s insights to the City with the consultant’s outside perspective. Teska and BDI
both have ongoing relationships with numerous clients, some dating back many years. We understand well the power and value of a strong working
relationship.
Training
City Councils and staffs (as well as boards and commissions) are charged with tackling the daily business of running the city; no small task. Unfortunately,
the time required to do that often precludes the ability to step back and consider the big picture, or to learn of a new approach. Including a training
component in the Strategic / Economic Development Process will support both the development of the plan and its implementation. Consultant team
members working on this project have experience developing and implementing training programs for municipal staffs and city officials, and will
apply that experience to the training elements of the plan process.
Public Input
The insights of stakeholders, residents, property and business owners, city officials, etc. is fundamental to all planning processes. The trick is to secure
the input in a way that provides worthwhile input and makes participants feel truly involved. While simple meetings, interviews, and workshops
generally work, our team has developed many tools and techniques for facilitating participation. Not everyone is comfortable providing an insight
in public; some may prefer working with maps, writing down ideas, responding to pictures, or using the internet. As appropriate, our team will work
with City staff to identify the most effective ways to solicit input.
|4
3
Experience
The consultant team has extensive experience working in the field of economic development and the area around Warrenville and
DuPage County. It includes preparation of plans that focus on or incorporate evaluation, development, and implementation of strategic
economic development actions. That work is highlighted on the pages that follow. In addition, Teska currently is working in the area with
the Village of Winfield to prepare a comprehensive plan and DuPage County to prepare corridor plans for Lake Street and Roosevelt Road.
Current Projects in Dupage County
Village of Winfield
Comprehensive Plan Update
The Village of Winfield is undertaking a Comprehensive Plan Update in order to develop village wide land use
and development policy, and consider development options for key development areas in the Village. To date
the process has included collecting and evaluated existing conditions data related to land use, demographics,
infrastructure etc. A market assessment for the community was conducted to assess the potential for new retail
development. Community and stakeholder input has been secured through a community survey, numerous
stakeholder discussions, to two community forums. This information was summarized into a Community Assessment Report
and presented to the Village. Teska is working with village staff and a Steering Committee appointed for the comprehensive
plan. Upcoming tasks relate to establishing land use and community character findings. The plan is expected to be completed
early next year.
Dupage County
Corridor Planning Studies
As part of the CMAP Local Technical Assistance program, Teska is leading the DuPage County Corridor
Planning Studies to produce a set of land use, development, and policy guidelines that DuPage County
and the corridor communities can utilize to promote and influence development along the Lake Street
and Roosevelt Road Corridors. Regarding land use, the impetus for the studies was rooted in an ongoing
land use planning process that DuPage County has undertaken with a series of updates since 1990. However, an
official County land use plan was never adopted. The two primary goals for the project were to: (1) Continue working towards making
the County’s land development regulations as consistent as possible with those of neighboring municipalities; and (2) Examine the
services provided by the County, particularly to unincorporated areas, to determine the most efficient delivery of services, continue to
provide services where it is shown to be cost effective to do so, and, if it is not cost effective, facilitate alternatives with other providers
of services. The project also explored development concepts that encouraged a transition of corridors from being over-retailed towards
providing a more balanced mix of land uses that is more economically sustainable and enhances the County and municipal tax bases.
Project Examples
• South Suburban Retial Investment Study
• Chicago Southland Corridor Development
• Greensboro Strategic Plan & Continuing Services
• Olympia Fields Retail Marketing Strategy
• Olympia Fields Retail Business Assessment, Marketing
Strategy and Site Development Action Plan
• Downtown Northbrook Area Plan
• Lake Forest Strategic Plan & Consulting Services
• Peoria County-Wide Fiscal Impact Model
• Carpentersville Commercial Plan
• Lombard Downtown Revitalization Project Guidebook
• St. Charles Market Assessment
• Villa Park Comprehensive Plan Update
• Hanover Park Comprehensive Plan Update
5|
2013 APA-IL
Best Practice Award
South Suburban Retail Investment Study
Matteson, IL | Olympia Fields, IL
Park Forest, IL | Richton Park, IL
The Villages of Matteson, Olympia Fields, Park Forest, and Richton Park are four municipalities located south of the
Chicago Metro region. The cities lie along high traffic corridors, such as Interstate 57, and conatian many deteriorating
and vacant businesses. Teska Associates, Inc. was retained by these cities to develop a Retail Investment Study to help
understand why the region was suffering and what steps needed to be made to improve the situation. The plan
described many solutions to assist in developing retail business in the area. These solutions included using local educational resources and government programs to improve the profitability of local bussinesses, and promoting public
private partnerships that result in significant development.
Contact:
David Mekarski
Village Administrator
20040 Governors Highway
Olympia Fields, IL 60461
(708) 503-8000 ext. 3417
[email protected]
www.TeskaAssociates.com
|6
STRATEGIC PLAN FOR ECONOMIC
DEVELOPMENT & CONTINUING SERVICES
Teska Associates has provided continuing technical assistance and development advisor
services to the City of Greensboro since 2004. In 2012, the City requested Teska’s
assistance with the preparation of a City-wide strategic plan for Economic Development.
The resulting report and workshops with the City Council outlined proactive steps to
increase quality jobs, tax base, community wealth, and economic sustainability. It focuses
upon employers that bring new wealth to the area, and provides the foundation for quality
of life, strong public services, and self-sustaining quality development.
Key
recommendations included:
GREENSBORO, NC
•
Adoption of a Strategic Decision-Making strategy which focuses on evaluating
public Return on Investment (ROI);
• Site prep and public investments in infrastructure supporting Large Site
Development;
• Branding and focus on existing niche employment and workforce clusters; and,
• Enhanced partnerships with state, regional and other economic development
agencies,
Teska’s work with Greensoboro began in the late 1990’s as Greensboro began to see
precipitous loss of jobs in the textile industries that led to significant disinvestment in
properties and neighborhood decay. One formerly exquisite and historic neighborhood,
South Side, directly adjacent to downtown was experiencing the loss of more than half
its homes and businesses to foreclosure, abandonment and demolition. The City prepared
a plan for neighborhood and business district revitalization, but had little experience in
executing the plan. The City hired Teska to prepare an implementation plan, showing
step by step actions necessary to implement the plan; everything from which properties
to acquire, which buildings to retain/preserve, what sequence of public improvements,
economic analysis on development assistance/financing, and what steps to attract private
development investments. In 2005, the project one the USEPA National Award for Smart
Growth Achievement, and subsequent awards from APA and the Congress for New
Urbanism.
Among the services represented in this examples are:
• Strategic Plan/Action Plan preparation
• Land use, Urban Design Standards, Pattern Books
• Site Development / Site Design alternatives
• Development Feasibility, including public and private side pro formas
• Analysis of Private Market Impediments
• Analysis of fiscal impact
• Developer recruitment
• Developer agreement/negotiations
• Tax Increment/Business District/Special Service Area studies.
Contact:
Sue Schwartz, FAICP
Director of Planning
(336) 373-2149
[email protected]
7|
Discover...
2008 APA-IL Award for
Program, Project or Tool
Olympia Fields
RETAIL MARKETING STRATEGY & SITE ACTION PLAN
OLYMPIA FIELDS, IL
Teska Associates teamed with Business Districts, Inc. to produce a detailed plan and implementation strategy to revitalize the Village's six major
commercial areas. The plan started with a detailed market analysis and physical assessment of each commercial area. Based on this analysis,
strategies to enhance and/or redevelop
centers were
developed.
Design guidelines were
developed to illustrate to the develWhereexisting
Oldcommercial
World Charm
Meets
Contemporary
Values.
opment community the Village's vision for these commercial areas. A detailed financial analysis was also performed to evaluate the potential for
public/private partnership. The Village's development review process was also analyzed to determine ways to streamline the entitlement process.
The plan has been well received by both the Village and the development community.
Olympia Fields Country Club was chosen to host the United States Golf Association's 2003 U.S. Open.
Did you know . . .
Discover...
Vollmer Rd & Governors
SpecialtyHwy
Shopping for
. .the. South Suburbs
Development Goals
Create a luxury shopping and dining corridor
that satisfies the specialty needs of prosperous
Olympia Fields and Flossmoor residents close
to home
Attraction Strategy
Specialty Shopping Cluster serving luxury needs of Olympia Fields & Flossmoor
Market Position:
Olympia Fields' founders established the Village as a paradise for lovers of nature and
sport.
Today,
the
residents
& other similar income
familiesexecutives
within a 15 minute drive time that
Target Square Feet: 141,000 square feet in Olympia Fields + 93,000 square feet in Flossmoor
choose Olympia Fields as their home continue that spirit with estate sized residential
many
bordering
on
golf
110,000 square
feet in Olympia
Fields + 93,000 square feet in
Flossmoor
Existing Square Feet:lots,
Expansion Potential: 31,000 square feet
courses and preserved natural areas. The Village recently approved residential development expected to increase its
Anchor Strategy
Full
service & gourmet quick service restaurants,
luxury specialty
stores that sell
Target Tenants:
population by 30% and add condominiums, rowhouses, and environmentally sensitive
single-family
home
clusters.
through multiple channels
Significantly improved street appearance & environmentally sensitive development
Elements:
The Village seeks to continue collaborating with investors to complete its vision forIdentity
superior
residential neighborhoods
that meets Olympia Fields standards
Key Success Factors: Recognition that this is a long-term strategy that will require cooperation with
connected to vibrant retail clusters. There is keen interest in sites along Vollmer Road
and Flossmoor
adjacent
toinvestment
the Village's two
& significant municipal
Metra stations at 203rd Street and Lincoln Highway. The Existing
average
daily traffic count along Lincoln Highway is
Conditions
approximately 40,000. Sites in Olympia Fields present ideal opportunities for mixed-use projects that combine top
Bizios Fresh Market
quality condominium
development with offices, shopping and dining
that attracts Olympia Fields residents as well as
Burgundy Bistro
Where Old World Charm Meets Contemporary Values.
high income families living within a quick drive.
Olympia Fields
Flossmoor Commons
Did you know . . .
Olympia Fields Country Club was chosen to host the United States Golf Association's 2003 U.S. Open.
Village & Commercial Area Statistics
261,399
23,161
Population
2.86
2.74
Average
Household
Size Area Statistics
Village &
Commercial
5 minutes:
15 minutes:
91,294
8,459
Households
Governors Hwy Governors Hwy
Village of
& Vollmer Rd
& Vollmer Rd
Olympia Fields
4,988
23,161 Age 261,399
PopulationPopulation Median
36.7
42.0
Total
2.79
2.86
2.74
Average Household Size
1,787
91,294
8,459
43.7%
47.1%
%Households
in
Current
Residence
5+
Years
45.4
36.7
42.0
Total Population Median Age
47.2%
43.7%
in Current Residence 5+ Years
61.8%
75.6%
%%% College
College
Educated 47.1%
81.5%
61.8%
75.6%
Educated
$120,133
$64,782
$97,479
Household Average Income
$64,782
Household
Average Income
1,174 $97,479
37,121
4,708
Income $75,000+ Households
5,418
116,590
14,498
Total Employees
$61,017,680
37,121
$2,003,361,462
$247,019,972
4,708
Total Retail Expenditure
Income
$75,000+
Households
$7,522,006
$243,620,919
$30,292,649
Food & Beverage Spending
In addition to prime retail opportunities, Olympia Fields
$10,302,794
$358,174,386
$42,355,537
Grocery Store
Spending
116,590
14,498
Total
Employees
also offers a high quality of life and unique
community elements,
$1,638,345
$54,707,657
$6,666,658
Pharmacy & Drug Store Spending
including Sergeant Means Park, which was a former historic farm site.
$2,003,361,462
$247,019,972
Total Retail Expenditure
Demographic data © 2007 by Experian/Applied Geographic
Solutions.
Please contact David Mekarski, Village
Administrator, for more information.
$243,620,919
$30,292,649
Food
& Beverage
Spending
For more
information
...
phone: (708) 503-8000 -or- email: [email protected]
$358,174,386
$42,355,537
Grocery Store Spending
$54,707,657
$6,666,658
Pharmacy & Drug Store Spending
Marketing Sheet Overview
Contact:
Wetland
KEDZIE AVE
Butterfield Plaza
Site Area:
+/- 5.0 acres
Olympia Square
Mall
Developer Recruitment Sheet
Village of
OlympiaConceptual
Fields Site Plan
New sidewalk & parkway plantings
along Vollmer Road
4,988
2.79
1,787
45.4
47.2%
81.5%
$120,133
1,174
5,418
$61,017,680
$7,522,006
$10,302,794
$1,638,345
New Restaurant with
outdoor dining terrace, 1story
41 cars + additional shared
parking at bank
Furniture Retail Store, 2 story
20,000 sf footprint
125 cars (3/1,000)
Gateway signage opportunity
& enhanced pedestrian connection
at intersection
Flossmoor
Commons
Flossmoor
Commons
VOLLMER RD
Gateway signage
opportunity & enhanced
pedestrian connection
at intersection
Restaurant
Chase
Bank
Wetland
Butterfield Plaza
Walgreens
Use existing
outlot for high end
restaurant use
Pedestrian plaza/
dining terrace
Olympia Square
Mall
Landscaped pond & overlook areas
Potential fitness trails
Cardinal
Fitness
Site Data
Site Area: 15 acres
Existing Building Area: 95,000 sf
New Building Area:
- Restaurant: 6,000 sf footprint
- Restaurant Parking:
60 cars (10/1,000)
KEDZIE AVE
15 minutes:
Governors Hwy
& Vollmer Rd
Site Area:
+/- 15.0 acres
Olympia
Square
Mall
Sidewalk connection to Metra Station
5 minutes:
Governors Hwy
& Vollmer Rd
GO
VE
RN
OR
SH
WY
Olympia Fields' founders established the Village as a paradise for lovers of nature and sport. Today, the executives that
choose Olympia Fields as their home continue that spirit with estate sized residential lots, many bordering on golf
courses and preserved natural areas. The Village recently approved residential development expected to increase its
population by 30% and add condominiums, rowhouses, and environmentally sensitive single-family home clusters.
The Village seeks to continue collaborating with investors to complete its vision for superior residential neighborhoods
connected to vibrant retail clusters. There is keen interest in sites along Vollmer Road and adjacent to the Village's two
Metra stations at 203rd Street and Lincoln Highway. The average daily traffic count along Lincoln Highway is
approximately 40,000. Sites in Olympia Fields present ideal opportunities for mixed-use projects that combine top
quality condominium development with offices, shopping and dining that attracts Olympia Fields residents as well as
high income families living within a quick drive.
GO
VE
RN
OR
SH
WY
VOLLMER RD
Retail
Site Data
Site Area: 4.5 acres
New Retail Area:
- Retail, 2 sty: 20,000 sf footprint
- Retail Parking: 125 cars (3/1,000)
Surface Detention Area: 0.5 acres
(10% of total acreage)
In addition to prime retail opportunities, Olympia Fields
also offers a high quality of life and unique community elements,
including Sergeant Means Park, which was a former historic farm site.
Existing Conditions Analysis & Conceptual Site Plan
Demographic data © 2007 by Experian/Applied Geographic Solutions.
David Mekarski
Please(708)
contact
Administrator
ext. 3417 Village Administrator, for more information.
ForVillage
more
information
. .503-8000
. David Mekarski,
phone: (708) 503-8000 -or- email: [email protected]
20040 Governors Highway
[email protected]
|8
DOWNTOWN NORTHBROOK AREA PLAN
NORTHBROOK, IL
Downtown Northbrook has many of the individual assets of a successful downtown –
from Sunset Foods that draws residents in from several neighboring towns for its high
quality service and selection to a Village Green that hosts events and sports throughout the year to a Metra Station, Public Library and Village Hall. Yet, deteriorated
shopping centers, a lack of pedestrian and bicycle amenities, and disjointed physical
barriers led to the need for a new Downtown Plan. Teska led the team which
included Business Districts Inc., Fish Transportation Group and Gewalt Hamilton
Associates. From an on-line survey that attracted over 1,100 responses by Northbrook Residents, to the use of Community Remarks web-based mapping tool to gather
public input, the team pushed the envelope of inclusion by organizing online, in
person, and workshop events to build consensus for change.
The team organized a four-day charrette that included a highly structured set of
meetings to gather input, create an atmosphere of collaboration and innovation, and
involve all stakeholders and interested residents and businesses in a series of sessions
and ways to inform the process. Each day, a new set of drawings, comments, and
policies were developed, refined, presented, and developed further. By the end of the
charrette, a series of distinct design options were developed for each of four key
opportunity sites, along with pro forma analysis of the financial feasibility of each
option. The process led to out-of-the box thinking and new ideas to think both
comprehensively about what ties all of downtown together – from new bike routes,
complete streets, and the upgrade of a flood plain into a new fishing pond/potential
stormwater mitigation bank – to site specific ideas that can lead to new development
proposals.
Contact: David Schoon, Assistant Director/Economic Development Coordinator
(847) 664-4052 | [email protected]
9|
PEORIA COUNTY-WIDE
FISCAL IMPACT MODEL
PEORIA COUNTY, IL
FISCAL IMPACT MODEL
In an effort to inform development decisions and plan for the
fiscal health of the County and all local governments, Peoria
County retained Teska Associates, Inc. to conduct a countywide fiscal impact model. For the first time in Illinois, all 53
units of government in a county have the same tools to project
changes in fiscal health through the year 2050. The model
projects revenues and expenses based on a “business as usual”
scenario, as well as provides the tools to each unit of government -- including municipalities, fire districts, water, sewer, and
school districts -- to project expenses based on both individual
development proposals and forecasted changes in residential,
commercial, and industrial development. Teska also compiled
projected growth in population and commercial development
in GIS for all 53 units of government.
Municipal Comparison Table
The model was developed as part of the 2008 Peoria County
Comprehensive Plan and informed land use planning to be
guided by the plan for the next forty plus years. Teska developed the fiscal model for the Plan, which was led by the TriCounty Regional Planning Commission and Peoria County.
Peoria Municipalities
Contact:
Matt Wahl
Director of Planning and Zoning
Peoria, IL
Peoria School Districts
(309) 495- 4618
[email protected]
| 10
2011 APA-IL Award
for Strategic Plan
LOMBARD DOWNTOWN
REVITALIZATION PROJECT GUIDEBOOK
LOMBARD DOWNTOWN REVITALIZATION
2011 APA-IL Award
for Strategic Plan
LOMBARD, IL
Lombard desired more than a plan; what the Village envisioned and received was a
practical guidebook of projects to enable them to hit the ground running.
Downtown Lombard’s function in the community as a center for commerce and
community has changed for a variety of reasons. From the emergence of other
commercial districts and Yorktown Center, certain businesses and uses were drawn
away from the downtown area, changing its role as the traditional central business
district. The primary objective of the Lombard Downtown Revitalization Project
Guidebook was to identify specific projects and actions that the Village and its
partners can implements to rejuvenate Downtown Lombard as a strong commercial
district with a balance of supporting uses and dynamic gathering spaces.
Teska Associates, Inc. -- along with its partners BDI, Gewalt Hamilton, Fish Transportation Group, Hitchcock Design Group, wohltgroup, and sculptor Richard Hunt -took past planning and visioning efforts to the next level to create a series of action
steps that the Village and its partners can begin implementing immediately and
continue rolling out as resources become available.
Creating the brand
for Downtown Lombard
around the symbolic lilac,
the Village’s official flower.
From redeveloping vacant sites to creating a downtown branding program, the
Lombard Downtown Revitalization Project Guidebook was supported by a series of
civic engagement activities to build public consensus on strategies to revitalize Downtown Lombard as a more vibrant destination and livable community. In addition,
redevelopment strategies were market-tested to ensure their feasibility.
Proposed infill development for commercial site in Downtown Lombard.
Contact:
11 |
Bill Heniff
Director, Community Development
Department, Village of Lombard
255 E. Wilson Ave.
Lombard, IL 6048
(630) 620-3599
[email protected]
Streetscape Signage and Pedestrian Crossing
2010 APA-IL Daniel Burnham Award
for a Comprehensive Plan
“Teska did a very good job in taking input from the
committee and residents to developing a plan that
reflects the feeling and desires expressed in the
many meetings that were held. After interviewing a
number of firms to help us develop our plan for the
future, I am pleased with the work Teska did; they
did not let us down. Their understanding of the
community and their personality was a great fit for
Villa Park.” - Trustee Bulthuis
VILLA PARK COMPREHENSIVE PLAN UPDATE
VILLA PARK, IL
VILLA PARK COMPREHENSIVE PLAN UPDATE
The Village of Villa Park is a community at the cusp of transition. While it has reached
maturity as a suburban community, competitive development pressures, aging
commercial corridors in need of redevelopment, lack of vacant land and a new
commitment to sustainability suggest the future of Villa Park is dependant on a new
vision that will transform single purpose commercial areas into higher density,
mixed-use business districts and modern retail corridors.
In May, 2008, the Village retained Teska Associates, Inc. to prepare a Comprehensive
Plan Update, including Corridor Design Plans and Guidelines. Through a series of
community workshops, online surveys and 3D building exercises involving residents,
stakeholders and Village offi cials, priority areas were determined, goals were refi ned
and a vision was established to guide future growth. Community policies were created
relating to land use, transportation, public infrastructure, urban design and economic
development. Corridor design plans were then developed to address the three key
corridors or “priority areas” within Villa Park; North Avenue, St. Charles Road and
Roosevelt Road. Site Plans, development strategies, and corridor design elements,
including gateway signage, infill development scenarios and the road “diet” were
developed to enhance sightlines, foster pedestrian activity and reduce the number of
lanes on St. Charles Road.
HIGHLY VISIBLE SIDEWALK ADJACENT
5 LANES
TO TRAFFIC
PARKING
CONCRETE EXPANSES,
SPARSE
LIGHTING MULTIPLE CURB CUTS
BEFORE
PARKWAY TREES
BIKE PATH
SIDEWALK CAFES
3 LANES
LANDSCAPED MEDIAN
ORNATE LIGHTING
AFTER
St. Charles Road - Future Vision
Lufkin Park - Villa Park, IL
Public Forum
| 12
COMPREHENSIVE PLAN UPDATE
HANOVER PARK COMPREHENSIVE PLAN UPDATE
Hanover Park, IL
The Village of Hanover Park is an evolving and transitioning community. Whereas
Hanover Park desires to preserve its tranquil, mature suburban residential neighborhoods, the potential development of the Elgin-O’Hare Expressway extension, aging
commercial corridors and business districts in need of redevelopment, and a commitment to sustainability suggest that the community recognizes the potential of its
future. The community understands that this is a pivotal point in Hanover Park’s
history and has resolved to take a proactive approach in defining the nature, scale, and
pace of future development.
The 2010 Comprehensive Plan, facilitated by Teska identified practical and implementable recommendations to guide Hanover Park into the future. Through a
dynamic public process including community workshops, online survey, and project
website, residents, stakeholders and Village officials, were able to establish a vision,
goals, and priorities to guide future growth. Community policies were created relating
to land use, transportation, housing, community facilities, public infrastructure, urban
design and economic development. The Plan included special area plans for several
potential development areas including Irving Park and the Village Center. The Village
Center Special Area Plan focused on ensuring that the Village Center will be a wellplanned, transit-oriented, mixed-use, compact development, within a reasonable
walk of the Metra commuter station. The Village Center provides an opportunity to
create a place with a unique and positive local identity, affords an opportunity for
development to expand the Village’s economic diversity and vitality, and offers of a
wide range of uses intended to function as the “heart” of Hanover Park.
Village Center - Future Vision
Westview Center: Full Redevelopment
Irving Park Design Guidelines
13 |
Chicago Southland Corridor Development
Contact
Ed Paesel
Executive Director
South Suburban Mayors and
Managers Association
1904 W. 174th Street
East Hazel Crest, Illinois 60429
708-921-5824
[email protected]
In 2001, BDI began the first of six strategic
implementation plans focused on improving the
development along Chicago’s south suburban high
traffic commercial corridors. The South Suburban
Mayors and Managers Association utilizing
funding provided by the Illinois Department of
Transportation coordinated this effort. Phase I was
completed in June 2002. In later phases, BDI worked
with Corridor Councils and individual communities
on the implementation of the approved strategic
initiatives and site development opportunities. In
2007, this long-term implementation process led to a tax reactivation program that prepared tax delinquent
properties for redevelopment and a market rate housing project along the revitalizing Cal-Sag Canal. This effort
provides Corridor Councils and the municipalities along each corridor with an unprecedented opportunity for
economic development cooperation for the near future that will lead to the type of economic growth that
Chicago’s south suburbs have long sought.
Olympia Fields Retail Business Assesment, Market Strategy &
Site Development Action Plan
Contact
David A. Mekarski AICP
Village Administrator
Village of Olympia Fields
2004O Governors Highway
708 503-8000 ext. 3417
[email protected]
Facing decreasing sales tax revenue and increasing competition from
centers in surrounding communities, Olympia Fields sought BDI’s
assistance in creating a Retail Business Assessment, Marketing Strategy
and Site Development Action Plan. The resulting report, completed with
Teska, Associates and recognized by Illinois Chapter of APA with a 2008
excellence award, detail redevelopment concepts to increase the sales
at nine commercial sites. The project focused on creating a tool box to
guide community recruitment and retention efforts. It provided profile
sheets for each opportunity and identified potential public private
partnerships to aid in property improvement. As a result of this project,
Village staff attracted the interest of new investors and helped existing
businesses better target available customers. Despite difficult economic
conditions, this project led to a proposal to add a major retailer and to
remodel an existing center. BDI recently began a follow-up project to expand the project to include neighboring
Chicago Heights in a joint analysis of the commercial potential associated with redevelopment at the important
Lincoln Highway and Western Avenue Intersection.
| 14
Lake Forest Strategic Plan & Consulting Services
Contact
Cathy Czerniak
Community Development
Director
110 E. Laurel Avenue
Lake Forest, Illinois 60045
(847) 615-4299
BDI’s consulting relationship with Lake Forest began as a sub consultant
role in Teska Associates 1996 Strategic Plan for enhancing the Business
Districts of Lake Forest. Although by most standards, the commercial
districts of Lake Forest are viewed as thriving and Downtown Lake Forest
is often viewed as a national model for retail development, community
leaders saw a need to prepare for future challenges. The resulting
plan led to zoning and building code changes, public improvements
and additional day-to-day management. In 2001, 2003, and 2005, BDI was retained to examine proposed
commercial developments throughout the City and develop collateral materials to recruit appropriate
businesses to enhance those Lake Forest retail districts. BDI advised ERA Engineering as it developed a plan
to rebuild Western Avenue in 2008.When Lake Forest added economic development staff, BDI was asked to
assist the new employee in developing programs that included a resident satisfaction survey and developer
outreach. BDI continues to advise Lake Forest as it positions its downtown with respect to growing competition.
Carpentersville Commercial Plan
Contact
Janice Murphy
Economic Development
Village of Carpentersville
1200 L.W. Besinger Drive
Carpentersville, IL 60110
(847) 426-3439 x229
In 2006, BDI undertook a study to determine how the Village of
Carpentersville could better capitalize on its commercial opportunities.
In addition to its location along the Fox River in Chicago’s fast growing
Northwest Suburbs, Carpentersville is home to Spring Hill Mall, new
development opportunities along Randall Road, and the proposed Long
Meadow Parkway. The BDI plan provided a roadmap for the Village to
attract a superior retail offering, as it also promotes the growth and
expansion of office, light industry, cycling, and entertainment along its
commercial arterials: Route 25, Route 31, Randall Road, and the Fox River
Trail. BDI’s study identified opportunities to capitalize on the Huntley Road Bridge, redevelop aging properties,
and match retail and residential growth in Chicago’s fast growing Northwest Suburbs.
St. Charles Market Assessment
Contact
Brian Townsend, City Administrator
City Administrator’s Office
2 E. Main Street
St. Charles, IL 60174
(630) 377-4422
15 |
In 2008, Business Districts, Inc. developed a market
assessment for all retail and commercial sites in St
Charles with specific recommendations relative to
site development, developer and tenant recruitment
and the potential role of municipal resources in redevelopment. In 2009, the Village is engaged in the
execution of the Implementation Plan developed
by Business Districts, Inc. In addition, in 2009, BDI
has been engaged by the downtown organization
to develop a retail recruitment plan for downtown
property owners to maximize retail mix quality and
property values.
4
Professional Qualifications
Teska Associates, Inc. (Teska) will be the lead consultant. Our sub-consultant Business Districts, Inc. joins the team to
meet the needs and aspirations of Warrenville and to provide the appropriate knowledge, skills, and experience. Our firms
have collaborated as a team on multiple award-winning projects, ensuring that our close interrelationships lead to seamless
management, creative design, and proven on-time track records.
Michael Blue, FAICP will serve as project manager for this assignment. He will be assisted by associate Malika Hainer. Terry Jenkins
will be lead BDI’s work on the project with support from Diane Williams. As appropriate, the experience and expertise of the full
staffs of both firms is available to the project.
Lead Consultant
627 Grove Street
Evanston IL 60201
phone: (847) 869-2015
Michael Blue, FAICP | Principal
PROJECT ROLE: Principal-in-Charge and Project Manager, Facilitation
Malika Hainer | Associate Planner
PROJECT ROLE: Data Collection and Public Engagement
Sub-Consultant
Based in Evanston IL
phone: (847) 902-8152
www.business-districts.com
Terry Jenkins | Managing Director
PROJECT ROLE: Market Analyst & Economic Development
Diane Williams | Director PROJECT ROLE: Market Analyst & Economic Development
| 16
RESUME
Michael Blue, FAICP | Principal
Michael is a Principal with Teska Associates, having recently
joined the firm, and has over 25 years of experience as a
city planner; divided between the public and private sectors.
Just before coming to Teska, Michael was the Director of
Community Development in Highland Park, IL for 10 years.
There he managed a department of 30 staff and focused
on long range planning, review and approval of proposed
development projects, permit approval, and support of City
Council and Commission activities. Much of Michael’s project
and policy work involved economic development initiatives and working closely with City staff,
City Council, and City commissions in pursuit of that objective. The Department served nine City
Commissions addressing: development, housing, historic preservation, cultural arts, and natural
environment.
Michael also worked as Deputy Community Development Director in the Village of Mount
Prospect, IL for five years, managing staff in day to day operations related to planning,
building permits and code enforcement. The Department’s responsibilities included economic
development, and Michael worked with and in support of the village’s Economic Development
Commission – implementing development policy, conducted business retention visits, etc.
Michael started his career as a planning consultant for 11 years, working throughout the
Midwest in the areas of long range land use and policy planning, development land use and
economic impacts, and public participation.
Michael has been actively involved in the local and national leadership of the American Planning
Association and is currently the Planning Officials Development Officer for the IL - APA. In 2008
Michael was selected to the College of Fellows of the American Institute of Certified Planners.
He graduated from the University of Illinois at Urbana Champaign with a Bachelor of Arts in
Urban Planning in 1984 and a Masters in Urban Planning in 1987.
Regarding training, Michael has broad experience in formal and informal settings for training
public officials and staffs including:
• Faculty of the Emerging Professionals Institute – conducted as a full day seminar at the
2013 National Conference of the American Planning Association.
• Faculty of the Leadership Academy developed by Morrison Associates – focusing on bring
practical, real world examples to the programs leadership and management lessons.
Michael is currently teamed with Morrison Associates in providing training to managers at
the Chicago Metropolitan Agency for Planning (CMAP)
Education
B.A. Urban Planning
University of Illinois
Urbana-Champaign, Illinois
M.U.P. Urban Planning
Professional Affiliations and Honors
• College of Fellows of the American Institute
of Certified Planners (FAICP)
• American Planning Association (APA)
• Faculty of the Emerging Professionals
Institute – conducted as a full day seminar at
the 2013 National Conference of the APA
• Faculty of the Leadership Academy
developed by Morrison Associates – bringing
practical, real world examples to the programs
leadership and management lessons
• Planning Officials Development Officer for the
Illinois Chapter of the APA. In that role he was
one of the leaders in developing a curriculum
for training Plan Commissioners throughout
the State; a program for which he and others
received the organization’s 2013 Distinguished
Service Award. Michael is also one of the
lead faculty members for the program; and
for the past year has worked with CMAP to
incorporate the commissioner training into its
Local Technical Assistance Program.
• Planning Officials Development Officer for the Illinois Chapter of the American Planning
Association. In that role Michael was one of the leaders in developing a curriculum for
training Plan Commissioners throughout the State; a program for which he and others
received the organization’s 2013 Distinguished Service Award. Michael is also one of
the lead faculty members for the program; over the past year some twenty-five training
workshops have been held around Illinois.
17 |
RESUME
Malika Hainer, LEED, AP, ND | Associate Planner
Ms. Hainer has worked with Teska Associates, Inc. for close to two years. With a background in architecture, real estate development and international work experience in
India (over two years), she brings a unique
perspective to planning projects through her
understanding of buildings and the built environment.
Prior to joining Teska, Malika worked with SEDAC (Smart Energy Design
Assistance Center) and performed energy audits for buildings in the State
of Illinois. This experience contributed to her understanding of energy
consumption in buildings, methods of reducing this consumption and
its relation to regional planning issues and policies. She also worked on
building specific energy modeling while at Skidmore Owings and Merrill,
LLP (SOM), New York.
As a LEEDTM Accredited Professional in Neighborhood Development,
she has a strong foundation in sustainable design principles and its application towards neighborhood planning. She has successfully integrated
sustainable principles like walkability and complete streets in projects
she has worked on at Teska including the TOD Plan for Hanover Park,
Area Plan for Schaumburg and Comprehensive Plan for Plainfield. Having worked on Tax Increment Financing Redevelopment Plans in Hanover
Park and Westmont, as well as her prior real-estate experience she has
working knowledge of market feasibility analysis and development capacity calculations to propose workable solutions for future development.
Education
B.A. Architecture
University of Pune, India
M.A. Architecture
Urbana-Champaign. Illinois
M.U.P. Urban and
Regional Planning
American Planning Association (APA)
APA Illinois Chapter - Secretary, current
LEED Accredited Professional in Neighborhood Development
Women in Planning + Development
2011 winner of the Karl B Lohman Award for Exceptional Professional Promise, University of Illinois
With respect to comprehensive planning, she has worked on the analysis, graphics and mapping needs for various plans in Glenwood, Plainfield, Hanover Park, Campton Hills, Dolton, Schaumburg and Fitchburg.
She is currently working on the comprehensive plan and transportation
plan update for Plainfield which includes transportation and bike-trail
network mapping in GIS.
Ms. Hainer is proficient in a wide range of graphic presentation techniques, including advanced GIS applications, web design and three dimensional modeling.
| 18
RESUME
Lee Brown, FAICP | President
Lee Brown has more than 30 years of experience
working for municipalities and communities. He
is president of Teska Associates, Inc., a consulting
firm that provides urban planning and landscape
architecture services. He is a certified planner and a
Fellow of the American Institute of Certified Planners,
the highest honor that can bestowed upon an
American planner. Active within the organization for
more than 30 years, Brown currently is a member of
the Community Assistance Program Committee and
serves as a Planning Accreditation Board site visitor
who reviews university planning programs. He previously volunteered for several
Planning Assistance Teams, served as the APA Illinois Chapter president, and helped
establish the Planning Officials Development Officers program.
Education
Mr. Brown has been a leader in developing strategies for community development
in small, mid, and large cities and regions. His work in Greensboro, North Carolina
has led to award-winning community development projects, including converting
a former brownfield in a disinvested area near downtown into a vibrant, mixeduse neighborhood called Southside. He has led sustainable and strategic planning
efforts in Greensboro, including reuse of aging shopping centers, crafting a strategy
for creating “lead agents,” community-based organizations that lead development
and planning issues on behalf of local residents and small businesses, and a new
corridor plan around a partnership between the fast-growing University of North
Carolina Greensboro campus to bring revitalization to an urban corridor and spark
redevelopment near Greensboro Coliseum.
Certified Planners
In the Midwest, he has led planning efforts in small towns, mature suburbs, and urban
neighborhoods that bring partnerships and communication to forge consensus for
change. With support from Teska’s team of urban designers, and technology tools
such as GIS and Sketch Up and interactive web sites, Mr. Brown has been a leading
innovator of using technology to improve the tools available to planners to enable
community participation in the planning, design, and implementation process.
B.U.P. Urban Planning
M.S. Urban Planning
University of Wisconsin
Madison, Wisconsin
AICP Commissioner, Region IV
College of Fellows of the American Institute of
American Planning Association
Past President of the Illinois Chapter of the
American Planning Association
Lamda Alpha International,
Honorary Land Economics Society
Co-recipient of the 1999 Distinguished Contribution
Award of the American Planning Association
Co-recipient of the 2003 Outstanding Planning
Award for Implementation of the American
Planning Association
Distinguished Service Recognition from the Illinois
Chapter of the American Planning AssociationLee
19 |
RESUME
Scott Goldstein, AICP, LEED AP | Principal
Mr. Goldstein brings twenty years of experience in
community development, housing, neighborhood
redevelopment, fiscal analysis, civic engagement, and data
analysis. With Teska he has led neighborhood planning
and community development efforts in Washington Park,
Back of the Yards, Logan Square, Little Village and various
neighborhoods in Chicago with the Local Initiatives
Support Corporation (LISC/Chicago). He has worked on
housing and neighborhood plans from rehabbing vacant
homes throughout Chicago Lawn to the Near North
Neighborhood in which the former residents of Cabrini Green and their new neighbors were
working on a community-building plan with Ald. Burnett.
He has specialized in the intersection of community and economic development and planning,
having successfully led efforts that resulted in new community development corporations being
created in Bloomington, Illinois and Dubuque, Iowa. His work in Bloomington resulted in the
American Planning Association Illinois’ Strategic Plan of the Year Award.
Mr. Goldstein has facilitated community planning processes focused on implementation efforts
with LISC/Chicago and the City of Chicago including the successful $7 million Broadband
Technology Opportunities Program (BTOP) and the $98 million Neighborhood Stabilization
Program (NSP) 2. He has advised the development of Habitat for Humanity International’s
Neighborhood Revitalization Initiative, and has worked with LISC to provide on-going
Neighborhood Stabilization Program (NSP) Technical Assistance to the City of Minneapolis and
The Resurrection Project in Chicago. He has also developed a strategic plan for the Metropolitan
Consortium of Community Developers (MCCD) in Minneapolis/St. Paul and a follow-up strategic
plan for Greater Frogtown CDC in St. Paul. He has led transit –oriented neighborhood plans in
Lake Villa and Northbrook Illinois, Fitchburg, Wisconsin, and Hammond, Indiana.
EDUCATION
B.A. History of Art & Architecture
Political Science
Tufts University
Medford, Massachusetts
M.S.U.P. Urban Planning
Columbia University
New York, New York
Instructor Master of Arts in Public Policy &
Administration (MPPA)
2009-Present Northwestern University
Evanston & Chicago, IllinoisPROFESSIONAL
PROFESSIONAL AFFILIATIONS &
PUBLICATIONS
American Institute of Certified Planners (AICP)
Chicago Metropolitan Agency for Planning,
Regional Water Supply Planning Group, 2007-2010
City of Chicago’s Mayor’s Council of Technology Advisors,
2001-2007
City of Chicago Mayor’s Advisory Council on Closing the
Digital Divide, 2007
LEED Accredited Professional (LEED AP), 2009
North Park University, Chicagoland Council, 2009-2012
Prior to joining Teska Associates, Inc., Mr. Goldstein was vice president of policy and planning
at the Metropolitan Planning Council (MPC) from 1995-2007, where he oversaw policy
development and technical assistance for the organization. He designed MPC’s community
building initiative, which provided assistance to over two dozen communities throughout the
greater Chicago region.
Urban Land Institute Chicago, Public Policy Chair,
1999-Present
He has chaired Urban Land Institute (ULI) Chicago’s Public Policy Committee since 1999.
Through ULI, he has led over twenty technical assistance panels which have received national
recognition awards, including articles in Urban Land Magazine and the subject of a Harvard
University case study which profiled a 200 unit neighborhood redevelopment project in south
suburban Riverdale that resulted in the construction of Whistler’s Crossing, which has received
numerous award from LISC and the Metropolitan Planning Council.
“10 Ways to Make Your Community Competitive”, Urban Land
Institute Chicago, 2006; From Broad Shoulders to Broadband,
Multi-Media Presentation and Report, ULI, 2004; Growing
Sensibly: A Guidebook of Best Development Practices, MPC,
2001; “The Next Frontier,” Urban Land Magazine, 2001; and
Technology and Sensible Growth, MPC, 2002.
Village of Wilmette Plan Commission, Member 2007-12,
Chair, 2013-2015
Author of:
Mr. Goldstein began his career managing the Comprehensive Community Revitalization Program
for Banana Kelly Community Improvement Association, a large community development
corporation in New York City.
| 20
RESUME
Experience
For 12 years, Mr. Jenkins served as Executive Director of EvMark, the downtown management organization for
the City of Evanston. Working in concert with the public/private corporation board of directors, Mr. Jenkins was
fully responsible for the creation of annual goals and objectives. He was accountable to the volunteer board for
the achievement of programming to attain those objectives.
Under Mr. Jenkins’ direction, EvMark completed the development and implementation of a comprehensive
physical plan for the forty-block area of downtown Evanston. This innovative plan was developed by a unique
partnership of four local, prominent urban planning and design firms; EvMark board of directors, City of Evanston
staff and elected officials, retailers, landowners, representatives of the arts, and the general public. Through
Mr. Jenkins’ efforts, EvMark became a model for achieving results through an efficient part-time management
process in concert with an equally efficient use of professional subcontractors to achieve complete program
objectives. Prior to his association with EvMark, Terry Jenkins was Senior Vice President of Washington National
Insurance Company. He held marketing and administrative responsibilities for multiple lines of business that
encompassed $41 million in budgets, $80 million in premium income and a staff of six hundred.
In addition to operating responsibilities, Mr. Jenkins was responsible for external relations with the community,
including downtown Evanston and other business districts. While with Washington National, Mr. Jenkins
served as the President of the Evanston Chamber of Commerce. Mr. Jenkins’ responsibilities with EvMark,
Washington National and the Chamber of Commerce have provided him with a unique balance of experience.
He has been involved in public/private downtown management, a corporate view of investment in the future of
business districts, and line experience with the Chamber of Commerce in articulating its role in business district
management and development.
Having served on various committees and boards during the past twenty years, Mr. Jenkins has developed a
strong understanding of the role of volunteer and not-for-profit efforts within a community. Mr. Jenkins served
as Chairman of the United Way, was President of Evanston’s Comprehensive Drug Treatment Program, and has
served as President of the Evanston School District 65 Project Earn and Learn. Mr. Jenkins was a member of the
Evanston Committee on the Homeless. Mr. Jenkins was also a faculty member of Leadership Evanston.
Utilizing this experience, Mr. Jenkins founded Business Districts, Inc. in 1992 and a sampling of the multitude of
services provided to a very diverse group of communities is listed below.
Education
Mr. Jenkins is a graduate of Northern Illinois University (1969). He has received a Fellowship in the Life Office
Management Association. Mr. Jenkins is also a Chartered Life Underwriter and is a graduate of the Life Office
Management Association Executive School.
21 |
RESUME
Selected Experience
Corridor Development Action Plans
Roosevelt Road, Broadview, IL; Madison Street, Forest Park, IL; Front Street, Mokena, IL; South Gateway, South
Bend, IN; Western Avenue, South Bend, IN; Lincoln Way, South Bend, IN; Portage Avenue, South Bend, IN; The
Calumet Expressway Corridor, The Harlem Avenue Corridor, The Route 30 Corridor, The Metra Electric Corridor;
Roosevelt Road, Berkeley, IL; The Calumet River Corridor; Sauganash Neighborhood, Chicago, IL.
Downtown
Aurora, IL; Glenwood, IL; Fox River Grove, IL; Itasca, IL; Hammond, IN; Mundelein, IL; Oconomowoc, WI ;
Champaign, IL; Montgomery, IL; Burlington, IA; Muscatine, IA; Quincy, IL; Rockford, IL; Lake Forest, IL; Lake Bluff, IL;
South Bend, IN; Winnetka, IL; Glenwood, IL; Blue Island, IL; Grayslake, IL; Elkhorn, WI; Park Ridge, IL; Homewood
, IL; Evanston, IL; Highland Park, IL; Woodstock, IL; Zion, IL; Hazel Crest, IL; Mequon, WI; Plymouth, IN; Thornton,
IL; Kenosha, WI; Midlothian, IL; East Dundee, IL; Steger, IL; Western Springs, IL; Canton, IL; Macomb, IL; Richton
Park, IL; Sugar Grove, IL.; Urbana, IL.
Supportive Services
Champaign, IL; Itasca, IL; Grayslake, IL; over fifty communities under the South Suburban Mayors and Managers
Association; Roosevelt Road, Broadview, IL; Glenwood, IL.; Front Street, Mokena, IL; Downtown South Bend,
South Bend, IN; Quincy, IL; Fox River Grove, IL; Elkhorn, WI; Park Ridge, IL; Homewood, IL; Evanston, IL; Zion, IL;
Hazel Crest, IL; Plymouth, IN; Thornton, IL.
Special Studies and Projects
Champaign, IL; Dolton, IL; RTA Metra TOD I&II; Pittsburgh, PA; Mundelein,IL. TOD; Elgin,IL. TOD; St. Charles,
IL; Peoria, IL; Detroit, MI; Westfield, IN; Fox Lake, IL TOD; Carpentersville, IL; Columbia, SC; The Cook County
Assessor’s Tax Reactivation Program; St. Charles, IL; Maywood, IL; Blue Island, IL; Bloomingdale, IL; Forest Park,
IL; Lakewood, IL; Sugar Grove, IL; DeKalb, IL; Fort Harrison, IN; Tinley Park, IL.
| 22
RESUME
Diane Williams | Director
Experience
Diane Williams joined Business Districts, Inc. in 2003 with a unique combination of public and private sector experiences
and skills. Diane’s careers in both sectors encompass three decades of experience in understanding markets and their
relationship to strategy development, and within the last decade, their significance to commercial district revitalization
and preservation economics.
During Diane’s first five years with Business Districts, Inc., she also served as the Executive Director of Evmark (now
Downtown Evanston), the downtown marketing and management organization in Evanston, Illinois. Previously, Diane
served as the Assistant State Coordinator for Illinois’ statewide Main Street program. While with Illinois Main Street,
Diane provided technical and consultative services on commercial district economic issues to Illinois’ nearly 60 local Main
Street programs. Diane’s work with these local organizations encompassed downtown strategy development, market data
assessments, market opportunity assessments, financial incentive development, local program evaluation, and historic
preservation issues.
Prior to pursuing graduate studies in historic preservation, Diane Williams was a Vice President at Citibank in Chicago.
She has twenty-one years of banking experience, including thirteen as a commercial banker to the small business market.
During her banking career, Diane had varied opportunities, including managing a start-up small business banking unit,
selling banking services to small business owners, developing new market strategies, directing new product introductions,
and conducting training for new bankers.
Diane has presented at local, state, and national Main Street meetings on successful financial incentive programs, small
business financing, market analysis tools and strategies, and working with downtown property owners.
Education
Diane has a Bachelor’s degree from Rosary College, now Dominican University, in River Forest, Illinois and a Master’s
degree in Historic Preservation from The School of the Art Institute of Chicago. She has completed undergraduate business
courses at Northwestern University and M. B. A. coursework at DePaul University. Diane is also a graduate of the National
Main Street Center’s Certification Institute in commercial district revitalization.
Selected Project Experience
Market Analysis and Economic Development Projects
Evanston, IL; South Bend, IN; Plymouth, IN; Matteson, IL; Thornton, IL; Libertyville, IL; Madison, WI; Plano, IL; Plainfield, IL;
Elmhurst, IL; South Suburban Mayors and Managers Association; Long Grove, IL; Mountain Brook, AL; Itasca, IL; Crete, IL;
Naperville, IL, Oak Park, IL; Itasca, IL; Cook County, IL; Frankfort, IL; Berkeley, IL; Crystal Lake, IL; Sugar Grove, IL; Steger, IL;
Rockton, IL: DeKalb, IL; Andersonville Development Corporation, Chicago, IL; Shorewood, WI; Grayslake, IL; Hammond, IN;
Westfield, IN; Montgomery, IL; Bensenville, IL; Angola, IN; Lockport, IL; Urbana, IL; Lombard, IL; Mt. Prospect, IL; Moline,
IL; Mundelein, IL; Pingree Grove, IL; Mount Washington Community Development Corporation, Pittsburgh, PA; Glenwood,
IL; Oconomowoc, WI; Forest Park, IL.
Historic Preservation and Main Street Projects
National Trust Main Street Center, Washington DC; Clare, MI; Royal Oak, MI; Grand Haven, MI; Ishpeming, MI; Stevens
Point, WI; New York Main Street; Syracuse, NY; Sherman, NY; Bath, NY; Dixon Springs Agricultural Center, Dixon Springs, IL;
Oak Park, IL: Illinois Historic Preservation Agency, Springfield, IL (Lincoln’s New Salem, Petersburg, IL); Illinois Main Street;
Urban Land Institute (ULI) Technical Assistance Panels for the Rosenwald Apartments and the Pullman State Historic Site.
23 |
RESUME
Bridget Lane | Director
Experience
Bridget Lane specializes in commercial revitalization strategy, fiscal impact analysis, market analysis, and retail
business development. Her ten years of experience as a retailing executive, seven years as a professor at Chicago’s DePaul University and three years managing Downtown Evanston serve as a practical foundation for her
market research and business development consultations.
Recent clients included communities as diverse as Lake Forest, Illinois; Mountain Brook, Alabama; and Plymouth, Indiana. Bridget also has led retail business recruitment efforts and workshops in business development
for community development leaders. At the request of Plainfield, Illinois, she analyzed the impact of a proposed 250 unit residential development. She developed store audits for a major upscale man’s clothier, created
a retail store concept for a successful wholesaler, and developed the marketing strategy for a newly created
tax-exempt foundation. Bridget conducts the basic research and analysis necessary to create business development and marketing strategies, moderates focus groups, and develops consumer surveys.
Residential development impacts, industrial recruitment, neighborhood retail business development and
mixed-use project enhancement have all been subjects of Bridget's research and consulting work. She created
university courses covering retail management, advertising, introductory marketing and personal selling.
Bridget began her retailing career at Jb Robinson Jewelers, where she had line responsibility for sales and profits in the company's largest region. She also sat on the executive committee charged with policy development
during the company's rapid expansion. She developed sales, expense and profit budgets. New store location,
display and start-up were under her supervision. She implemented employee hiring and development programs.
Earlier in her career, Bridget served as a public and legislative relations coordinator for the Illinois Department
of Conservation. She was also a preservation planner at the National Trust for Historic Preservation in the United States.
Affiliations
Bridget Lane has served on various committees and boards during the past 15 years, including a term on her
community’s Economic Development Corporation, a position as Trustee of the District 64 Elementary Learning
Foundation, and treasurer of the Pickwick Theatre Council.
Education
Before obtaining a Master's Degree in Business Administration from the Harvard Business School, Bridget graduated from the University of Illinois with a degree in Urban Planning.
| 24
RESUME
Bridget Lane | Director
Selected Project Experience
Downtown and Corridor Business Development Action Plans
Downtown Plano, IL; Downtown Yorkville, IL; Sugar Grove, IL; Addison, IL; Chicago Avenue, Oak Park, IL;
Marengo, IL; Downtown Romeoville, Romeoville, IL; Downtown Mequon/Thiensville, Mequon, WI; Downtown Matteson, Matteson, IL; Downtown Plainfield, Plainfield, IN; Calumet Corridor, Harlem Avenue Corridor, and Lincoln Avenue Corridor, Route 30 Corridor, Metra Electric Corridor, South Suburban Mayors
and Managers Association; Downtown Zion, IL; Massachusetts Avenue, Indianapolis, IN; Route 30, North
Aurora, IL; East Dundee, IL; Frankfort, IL; Downtown Burlington, Burlington, IA; Madison Street, Forest
Park, IL; Roosevelt Road, Broadview, IL; Downtown Quincy, Quincy, IL; Downtown Rockford, Rockford, IL;
Downtown Roselle, Roselle, IL; Front Street, Mokena, IL; Downtown Lake Forest, Lake Forest, IL; South Gateway, South Bend, IN; Downtown Lake Bluff, Lake Bluff, IL; Downtown South Bend, South Bend, IN; Lincoln
Way West, South Bend, IN; Western Avenue, South Bend, IN; Downtown Winnetka, Winnetka, IL; Portage
Avenue, South Bend, IN; Downtown Grayslake, Grayslake, IL; Downtown Elkhorn, Elkhorn, WI., Oakland
Street, Shorewood, WI.
Store Development
Naper Settlement, Naperville, IL; I Dream in Color, Hyde Park, Chicago, IL; New Balance Shoes, Highland
Park, IL; Bountiful Board, Lincoln Park, Chicago, IL; Aubrey’s of Barrington, Barrington, IL; Franklin Products, Chicago, IL; Bigsby & Kruthers, Chicago, IL.
Retailer Development Workshops
Topics:
Making an Old Store Look Good; 50 Ideas to Jump-Start Your Holiday Sales; Get More Bang for Your Advertising Buck; Power-up Your Staff to Sell More; Low Cost Loss Prevention; You Can Control Your Inventory;
50 Tips that Build Store Profits.
Communities:
Libertyville, IL; Blue Island, IL; Nappanee, IN; Evanston, IL; Glen Ellyn, IL; Homewood, IL; Highland Park,
IL; Park Ridge, IL; Hyde Park, Chicago, IL; Woodstock, IL.
Community Surveys
Kenilworth, IL; Rockford, IL; Broadview, IL; Clarendon Hills, IL; Park Ridge, IL; Olympia Fields, IL; Hampshire, IL; Plainfield, IL, LaGrange Park, IL; Lake Forest, IL; Andersonville Neighborhood, Chicago, IL
College Level Courses Developed
Introduction to Marketing
Personal Selling
Retail Management
Advertising
Advertising Campaigns
25 |
5
Project Scope
The tasks established by the City and provided in the Request for Qualifications and Proposals provide a solid structure for the
strategic planning process. The services our team proposes to provide for each task are outlined below. As noted earlier in
the Approach section, the consultant expects to work jointly with the staff in conducting the strategic plan process – the task
descriptions below reflect that approach. Based on the project budget requirements we are open to further discuss how work
tasks can be approached in order to make best use of city resources; applying consultant expertise and experience where it is
found to be most advantageous to the Warrenville.
TASK 1
Project Definition, Orginization, Research,
Data, Collection & Evaluation
A project initiation meeting will be held between the consultant and City staff. The meeting will include points noted in the
RFP with the intent of developing shared understanding and expectations for the plan process. Of particular importance is
developing the lists of those stakeholders to be part of the process and reviewing the curriculum for staff and City Council
training. The consultant will review existing long term planning policy documents prepared by the City in order to understand
past practice and policy initiatives. The consultant will design and work with staff to establish a design theme (brand) for the
various work products to be produced throughout the process. This will identify the project as unique and important in the
community, and be carried through all reports and related materials (website, newsletters, etc.).
Training for City Council and senior staff will be conducted through Economic Development 101 class and Strategic Thinking
session. For the City Council Economic Development 101 class (at which staff will participate) the format we recommend is
an informal presentation with extensive questions and answers. The consultant will prepare and lead a presentation; working
with staff to ensure it reflects Warrenville’s experience with economic development. The workshop would be structured around
a few key points (“take aways”) for the Council, whose questions and comments would be welcome throughout. This approach,
similar to a small college class, facilitates participation by the group – an essential element to learning.
The Strategic Thinking session with staff is recommended as a workshop format. A lecture approach is not helpful in removing
people from thinking more about daily work responsibilities. The workshop would focus on a “case study” and have the
consultant lead a problem solving session. The case should be a true life, big picture economic development issue for the City.
In this way the workshop can support a chance for the group to think beyond daily tasks and provide insight to one of the issues
to be addressed in the plan process.
TASK 2
Resident Strategic Plan Input Report
The consultant will review the survey responses from the community, work with staff to determine appropriate further
evaluation of results, and review and comment on the staff prepared Resident Strategic Plan Input Report. These evaluations
will be applied to future project tasks, particularly identifying the economic development goals and priorities of the City.
Consultant will format the final Resident Strategic Plan Input Report based on the established design theme and provide an
electronic original document to the City.
| 26
TASK 3
Specialized Stakeholder Strategic Plan Input
Report
TASK 5
Economic Development Strategic
Plan Input Report
The consultant will work with City staff in preparing for stakeholder
meetings, will attend a portion of the meetings, and will review the staff
drafted Specialized Stakeholder Strategic Plan Input Report. Consultant
will format the final report based on the established design theme and
provide an electronic original document to the City.
Consultant will lead focus groups, as organized by City staff, to refine
and focus the themes and concepts developed by the process so far. As
noted in the RFP, workshops / focus groups would be conducted with,
members of the business community, community stakeholders, city
senior staff, and parties from outside Warrenville.
TASK 4
Economic Development White Paper
The most significant information collected from this task and those
previous will be compiled into an Economic Development Input
Report (The consultant will draft this document with support from city
staff). The report will include draft economic development goals and
objectives. The report will be presented by the consultant to the City
Council Committee of the Whole. Consultant will format the Economic
Development Strategic Plan Input Report based on the established
design theme and provide an electronic original document to the City.
The consultant will compile research conducted to date and done
as part of this task into an Economic Development White Paper. The
document will evaluate assets and opportunities in Warrenville related
to economic development, and present initial goals and outcomes for
future economic development activities. As appropriate, the consultant
also will evaluate results of completed business surveys and note them
in the report. A draft prepared by the consultant will be provided for
review and comment, and will be revised prior to a presentation to the
Economic Development Representatives Workgroup (the consultant
will attend the meeting and participate in the session). The report will
be revised as needed to reflect input from the Workgroup. Consultant
will format the Economic Development White Paper based on the
established design theme and provide an electronic original document
to the City.
TASK 6
City Council Strategic Input Report
The consultant will participate in meetings with City Council members
to review project work to date and secure input from Council members.
The consultant will support city staff, who will draft and present the City
Council Strategic Plan Input Report presentation. Consultant will format
the city Council Strategic Plan Input Report based on the established
design theme and provide an electronic original document to the City.
As part of this task, the consultant (working with staff) will identity
communities with successful economic development programs. The
relevant best practices and methods for success will be evaluated,
considered for their relevance to Warrenville, and documented.
27 |
TASK 7
Draft Strategic/Economic Development Plan
The consultant will work with staff to support their compiling previous
project work into a Draft Strategic/Economic Development Plan. In
addition, consultant will attend two strategic planning team meetings
to refine and prioritize plan goals, objectives, and action steps. In
addition, consultant will support staff preparation for and will attend
a final Workgroup meeting. As needed, the consultant will review and
provide input on the revised plan.
The final plan will be built on the previous work conducted and be a
clear statement of goals, objectives and action steps to be taken in
implementing the plan. In addition, necessary resources and expected
time frames for short, medium and long term actions will be included.
The consultants will work with staff to ensure that the aims, actions,
and timelines are strong enough to secure meaningful economic
development success, but also realistic for the city. Consultant will
format the Final Strategic Plan based on the established design theme
and provide an electronic original document to the City.
OPTIONAL TASK
Project Web Site
Many of the assignments conducted by Teska Associates
that include ongoing public participation are supported
by a project specific web site. The site serves as a forum
for input and comment, a calendar of events, a repository
for interim reports and studies. While not incorporated
into the scope or cost proposed here, we could provide
this service as part of the project. Alternatively, should
the city desire to develop and maintain such a section of
its own website for this purpose, Teska staff could share
experiences and suggestions in support of that approach.
TASK 8
Adoption of Final Draft Strategic/Economic
Development Plan
The consultant will provide support in preparation of, and will attend
the public meeting at which the plan is presented.
| 28
6
Project Budget & Timeline
The budget for the work program outlined in this proposal are based on the hourly rates, project hours, and direct project expenses
(including travel, document reproduction, and out of pocket expenditures). We propose to conduct the project for a not to exceed cost of
$39,000. As noted earlier, understanding that the Warrenville Strategic / Economic Development Planning is to be done jointly between
staff and consultant, the time estimates outlined here reflect the best projection consulting time resources to be available for the project.
Please note that upon selection, we are open to working with the city to further refine the budget and work plan described here to best
meet the city’s needs.
TASK 1
Project Definition, Orginization, Research, Data, Collection & Evaluation
Task Personnel / Hours:
Michael Blue: 22
Malika Hainer:
24
Erin Cigliano
10
Terry Jenkins:
11
TASK 2
Resident Strategic Plan Input Report
Michael Blue: 16
Erin Cigliano
5
TASK 3
Specialized Stakeholder Strategic Plan Input Report
Michael Blue: 16
Erin Cigliano
5
TASK 4
Economic Development White Paper
Michael Blue: 18
Malika Hainer:
42
Erin Cigliano
5
Terry Jenkins:
6
Diane Williams:
15
TASK 5
Economic Development Strategic Plan Input Report
29 |
Michael Blue: 44
Malika Hainer:
50
Erin Cigliano
5
Terry Jenkins:
8
Task Expenditure
$8,600
$2,900
$2,900
$10,500
$13,500
TASK 6
$2,300
City Council Strategic Input Report
Michael Blue: 12
Erin Cigliano
5
TASK 7
$5,300
Draft Strategic/Economic Development Plan
Michael Blue: 18
Erin Cigliano
16
Terry Jenkins:
5
TASK 8
$800
Adoption of Final Draft Strategic/Economic Development Plan
Michael Blue: 5
$46,800
Grand Total
Rates for Profesional Services
Michael Blue
$150/hour
Terry Jenkins
$175/hour
Erin Cigliano
$95/hour
Diane Williams
$150/hour
Malika Hainer
$90/hour
Timeline
The timeline for completing any project is greatly impacted by the degree of public participation (simply scheduling meetings at times available for the majority
of participants can be difficult). That will be the case with this project. In addition, it has been our experience that facilitating public meetings in December is very
difficult; however, work tasks can certainly be completed. We anticipate that the project will likely run through June of 2014; with project milestones outlined
below.
December
Initiate project,
develop training
sessions, review
existing data and
work products
January
February
Conduct training, Resident Strategic
Planning Input Report, Specialized
Stakeholder meeting, begin work on
White Paper
March
April
May
June
Complete draft
White Paper
and present
to workgroup,
outline strategic
input meetings
Conduct
focus groups/
interviews;
Economic
Development
Input Report,
presentation to
City Council
City Council
Interviews, City
Council Input
Report, Strategic
Planning team
meetings, workgroup meeting,
begin draft of
final plan.
Finalize Strategic
Economic
Development
Plan Report,
City Council
Presentation.
| 30
City of Warrenville
RFP/Q Tabulation Sheet
Davolos
1
2
3
4
5
6
7
8
9
10
11
Goodman
1
2
3
4
5
6
7
8
9
10
11
Total
Understanding of SP Methods
Understanding of Info/Data Analysis
ED Experience/Expertise
Approach & Methodology
Consistency with Goals, Objectives & Tasks
Record and Experience
Cost
Capability/Resources to Complete Project
Project Staffing
References
Unique Qualities of the Firm
Katona
$29,300
31
6
3
3
3
3
2
6
3
0
2
0
Miller
$34,100
38
6
6
3
3
3
4
6
3
2
2
0
NIU
$36,150
40
6
3
6
3
3
4
6
3
2
2
2
Teska
$39,000
78
9
9
9
9
9
6
6
9
4
6
2
Total
Cost
Project Staffing
References
45.9
6
6
6
5.4
6
4
6
1.5
2
2
1
72.5
9
8.4
7.5
7.5
9
5
6
7.5
5.6
4
3
66.7
8.4
8.1
7.5
7.5
6.6
4.8
5.8
6
4
6
2
57.8
6
5.1
6
6
6
4.6
5.6
6
5
5
2.5
Ancel‐Glink
Cook
$51,400
$52,000‐$63,855
39
25
6
3
3
3
3
3
3
3
3
3
4
2
4
2
3
0
2
2
6
4
2
0
54.4
5.1
5.1
6.6
6
6.6
4
4
6
4
6
1
49.3
4.5
9
4.5
5.1
5.4
4
3
5.4
3
3.4
2
Gruen
$56,000
42
6
6
6
3
3
4
2
6
2
4
0
Mgment
$57,990
44
6
6
3
6
3
4
2
6
4
4
0
H‐L
$59,360
75
9
9
9
9
9
6
2
9
4
6
3
SB
$60,000
76
9
9
9
9
9
6
2
9
6
6
2
62.1
8.4
9
6
6.6
7.5
4
3.8
6
4.8
4
2
57.5
6.6
6
7.5
7.5
6
4
3.6
6
4.4
3.4
2.5
74.8
9
7.5
9
7.5
8.4
6
3.4
9
6
6
3
75.5
9
8.4
9
8.4
7.5
6
3.2
9
6
6
3
1 of 2
City of Warrenville
RFP/Q Tabulation Sheet
1
2
3
4
5
6
7
8
9
10
11
Total
Cost
Project Staffing
References
Katona
$29,300
63
9
6
9
9
9
4
6
3
2
4
2
1
2
3
4
5
6
7
8
9
10
11
Total
Cost
Project Staffing
References
56
6
6
6
6
6
4
6
6
6
2
2
McMahon
Mentzer
Miller
$34,100
58
6
6
9
9
3
4
6
6
4
4
1
NIU
$36,150
43
6
6
3
6
3
2
6
6
2
2
1
Teska
$39,000
72
6
6
9
9
9
6
6
9
6
4
2
51
6
6
9
6
3
4
4
6
2
4
1
50
6
6
6
6
6
2
4
6
4
2
2
62
6
6
9
6
6
6
4
9
4
4
2
Ancel‐Glink
Cook
$51,400
$52,000‐$63,855
57
41
0
3
6
6
9
6
6
6
3
3
6
2
4
4
9
6
6
2
6
2
2
1
21
0
0
3
3
3
2
2
3
2
2
1
54
6
6
6
9
6
4
2
6
4
4
1
Gruen
$56,000
63
6
9
9
6
3
6
4
6
6
6
2
Mgment
$57,990
68
9
6
9
9
9
4
4
6
6
4
2
H‐L
$59,360
53
3
6
9
6
3
6
4
6
6
4
0
SB
$60,000
62
3
6
9
9
6
2
4
9
6
6
2
42
3
6
6
3
3
2
2
6
4
6
1
46
6
6
6
3
3
6
2
6
4
4
0
45
6
6
6
6
3
4
2
6
2
4
0
48
3
9
6
6
6
2
2
6
2
4
2
Gold ‐ 1st
Silver ‐ 2nd
Bronze ‐ 3rd
Blue Ribbon ‐ 4th
2 of 2

Consideration of Strategic/Economic Development

Transcription

Similar documents

party for a living

15 Monumental things you MUST do in Downtown Indy

VM - Village Market

NYO_Discover_Downtow..

Belstone - Dartmoor National Park

Dalmatisch stenen huis | U823 (6+2)

American Woodhenge: Archaeoastronoraly at Cahokia

residential density in downtown charlottesville, va

Bluffton-Low Country Village Flyer.indd

Chamber Exclusive Business Opportunities pdf link